Agenda of Maungakiekie-Tāmaki Local Board

Maungakiekie-Tāmaki Local Board

16 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

6.1 Filiiamata Manuhiku Lukupa FIU QSM (Aunty Fili) 5

6.2 Michaela Housiaux-Andrews, Eleanor Mulrennan and staff of Onehunga War Memorial Pools 5

7 Petitions 5

8 Deputations 6

8.1 Deputation : New Zealand Red Cross 6

8.2 Deputation : Auckland Stock and Saloon Car Club 6

9 Public Forum 6

9.1 Public Forum : Danielle Bergin 6

9.2 Public Forum : Kerry Martin (Rixen NZ) 7

10 Extraordinary Business 7

11 Notices of Motion 7

12 Governing Body Member's Update 9

13 Waikaraka Park grandstand 11

14 Extension of commercial wakeboarding license in Onehunga Bay Reserve

This report was not available at time of printing and will be distributed under separate cover.

15 2015/16 Lease Workplan - Expediated Renewal Process and Review of Ongoing Management 21

16 Community Lease Work Programme 2016/2017 25

17 Capacity Building for Ruapotaka Marae in the Maungakiekie-Tāmaki Local Board Area 29

18 Capacity Building of Community Organisations in the Maungakiekie-Tāmaki Local Board Area 45

19 Maungakiekie-Tāmaki Local Board Community Facilities Renewals Work Programme 2016/2017 49

20 Maungakiekie-Tāmaki Local Board Arts, Community and Events Work Programme 2016/2017

This report was not available at time of printing and will be distributed under separate cover.

21 Maungakiekie-Tāmaki Local Board Libraries Work Programme 2016/2017 53

22 Parks, sport and recreation draft annual work programme financial year 2016-2017 57

23 Maungakiekie-Tāmaki Local Board Community Partnership Programme Expression of Interest 2015-2016 65

24 Maungakiekie-Tāmaki, Local Grants, Round Two 2015/2016 69

25 New Road Name Approval for a Road Created by way of Subdivision at 3-9 and 15-17 Torrington Crescent and 11-15 Merfield Street, Glen Innes 79

26 Proposed Earthworks and Riparian Planting - Elstree North Reserve 83

27 Contracted Facilities Inflation Adjusted Casual Admission Charges 89

28 Sport and Recreation Investment - Community Access Scheme guidelines and future allocation of residual legacy Hillary Commission Community Sport Fund 95

29 Auckland Transport monthly report - June 2016 111

30 Health, Safety and Well-being May 2016 Update 119

31 Housing for Older People Partnering Proposal 149

32 Draft 2016 Elected Members’ Expenses Policy 189

33 Governance Forward Work Calendar 209

34 Record of Maungakiekie-Tāmaki Local Board Workshops - May 2016 213

35 Board Members' Reports 221

36 Chair's Report to the Maungakiekie-Tāmaki Local Board 223

37 Consideration of Extraordinary Items

PUBLIC EXCLUDED

38 Procedural Motion to Exclude the Public 225

C1 Mitigation of the Cultural effects of the AMETI scheme on Mokoia Pa

This report was not available at time of printing and will be distributed under separate cover.

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 Maungakiekie-Tāmaki Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 19 May 2016, including the confidential section, 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

6.1

Filiiamata Manuhiku Lukupa FIU QSM (Aunty Fili)

Purpose

To acknowledge the passing of Filiiamata Manuhiku Lukupa FIU QSM (Aunty Fili) on Tuesday 31 May 2016, a long time resident of Onehunga.

Fili was a hospital worker and a strong and courageous woman who fought all her life for justice and fairness in the workplace. Fili was a staunch supporter of the trade union movement and she let everyone know about her support for workers' rights and Pasifika workers. Fili was also a passionate champion for the rights of Pacific people to participate at the highest level of politics and together with other Pacific women in the former Service and Food Workers Union encouraged many to be involved in central and local politics.

That the Maungakiekie-Tamaki Local Board:

a) acknowledge the passing of Filiiamata Manuhiku Lukupa FIU QSM (Aunty Fili) on the 31 May 2016.

6.2

Michaela Housiaux-Andrews, Eleanor Mulrennan and staff of Onehunga War Memorial Pools

Purpose

To acknowledge the efforts of Michaela Housiaux-Andrews, Eleanor Mulrennan and staff of Onehunga War Memorial Pools for their role in saving the life of Annie Tausi who was instructing a zumba class before collapsing suffering a heart attack.

That the Maungakiekie-Tamaki Local Board:

a) acknowledge Michaela Housiaux-Andrews, Eleanor Mulrennan and staff of Onehunga War Memorial Pools for their role in saving Annie Tausi’s life.

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 Maungakiekie-Tāmaki 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 : New Zealand Red Cross

Purpose

1. Providing New Zealand Red Cross the opportunity to present to the Maungakiekie-Tāmaki Local Board regarding connectivity for refugees in the community.

Executive summary

2. As per standing orders the Chairman has approved the request from New Zealand Red Cross to provide a deputation.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) thanks Celia Brandon, representing New Zealand Red Cross for their attendance.

8.2 Deputation : Auckland Stock and Saloon Car Club

Purpose

1. Providing Auckland Stock and Saloon Car Club the opportunity to present to the Maungakiekie-Tāmaki Local Board regarding the Waikaraka Grandstand.

Executive Summary

2. As per standing orders the Chairman has approved the request from Auckland Stock and Saloon Car Club to provide a deputation regarding the Waikaraka Grandstand.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) Thanks Wade Jennings, representing the Auckland Stock and Saloon Car Club for their attendance.

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 : Danielle Bergin

Purpose

1. Danielle Bergin accompanied by Natasha Jansen wish to present regarding the proposed cycle path through Fernwood horse grazing reserve.

Executive Summary

2. Danielle Bergin has requested an opportunity speak to the board in public forum regarding the proposed cycle path through Fernwood horse grazing reserve.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) Thanks Danielle Bergin and Natasha Jansen for their attendance.

9.2 Public Forum : Kerry Martin (Rixen NZ)

Purpose

1. Providing Kerry Martin opportunity to present regarding extension of wakeboarding activity at Onehunga Bay Reserve.

Executive Summary

2. Kerry Martin has requested an opportunity speak to the board in public forum regarding an extension of wakeboarding activity at Onehunga Bay Reserve.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) Thanks Kerry Martin, representing Rixen NZ for their attendance.

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.

Maungakiekie-Tāmaki Local Board

16 June 2016

Waikaraka Park grandstand

File No.: CP2016/11252

Purpose

1. To provide options for the demolition or partial demolition of the Waikaraka Park grandstand and identify the associated impact on the current lease; the Auckland Stock and Saloon Car Club Inc.

Executive Summary

2. The Waikaraka Park grandstand has been assessed by seismic engineers and found to be at risk from any future minor seismic activity.

3. The seismic report provided a number of physical options for the grandstand in October 2015 including risk mitigation, strengthening and demolition.

4. The Maungakiekie-Tāmaki Local Board (MTLB, the board) has asked for each of the proposed physical options to be costed and considered in light of effects to the current tenant, the Auckland Stock and Saloon Car Club Inc. (ASSCC/the Club). and the council.

5. Options for a variation of their current lease which will mitigate some of the effects on the Club have been provided and can be linked to any decision made on the future of the grandstand.

6. The board have requested that wider issues such as regional speedway options and the future of Waikaraka Park are also considered.

7. Since the closure of the grandstand the council has provided direct temporary facility support to the Club to enable stock car events to continue to 30 April 2016 while the future of the grandstand are considered.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) demolish the grandstand at Waikaraka Park as per option two of attachment one to this report;

b) request officers undertake consultation on a variation to the current lease with the Auckland Stock and Saloon Car Club Inc. as per option three of attachment two to this report;

c) request officers report to the board recommending a proposed lease variation for approval at the board’s August 2016 business meeting.

Background

8. Waikaraka Park is a recreation reserve under the Reserves Act 1977. Currently part of Waikaraka Park is leased to the Auckland Stock and Saloon Car Club Incorporated which is a not for profit organisation, incorporated under the Incorporated Societies Act 1908 on 13 December 1976. The Club owns their clubroom building and other improvements within their leased area of the park. The concrete grandstand is owned by council.

9. Waikaraka Park grandstand was built by US servicemen in the mid 1940’s. It had a public sporting and events role until the late 1960’s when the current stock car track was built beside the grandstand. The grandstand has been used for stock car related events ever since.

10. The grandstand has two suspended tiers, stairs, toilets and a concrete floor basement. Extensive maintenance and repairs were undertaken in 1984 and 1995.

11. Recent inspections revealed that repaired areas were failing and the building showed general age and materials deterioration.

Structural and Seismic Reports

12. Three specialist reports on the condition of the stand indicated that it is structurally unsound and at seismic risk. The grandstand was closed in 2014 and remains closed. The reports by Mannco Consulting Ltd (MCL) in October 2014, and Holmes Consulting Group in December 2014 and October 2015 itemised visible concrete damage and deterioration, structural condition, stability, seismic analysis and recommendations.

13. The final report concluded the building was earthquake prone and that the building did not meet minimum NZ standards. Parts of the building would fail in a minor seismic event, local and total collapse was possible in a moderate seismic event.

14. The report provided options to reduce risk, strengthen and reinforce the grandstand along with partial or total demolition options. The grandstand has been closed to the public since 2015.

Impact on operational activities

15. The following information has been provided by the Club:

a) The capacity of the stadium prior to the closure of the grandstand was approximately 7,000 spectators.

b) Closure of the grandstand has reduced capacity to approximately 4,000 spectators.

c) Net income since closure of the grandstand has fallen by approximately 34% on previous years.

d) Much of the loss could be attributed to a drop in attendances of which a percentage could be due to the closure of the grandstand as well as other circumstances.

e) Toilet facilities have been reduced as a result of the stand closure however current attendances do not exceed demand on existing facilities.

Temporary facilities provision

16. The Club undertook a number of actions in the 2015-16 season to address the challenges posed by the closure of the grandstand.

17. Council assisted the Club in its efforts to secure 704 temporary seats in November 2015. The cost to council of this assistance was $55,000, which was funded by the parks manager and community facilities unscheduled OPEX budgets.

18. The Club lobbied Regional Facilities Auckland (RFA) to secure a further 1200 seats in December 2015. The installation of the temporary seating and consent for the seating was managed by the Club.

Noise

19. Currently the Waikaraka grandstand acts as a minor attenuation noise shield to the area behind the rear wall of the grandstand on Alfred St.

20. Noise modeling undertaken by RFA assumed an arbitrary 100dB track center noise point source. Current noise source requirements for cars at the track are 95dB.

21. Removal of the grandstand would result in a slight increase of approximately 3-5dB on Alfred St in a narrow band-width of about 40m near the measurement point, which would match the rest of the noise contour on Alfred St.

22. Part 3 Chapter K section 2.3 of the Proposed Auckland Unitary Plan (PAUP) proposes a rule that would impose a noise level standard for motorsport activity at Waikaraka Park.

23. The rule would require that for any event held inside the stadium, in any 15 minute measurement period the equivalent continuous noise level (LAeq) of 75dB must not be exceeded at any point measured on the footpath outside 14 Alfred St.

24. If the grandstand is demolished, the club has the option of applying for a certificate of existing use under section 139 of the Resource Management Act (RMA) before the PAUP rule is operative This may rely on showing lawful establishment and that any effects are the same or similar in character, intensity and scale.

25. The Club is aware of its duty under the RMA to avoid excessive noise. It has already suggested that if the grandstand were to be removed it would be prepared to establish an acoustic barrier to reduce noise effects to below the allowable level on Alfred St.

Operational and ownership responsibilities

26. The property team within the Community Facilities Department are the business owner and operational manager of the grandstand. Under the current lease, council is not obliged to undertake any repair or replacements for the grandstand.

27. Operational (OPEX) budgets now sit with the operations and maintenance unit of Community Facilities Department. OPEX budgets for large projects such as this are regionally based and not tied to a facility or local board area.

28. OPEX budget for a demolition where no replacement is proposed will come from the regional non-capitalised renewals budget.

29. The current regional OPEX budget is committed for 2016/17, however $400,000 has been allocated by Community Facilities to fund the demolition of the grandstand in FY 2017/18.

Grandstand options

30. There are five options set out in Attachment 1 of this report for the board’s consideration.

31. Four options from the October 2015 seismic report were quantified in terms of cost, and are presented in Attachment 1 to this report. Option five was added at the request of the Club.

32. Options are presented in three formats:

i) Do nothing

ii) Full demolition

iii) Partial demolition and repair.

33. In considering the options; weight was given to:

i) The length of temporary effects to the Club.

ii) Implications of the option to the Club and council.

iii) Operational and management obligations, prudent asset and financial management.

iv) Budget and timing constraints.

34. Option One: Do Nothing

This option involves the “Do Nothing” approach and involves:

i) All current risk and hazards remain on site.

ii) The Club continues to operate with reduced capacity and infrastructure.

iii) No immediate cost to council.

iv) OPEX funding earmarked for demolition could be re-allocated.

35. Option Two: Full Demolition

This is the preferred option; it removes all current risk and is considered the most efficient operational option.

i) Excluding any consenting and health & Safety requirements; Physical works could take approximately 3-4 weeks.

ii) This option includes total removal of all building materials and re-instatement of the area.

iii) Physical works could be undertaken outside of the stock car season.

36. Option Three: Grandstand Strengthening

i) Strengthening will provide a structurally sound structure and removes all current risk.

ii) Strengthening would not enhance or improve the condition or life of the building.

iii) This option would require significant amount of additional CAPEX funding and would also incur OPEX costs for regular and increased maintenance as the building ages.

iv) The physical works for this option would take approximately 4-6 months.

v) This option is not recommended due to the timeline of the physical works, impact on the club and high cost.

37. Option Four: Partial Demolition – Removal of the Top Tier

This option requires removal of the top tear leaving the bottom tier in-situ.

i) It removes all current risk, but does not enhance or improve the condition or life of the building.

ii) This option would require significant amount of additional funding and would also incur OPEX costs for regular and increased maintenance as the building ages.

iii) The physical works for this option would take approximately 4-6 months.

iv) This option is not recommended due to the timeline of the physical works, impact on the club, high cost and reduced benefit or utility offered from expenditure.

38. Option Five: Demolition- Leaving the toilets in-situ

This option involves demolition of the grandstand around the existing toilets leaving the toilets in situ.

i) It removes all current risk but would require additional funding.

ii) This option does not include any cost to improve the quality and condition of the toilets post demolition of the grandstand.

iii) On-going OPEX costs are reduced significantly.

iv) The re-instated area post demolition would provide an opportunity for temporary replacement seating on either side of the grandstand or around the toilets.

v) This option is not recommended, due to high cost and reduced benefit or utility offered from expenditure.

Lease Details and current lease position

39. The Club’s current lease was approved by Auckland City Council in 2004, commencing on 24 September 2004 (five years) with two further five year rights of renewal. The lease has a final expiry date of 23 September 2019.

40. Lease rent was assessed at $10,000 per annum, under the hybrid lease policy in place at the time. This allowed community lease groups to be charged a standard community rental of $500 per annum, plus an additional charge of five percent on revenue earned above $100,000 from a group’s commercial activity. Current rent is $24,400.

41. The Club recently applied for a final (and longer) renewal of their lease, and expressed an interest in developing the stock car track as Auckland’s main track venue. The Club’s lease renewal is currently on hold while grandstand options are investigated.

42. The type of any varied lease renewal will be determined by any decision made on the future of the grandstand and the degree to which the board is prepared to support the Club beyond the context of its operational and legal obligations. Council’s legal obligations under the lease have been summarised as follows:

i) There is no implied covenant in favour of the tenant that the premises may be used for the specified purpose, or as to the safety of premises (although council is subject to the Health and Safety at Work Act 2015).

ii) The tenant may cancel the lease if the premises cannot be used for the specified purpose, or be lawfully used.

iii) The landlord is not generally liable to repair, unless there is an express covenant in the lease to do so (in this case there is not).

43. Although council has no contractual or legal obligation to repair the grandstand for the Club, challenging practical and operational issues result for the Club from closure of the grandstand. Toilets and seating are essential for patrons’ comfort and for the Club to host its events. Non or under provision of seating and toilets could see a decline in attendance, reduced ability to stage regional and national events and affect the Club’s income and ultimately, it’s viability.

44. It is at the board’s discretion to support the Club in facility provision either directly or by subsidy as an interim and extraordinary undertaking.

45. The board (in agreement with the Club) can approve a lease variation outlining changed rental cost and facility provision. This could mitigate the loss of facilities resulting from a decision on the grandstand.

46. The local board would not be obliged to fund any reduction in lease rent revenue from Locally Driven Initiatives.

47. Keeping the status quo (i.e. rent maintained at current rate, temporary toilets and seating removed) the tenant may cancel the lease if the premises can’t be used for their intended purpose, or cannot be lawfully used.

Recommended lease options

48. If the recommended option - to demolish the grandstand is resolved upon; support for the Club, could be displayed through a variation of the current lease that sets out responsibility for facilities provision and level of rent. Possible lease options are set out in Attachment two to this report.

49. An agreed lease variation to offset facility provision costs could be put in place until the current lease expires in 2019, giving opportunity for the Club to further examine a longer-term future. See option three - variation A.

50. If a decision to repair/strengthen the grandstand was made, a lease variation that supports the Club temporarily through the process could operate until the current expires in 2019 is recommended. See option four - variation B.

Regional Facilities Auckland and wider considerations

51. Although RFA do not have a contractual relationship with ASSCC, RFA have provided information and are considering a proposed regional facility for speedway.

52. Further talks and with RFA and the Club are recommended before any future plans regarding a regional approach to speedway is considered.

Consideration

Local board views and implications

53. The local board were advised that assessment of the grandstand was required in June 2014. It was updated in 2015. At this time the board indicated that its preference was to support the Club in the short term and plan with the Club, any longer term future. The board was provided with a memo on the grandstand, options and condition reports on 30 November 2015, updated at workshops on 2 December 2015 and also on 23 February and 5 April 2016.

54. The board asked for grandstand and lease options to be considered together in light of a full range of related information, in order to consider the level of any further support for the Club after any decision is made on the grandstand.

Māori impact statement

55. As this matter is principally limited to the structure and safety of the grandstand and lease matters, no direct engagement has been undertaken with iwi leading up to presenting these options and recommendations for the board’s consideration.

56. Future land use and planning or a long term vision for Waikaraka Park would involve extensive engagement with iwi, and if the board resolves to demolish the grandstand iwi would be advised before any demolition work commenced.

Implementation

57. Demolition will require building consent, close liaison with the ASSCC and a range of safety and access requirements along with funding.

58. Funding from regional operational budget programmed in the 2017/18 year. Community Facilities have agreed to programme $400,000 for work on or demolition of the grandstand.

59. Any partial demolition or repair will be funded from OPEX budgets. If a partial demolition or repair option was chosen then the building will be secured and kept closed to the public until the 2017/18 Financial Year when the work would be programmed to take place.

60. A variation to the current lease will be negotiated by Legal and Community Leasing officers and must be granted by the local board by resolution. Recommendations outlined in a separate community leasing report will be drafted following the board’s resolution on the grandstand, which may refer to resolutions and leasing options set out in this report.

Attachments

No.	Title	Page
a ⇩	Attachment One - Grandstand Options	17
b ⇩	Attachment two - Lease Options	19

Signatories

Authors

Pippa Sommerville - Parks Advisor - Orakei

Tony Hart - Acting Parks Advisor Maungakiekie-Tāmaki

Authorisers

Victoria Villaraza - Relationship Manager

Mace Ward - General Manager Parks, Sports and Recreation

Maungakiekie-Tāmaki Local Board

16 June 2016

Option

Indicative Cost

Budget

Timeline for Physical Works

Pros

Cons

1. Do Nothing

$ 0

$400,000

N/A

· Nil cost to Council

· All current risk and hazards remain on site

· The Club continues to operate with reduced capacity and infrastructure

· Opex funding earmarked for demolition is re-allocated

2. Full Demolition

and disposal of all materials.

$330,000

Opex

$ 400,000

Regional Opex budget in 2017/18 year

4-6 weeks

· Cost efficient.

· Clear site – includes all removal.

· Quickest/fastest option.

· Provides clear and open future reconfiguration land use opportunities.

· Removes structurally impaired building and associated liabilities and seismic risks.

· Opens up site, reduces shadow effect, improves visual amenity.

· Seating and toilets lost

· Short term effects of demolition.

· Requires an interim facilities and lease Variation.

· Removes historically relied upon facility.

· Changes noise contour to 80 dB to match existing.

3. Demolish top tier and strengthen remaining Grandstand.

(4-6 months)

$820,000

(291,719 Opex,

$528,281 Capex)

$400,00

Regional Opex budget in 2017/18 year

4-6 Months

· some risks and hazards.

· Less impact on Club – retains some seating

· Retains toilets

· Less building, less operational costs to Council.

· Remaining building useable.

· Second most expensive option.

· Mix of Opex and Capex.

· Reduces seating capacity by more than half.

· Requires a lease variation.

· Longer temporary impact on Club.

· Significantly reduces reconfiguration and future land use options.

· Strengthens building, does not increase its life expectancy.

· Doesn’t improve toilet facilities or seating.

· Requires significant financial resource to reduce seating capacity.

· Requires on-going maintenance.

· Noise contour increase by @2 dB.

4. Strengthen entire Grandstand.

1,450,000 Opex

· $400,00

· Regional Opex budget in 2017/18 year

4-6 Months

· Brings building up to current seismic code.

· Retains current seating capacity and toilets.

· No change to noise contours.

· Makes building useable.

· Interim lease variation not required.

· Condition and appearance not improved – no change to seating or quality of toilet facilities.

· Longer temporary impact.

· reconfiguration or future land use opportunities lost

· Most expensive option. Would have on-going maintenance costs.

· $1.45m cost doesn’t increase life of building.

· Doesn’t arrest spalling and materials deterioration.

· Least flexible option, high financial cost for status quo.

5. Demolish Grandstand leaving toilets in situ

(ASSCC proposed Option).

(4-6 weeks)

520,000 Opex

· $400,00

· Regional Opex budget in 2017/18 year

6-8 Weeks

· Retains toilets.

· More useable space around toilets.

· Removes all seating risks and hazards.

· Third highest cost.

· Leaves toilet block isolated from other facilities.

· Loses all seating.

· Requires an interim seating solution.

· High financial cost to retain toilet block.

· Increases noise contour

· Doesn’t improve quality of toilets

· Limits utility and longer term reconfiguration options.

Maungakiekie-Tāmaki Local Board

16 June 2016

Capacity Building for Ruapotaka Marae in the Maungakiekie-Tāmaki Local Board Area

File No.: CP2016/11158

Purpose

1. To approve priority activities for the development of social enterprise initiatives at Ruapotaka Marae, to be funded from the local board’s $25,000 budget for capacity building projects.

Executive summary

2. The Maungakiekie-Tāmaki Local Board approved funding of $25,000 for capacity building for projects undertaken by Ruapotaka Marae in order to enhance services the marae provides to the local community (MT/2015/103).

3. In June 2014 the University of Auckland Business School was commissioned to scope Ruapotaka Marae’s capability to develop social enterprise and income generating activities. This report can help to prioritise the spend of the capacity building budget.

4. The university recommended four potential areas for enterprise, innovation and sustainability:

· website development and printed resources

· restoration work within the Omaru Creek environment

· establish the Hau Ora Centre and Pa Harakeke

· expand the arts and tourism.

5. This report recommends the local board approve these activities as the focus for the capacity building budget. Providing funding to the Komiti of Ruapotaka to develop these initiatives is consistent with the marae’s own strategic planning and the outcomes being sought by the Maungakiekie-Tāmaki Local Board.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve four activities for the development of social enterprise initiatives at Ruapotaka Marae as follows:

i) website development and printed resources

ii) restoration work within the Omaru Creek environment

iii) establish the Hau Ora Centre and Pa Harakeke

iv) expand the arts and tourism.

Comments

6. As part of the local board’s Community Capacity Building Project, Ruapotaka Marae undertook an organisational ‘health check’ in 2014. The ‘health check’ report determined that Ruapotaka Marae was highly active in the community and open to new ideas.

7. At that time, the need for a website was identified as well as a number of governance opportunities such as updating the marae’s Strategic Plan and Constitution.

Funding for a business plan and capacity building activities

8. In June 2015 the Maungakiekie-Tāmaki Local Board allocated $15,000 to Ruapotaka Marae to support the development of a comprehensive business plan to help identify future opportunities of service delivery, governance and operational support (MT/2015/84).

9. In addition to the $15,000 mentioned above, the board approved funding of $25,000 for capacity building to enhance services the marae provides to the local community (resolution number MT/2015/103).

10. Council’s Community Empowerment Unit contracted the University of Auckland in June 2015 to undertake a scoping exercise to determine social enterprise and income generating activities for the marae.

11. The report (Attachment A) from the University of Auckland’s Mira Szászy Research Centre, was presented to the local board at a workshop on 26 April 2016. Workshop discussion included linkage to a number of council projects that are underway in the area.

12. The marae acknowledges that because of its location in the Maybury Reserve, it is a collaborative partner in a range of council’s projects in the area. The local projects undertaken by Auckland Council in this area are:

· Maybury Precinct Development

· Wai Care’s storm water project and

· the Omaru Industry Pollution Prevention Plan.

13. The kaitiaki role of the marae for Omaru Creek provides an educational framework for the restoration and protection work. This is additional to the range of learnings the marae shares with the local community through its programmes in Maori performing arts.

Priority areas for development of Ruapotaka Marae

14. The University of Auckland’s report identified four priorities for the development of Ruapotaka Marae, as follows:

Activity	Description
Website development and printed resources	Includes the telling of oral histories and the ability to provide an online link with key partners of the marae and the wider community
Restoration work within the Omaru Creek environment	Working with council on the revision of the Omaru Industry Pollution Prevention Plan and participation in river bank planting
Establishment of the Hau Ora Centre and Pa Harakeke	Includes Rongoa Maori, sharing knowledge through marae-based seminars and wananga, and developing Pa Harakeke for local weavers
Expansion of arts and tourism	The marae is well positioned to be the host for visiting groups, hosting events and strengthening its relationship with Te Oro and Maori Performing Arts

15. The four priority areas are connected to the overall development of social enterprise initiatives for the marae. The first priority of capturing the oral history and story-telling of Ruapotaka Marae as kaitiaki of the area (along with their collaborative relationship with mana whenua) is seen by the Komiti of Ruapotaka as the foundation for the other initiatives to grow from. A substantial part of the capability building funding is therefore likely to be allocated to priority one. The other three priority areas will be developed at the discretion of the Komiti of Ruapotaka Marae.

16. These initiatives have been the focus of strategic plans for the marae in recent years. They are aligned to the outcomes of the Maungakiekie-Tāmaki Local Board plan in that they contribute to developing strong communities.

17. Social enterprise activities support the empowered communities approach through strengthening community-led activities and encouraging organisations to work collaboratively to create connected, adaptable and resilient communities.

Consideration

Local board views and implications

18. The relationship between the Maungakiekie-Tāmaki Local Board and Ruapotaka Marae strengthens the board’s commitment to meeting council’s responsibilities under Te Tiriti o Waitangi (the Treaty of Waitangi). The local board recognises the Ruapotaka Marae as a partner in providing for the social and cultural needs of its people.

19. The local board supports the community development initiatives of Ruapotaka Marae by strengthening its capacity to deliver outcomes identified in the local board plan.

Māori impact statement

20. The Maungakiekie-Tāmaki Local Board area has a slightly higher Maori population (12 per cent) than the rest of Auckland (10 per cent). This is particularly true in the Tāmaki subdivision where 16 per cent of the population identify as Maori.

21. Ruapotaka Marae is a matāwaka marae. It is expected that the capacity building plan outlined in this report will have a positive impact on the Maori community, strengthening the relationships with mana whenua and manuhiri through the initiatives that are based on historical and cultural contexts.

Implementation

22. If the board approves this work programme, a funding agreement will be prepared by staff for Ruapotaka Marae to begin work on planning for the development of the recommended priority areas.

23. The Community Empowerment Unit will ensure that information is shared with the marae on the range of developments that are planned for the Maybury Reserve area and Omaru Creek. This will enable the marae to develop and sustain its social enterprise initiatives amidst other local projects and programmes.

Attachments

No.	Title	Page
a ⇩	Priorities to assist the development of Ruapotaka Marae Enterprise, Innovation and Sustainability 14 April 2016	33

Signatories

Authors

Jenny Tanner - Senior Community Development Facilitator

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

16 June 2016

Capacity Building of Community Organisations in the Maungakiekie-Tāmaki Local Board Area

File No.: CP2016/11159

Purpose

1. To approve the proposed plan for capacity building workshops for community organisations within the Maungakiekie-Tāmaki Local Board area.

Executive summary

2. The board allocated $15,000 for the 2015/16 financial year to build the capacity of a number of community organisations that can deliver on the local board objectives (resolution number MT/2015/103).

3. At a workshop with the local board on 12 April 2016, staff presented a range of options for providing capacity building opportunities to local groups. The board favoured a mix of opportunities focussed on both governance capacity building as well as community-led development skills that will assist community organisations.

4. Staff propose that the workshops are delivered between July and December 2016.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) allocate the remaining $15,000 capacity building project budget for 2015/2016 towards workshops to build local community organisations’ community-led development and governance skills.

Comments

5. In 2013 the Maungakiekie-Tāmaki Local Board identified that a number of community organisations within the local board area would benefit from building capacity in the areas of governance, financial literacy and strategic planning.

6. Buidling community capacity can assist groups to be actively involved, energised and able to participate in doing things for themselves.

7. The local board set a framework for the capacity building project from 2013 to 2016 providing organisational health checks for a range of local community organisations to assess their organisational capacity. The aim of the Capacity Building Project is to support local groups in establishing partnerships with other organisations aligned in strategic direction and vision.

8. In 2015 Accounting for Charities Trust (ACT) undertook a series of health checks with eleven organisations and provided follow-up workshops on Governance, Finance and Strategic Planning. Ninety people attended the workshops.

9. The organisations that participated in the health check were:

· Harmony Trust

· Ruapotaka Marae

· Dunkirk Activity Centre

· Glen Innes Family Centre

· NZ Somali Women

· Oranga Community Committee

· Tāmaki Learning Champions Trust

· Onehunga Community House

· Maungarei Community Christian Trust

· Roots Collective

· Auckland Zen Centre

Budget for 2015/2016

10. The Maungakiekie-Tāmaki Local Board allocated $30,000 in the 2015/2016 financial year to build the capacity of local community organisations as part of its three year capacity building project (resolution number MT/2015/103).

11. In June 2015 the Maungakiekie-Tāmaki Local Board funded Ruapotaka Marae $15,000 to develop a business plan focussed on governance and operational support. (Resolution number MT/2015/84).

12. Staff presented three further options for the remaining $15,000, which the board considered at a workshop on 12 April 2016. To date the local board’s capacity building project has focused on strengthening the organisationsal structures of community orgranisations that are legal entities. The options presented to the local board for consideration allow more opportunities where community groups can be strengthened in developing community-led initatives, work in partnership with the local board in ways that improve community outcomes, and become more involved in the design, development and delivery of local activities.

13. The Empowered Communities Approach seeks to encourage community groups and organisations where people have the power and ability to influence decisions, take action and make change happen.

14. Those options were as follows:

Table One: proposed options for the provision of capacity building activities in 2016
Option	Description	Benefit	Risk
A	A range of workshops on community-led development skills, such as, turning ideas into action, group facilitation skills, writing grant applications, developing a social enterprise, planning and evaluation, strengthening strategic relationships	Will meet the stated needs of a number of community groups. Activiate social enterprise. Strengthen collaboration among local groups.	Low attendance at workshops. Mitigation: Effective advertising. Link to incentives, eg, preferred applicants for community grants.
B	Workshops on financial management, governance, strategic planning; health and safety regulations; new reporting standards for legal entities	As above.	As above.
C	Workshop with Jim Diers, motivational speaker on community-led development	Encourage and inspire towards community-led initiatives.	Unavailability of overseas speaker.

15. Local board members expressed a preference for both options A and B. Based on the workshop, the proposed plan for undertaking capacity building acitivities is to:

a) undertake a series of workshops outlined in option B based on the new health and safety regulations for organisations, changes to reporting standards for legal entities, financial management, governance and strategic planning; and provide an updated ‘warrant of fitness’ check for up to five new organisations in the local board area

b) select a number of workshops from option A that will assist in strengthening strategic relationships and collaborative planning among a number of community groups who seek to build partnerships in their delivery of projects, supporting the local board priorities.

Timeframe

16. This project has been delayed due to the former Community Development and Safety department’s restructure and transformation into the Empowered Communities Unit. Staff expect to develop a schedule of workshops for delivery after 1 July, with the project completed by 31 December 2016.

Consideration

Local board views and implications

17. The issues discussed in this paper were discussed with the local board at a workshop on 12 April 2016. The local board’s views have been incorporated into this report.

Māori impact statement

18. Ruapotaka Marae is a key community partner in capacity building in Tāmaki and has a long history in supporting the local board’s priorities. The marae community will be invited to participate in the opportunities provided through the workshops and in some instances provide the venue for delivery and networking.

Implementation

19. A progress report will be delivered on a regular basis at the monthly Community Empowerment portfolio meetings. Evaluation and feedback reports from each workshop will be presented to the portfolio member.

Attachments

There are no attachments for this report.

Signatories

Authors

Jenny Tanner - Senior Community Development Facilitator

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

16 June 2016

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

File No.: CP2016/09963

Purpose

1. The purpose of this report is to present the draft 2016/2017 parks, sport and recreation annual work programme for the consideration and approval of the Maungakiekie-Tāmaki Local Board.

Executive summary

2. This report presents the Parks, Sport and Recreation (PSR) 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 Maungakiekie-Tāmaki Local Board:

a) approves the Maungakiekie-Tāmaki parks, sport and recreation 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 annual work programme 2016/2017 at a workshop with the local board on 19 April 2016.

6. This report presents parks, sport and recreation annual work programme 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 annual work programmes for sport and recreation: leisure; local and sports parks.

8. The parks, sport and recreation annual work programme 2016/2017 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 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 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 annual work programme 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 annual work programme 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 LDI programme is part of this annual work programme. 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 annual work programme 2016/2017 at a workshop on 19 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 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 ⇩	Maungakiekie-Tāmaki Parks,Sport and Recreation draft Annual work programme 2016-2017	61

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

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

16 June 2016

Maungakiekie-Tāmaki Local Board Community Partnership Programme Expression of Interest 2015-2016

File No.: CP2016/05841

Purpose

1. To present the expressions of interest received for the Maungakiekie-Tāmaki Local Board Community Partnership Grant Programme 2015-2016. That the local board decide whether to fund, part-fund or decline these applications.

Executive Summary

2. The local board resolved at their February 2016 business meeting to adopt a Community Partnership Programme and call for expressions of interest (MT/2016/19).

3. The community partnerships programme would provide for two-year partnerships funding partnerships with agreed strategic outcomes, which are aligned to the Local Grants Programme

4. The total amount available for the programme is $175,000 in the 2015/2016 year.

5. A total of forty-four expressions of interest were received.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) consider the Community Partnership Programme expressions of interest listed in Table One

Table One: Maungakiekie-Tāmaki Local Board expressions of interest:

App ID:	Applicant:	Project Title:
MTCP-151601	YMCA of Auckland Inc	Raise up - a youth development project
MTCP-151602	Mount Wellington Tennis Club Inc.	Stage 2B of the upgrade of the venue; installation of lights covering five courts including two futsal pitches and one pop-tennis court
MTCP-151604	Glen Innes Chinese Friendship Group Inc.	Celebration of: Chinese National Day, 2016, Christmas Parade and Chinese New Year celebration festival
MTCP-151605	Mad Ave Community Trust	Omaru Restoration Activities (ORA)
MTCP-151606	Extra Talk	Extra Talk
MTCP-151607	Dance Therapy NZ	Dance and Arts Therapy Groups 2016-2018
MTCP-151608	Auckland	Auckland Chinese Library
MTCP-151609	TechMe - working name	TechMe maker-space
MTCP-151610	St Helier’s Tennis Club (Incorporated)	Club signage and information board
MTCP-151613	The Onehunga Combined Sports Trust	Equipment replacement and service provisions
MTCP-151617	Te Waipuna Puawai Mercy Oasis Ltd	An electronic device towards a self help approach
MTCP-151618	Tāmaki WRAP	Reclaim Tāmaki
MTCP-151619	Synergy Projects - Beat Street	Oranga School Holiday Programme
MTCP-151620	Earth Action Trust	Resource recovery group to empower Glen Innes community
MTCP-151621	The Entrust Foundation	Resource Rescue
MTCP-151622	Dress for Success Incorporated	Dress for Success' Professional Women's Group ( PWG)
MTCP-151623	Te Huruhi Trust	Te Huruhi Trust - Accommodation improvements and General Improvements
MTCP-151624	Tonga Health Health Society Inc	Langimalie Jordan Avenue Community Garden – Onehunga (Phase 2)
MTCP-151625	Tāmaki Tupulaga PIPC	Fono Samoa Tupulaga Conference
MTCP-151626	Te Huruhi Trust	Te Huruhi Trust - Wages and Allowances
MTCP-151628	Auckland Netball	Have a Go at Netball
MTCP-151629	Jacqueline	Your Place (To Wahi)
MTCP-151630	Panmure Historical Society Inc	Panmure Stone Cottage
MTCP-151631	Citizens Advice Bureau Auckland City Inc (CABAC)	Tāmaki Empowerment
MTCP-151632	Shakti Asian Women's Centre	Mobile Casework and Counselling Clinic
MTCP-151633	International Folkdance Association	International Folk Dance Festival
MTCP-151634	Te Waipuna Puawai Mercy Oasis Ltd	Collaboration of financial and social services in Tāmaki
MTCP-151635	The Crescendo Trust of Aotearoa	Jam and studio school
MTCP-151636	Multi - Educational Support and Services Trust	Multi-ways to connect Pacific Families of Maungakiekie - Tāmaki for common good
MTCP-151637	International Folkdance Association	Dance Therapy
MTCP-151638	Beacon Pathway Incorporated	Building Community Capacity Through Placemaking: Eastview Reserve (with possible inclusion of Fenchurch Neighbourhood Pocket Park)
MTCP-151639	Tāmaki Outrigger Canoe Club	Servicing the growth
MTCP-151640	The Good The Bad (TGTB)	The Good, The Bad Community Arts Project
MTCP-151641	Wai-o-Taiki Nature Reserve Rangers Group	Wai-o-Taiki Nature Reserve Rangers Group
MTCP-151642	Onehunga Peoples Garden	Onehunga Peoples Garden
MTCP-151643	Wai-o-Taiki Bay Residents Association	Wai-o-Taiki Bay Residents Association
MTCP-151644	St Georges Rowing Club	St Georges Rowing Club building upgrade
MTCP-151645	Maungarei Community Christian Trust	Kia Mahi Tahi community uplift partnership
MTCP-151647	Tāmaki Outrigger Canoe Club	Better Safety
MTCP-151648	Life International Charitable Trust	Heritage preservence motivational “Seniors Masterchef” competition
MTCP-151649	Auckland Regional Migrant Services Charitable Trust	Wise Collective Hub - Otahuhu
MTCP-151650	TGTB	Bradley Lane
MTCP-151651	Life International Charitable Trust	Ethnic Community Centre exclusive for seniors
MTCP-151652	Life International Charitable Trust	Health, Hygiene and safety for school kids at primary schools in Tāmaki area

Comments

6. The local board resolved at their February 2016 business meeting to adopt a Community Partnership Programme and call for expressions of interest (MT/2016/19).

7. The community partnerships programme would provide for two-year partnerships funding with agreed strategic outcomes, which are aligned to the Local Grants Programme

8. The total amount available for the programme is $175,000 in the 2015/2016 year.

9. A total of forty-four expressions of interest were received.

Consideration

Local Board views and implications

10. Local Boards are responsible for the decision-making and allocation of local board community grants.

11. The local board resolved at their February 2016 business meeting to adopt a Community Partnership Programme and call for expressions of interest (MT/2016/19).

12. The purpose of the fund is to support community groups delivering on priority outcomes that the board has identified from its local board plan through two-year funding partnerships with agreed strategic outcomes. Relative to the Local Grants Programme, this provides larger and longer-term grants that enable groups to plan and build sustainable initiatives for the future.

13. The strategic outcomes which the local board is seeking to deliver on through the proposed programme are its six key local board plan priorities:

· Transport that meets our communities’ and businesses’ needs.

· Successful businesses and good jobs for our people.

· A built environment that strengthens our communities and reinforces our heritage and local character.

· A healthy natural environment enjoyed by our communities.

· Strong and thriving communities that are enabled to participate, celebrate and contribute.

· Parks, sports and recreational facilities that promote healthy lifestyles and enhance well-being

Māori impact statement

14. 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.

Implementation

15. Following the Maungakiekie-Tāmaki Local Board allocating a grant for the Community Partnership Programme, the Empowered Communities Unit will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a	Received Expressions of Interest 2016 (Under Separate Cover)

Signatories

Authors

Danielle Hibson - Community Grants Advisor

Marion Davies - Community Grants Operations Manager

Authorisers

Jennifer Rose - Operations Support Manager

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

16 June 2016

Maungakiekie-Tāmaki, Local Grants, Round Two 2015/2016

File No.: CP2016/11352

Purpose

1. The purpose of this report is to present applications received for round two of the Maungakiekie-Tāmaki Local Board Local Grants 2015/2016. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Maungakiekie-Tāmaki Local Board has allocated $80,000 to local board grants for 2015/16. $39,560.00 was allocated in the first local grants round leaving a balance of $40,440.00 to allocate in local grants round two.

3. A total of 39 applications were received in this round, including nine multi-board applications, requesting a combined sum of $175,949.38.

4. In addition 35 applications, requesting a total of $3,617,833.56, have been transferred from Maungakiekie-Tāmaki Community Partnership Expression of Interest Application 2015/2016 grant round to be considered with Maungakiekie-Tāmaki Local Grant, Round Two, 2015/2016. These applications qualify for the local board grants programme and have therefore been included for the board’s consideration.

5. Successful applicants are required to thank the local board for their support by using the Maungakiekie-Tāmaki Local Board logo on printed materials. This is in addition to accountability measures stated in the Maungakiekie-Tāmaki Local Board Grant Programme 2015/2016 and community grant policy.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) consider the applications listed in Table one and agree to fund, part-fund or decline each application in this round;

Table one: Maungakiekie-Tāmaki Local Grant, Round Two, 2015/2016 grant applications

ID	Applicant	Focus	Project	Request	Eligible / ineligible
LG1611-213	thebreaksnz ltd.	Arts and culture	Towards “Battle of the year“ New Zealand breakdance contest for event costs and artist fees.	$3,250.00	Eligible
LG1611-252	Ruapotaka Marae Society Inc.	Arts and culture	Towards the Marae based kapa haka group for cultural equipment and uniforms.	$5,000.00	Eligible
LG1620-228	Connected Media Charitable Trust	Arts and culture	Multi-board application towards “The Outlook for Someday” film making workshops for core costs.	$1,962.80	Eligible
LG1611-204	Glen Innes Chinese Friendship Group Inc.	Community	Towards Glen Innes Chinese Friendship Group weekly rent.	$9,360.00	Eligible
LG1611-205	Maungarei Scout Group	Community	Towards “Scouting New Zealand Jamboree” for fees and transport.	$5,000.00	Eligible
LG1611-212	Tāmaki Community Development Trust	Community	Towards staff professional development for attending seminars and courses.	$3,000.00	Eligible
LG1611-217	Parent to Parent Auckland	Community	Towards costs for running a “Mind over Manner” course.	$3,091.00	Eligible
LG1611-220	Roopa Aur Aap Charitable Trust	Community	Towards Jaagriti (Awakening) Family Support Group for operational costs.	$10,000.00	Eligible
LG1611-221	Tongan Health Society Inc.	Community	Towards Tongan Health Society for speakers, transportation, exercise instructors, food and activity expenses.	$5,000.00	Eligible
LG1611-225	Third Space Charitable Trust	Community	Towards “Your Place - To Wahi” for career advise, counselling, support group and computer course costs.	$5,000.00	Eligible
LG1611-228	Glen Innes Family Centre	Community	Towards “Just for Dad's” for programme facilitation, shirts and event activity costs.	$4,800.00	Eligible
LG1611-229	PHAB Association (Auckland) Inc.	Community	Towards PHAB development workshops for facilitation, venue hire and IceBreaker Anti bullying workshops.	$5,000.00	Eligible
LG1611-235	Dunkirk Road Activity Centre Inc.	Community	Towards first aid classes for tutor, food and venue costs.	$3,397.00	Eligible
LG1611-238	Youthline Auckland Charitable Trust	Community	Multi-board application towards delivery costs of running youth development and leadership programmes in schools	$5,000.00	Eligible
LG1611-239	The Parenting Place - Attitude Youth Division	Community	Towards mental health and wellbeing presentations in schools for delivery and resources.	$2,027.00	Eligible
LG1611-240	Bhartiya Samaj Charitable Trust	Community	Towards “Caring for the Community” for volunteer and transport reimbursement, salaries and venue hire.	$11,817.00	Eligible
LG1611-243	Life Education Trust South Eastern Auckland (t/a Life Education Counties Manukau)	Community	Towards Life Education - learning with Harold for programme delivery in schools.	$4,000.00	Ineligible – Received grant in round one of this financial year (MT/2015/180)
LG1611-245	Auckland Deaf Society Inc.	Community	Multi-board application towards “New Zealand in the Community” for computer hardware and a tablet.	$4,862.00	Eligible
LG1611-246	Maungarei Community Christian Trust	Community	Towards “Kiwi Mothers” for a “Customised Building Awesome Whanau Toolbox” and bathroom and kitchen finishing and carpet cleaning.	$2,550.00	Eligible
LG1611-248	Onehunga Chinese Association Incorporated	Community	Multi-board application towards venue hire for singing dancing, gathering together and mah-jong games	$7,647.00	Eligible
LG1611-249	Focus Playgroup	Community	Towards building storage and new toys.	$3,520.00	Eligible
LG1613-213	Diabetes NZ Auckland Branch	Community	Multi-board application towards all delivery costs of “Community Diabetes Awareness” expos.	$4,139.04	Eligible
LG1617-206	StarJam Charitable Trust	Community	Multi-board application towards Auckland CoolJam Talent Expansion Programme for venue hire and tutor fees.	$5,000.00	Eligible
LG1607-206	LifeKidz Trust	Community	Multi-board application towards LifeKidz Holiday Programmes and After School Programme wages.	$2,000.00	Eligible
LG1611-203	Natasha Prendergast	Environment	Towards “Tash's Backyard” for filming of the videos.	$8,500.00	Eligible
LG1611-207	Mutukaroa Park Care	Environment	Towards the Mutukaroa Hamlins Hill Enrichment project for advancing the planting phase of the park plan – purchase of plants and seeds as well as related nursery costs.	$3,741.54	Ineligible – Exclusion under Community Grants Policy: requires work on a council asset
LG1611-224	Chris Charles	Environment	Towards the urban pest management programme for the purchase of materials	$4,752.00	Eligible
LG1611-227	Project Litefoot Trust	Environment	Towards LiteClub - Maungakiekie-Tāmaki for three sports club projects	$4,546.00	Eligible
LG1611-236	Malcolm Smith Gallery (of Uxbridge Community Projects Inc.)	Environment	Multi-board application towards events for the Estuary Art Awards 10th Anniversary for presentation materials and contributor and expert fees.	$500.00	Eligible
LG1611-202	Onehunga Business Association	Events	Towards the Onehunga Christmas Parade for a traffic management plan, sound and portaloos.	$4,000.00	Ineligible – Received grant in round one of this financial year (MT/2015/180)
LG1611-226	Panmure Business Association	Events	Towards the Panmure Christmas Parade for costs of the children's activities.	$4,325.00	Ineligible – Received grant in round one of this financial year (MT/2015/180)
LG1611-231	Panmure Basin/Lagoon Family Fun Day Committee	Events	Towards Panmure Basin and Lagoon Family Fun Day for the event organizer fee.	$13,500.00	Eligible
LG1611-250	Brindle Sports Group (BSG) Events	Events	Towards Mt Roskill Kids Scooter Duathlon for the timing company fee.	$1,000.00	Eligible
LG1611-208	Onehunga Bowling Club	Sport and recreation	Towards the purchase and installation of a Astroturf walking path.	$1,840.00	Eligible
LG1611-215	Ellerslie Association Football Club Inc.	Sport and recreation	Towards wages for the club administrator.	$5,000.00	Ineligible – Exclusion under local board programme: Ongoing admin cost
LG1611-218	Zion Ministries Trust	Sport and recreation	Towards Matamata Sports Camp 2016 for Sports Clothing and Equipment.	$3,833.00	Eligible
LG1611-230	Mrs Nicole Havea	Sport and recreation	Towards Waka Ama supporters community group for the purchase of life jackets.	$1,000.00	Eligible
LG1611-247	Otahuhu Rovers Rugby League Football Club Inc.	Sport and recreation	Towards the purchase of speakers for sporting events.	$989.00	Eligible
LG1605-225	Baseball New Zealand	Sport and recreation	Multi-board application towards a level one KiwiBall programme.	$2,500.00	Eligible
			Total	$175,949.38

b) consider the applications listed in Table two and agree to fund, part-fund or decline each application transferred from Maungakiekie-Tāmaki Community Partnership Expression of Interest Application 15/16 grant round.

Table Two: grant applications transferred from Maungakiekie-Tāmaki Community Partnership Expression of Interest Application 2015/2016 grant round.

ID	Applicant	Project	Request
MTCP-151602	Mount Wellington Tennis Club Inc.	Stage 2B of the upgrade of the venue; installation of lights covering five courts including two futsal pitches & one pop-tennis court	$111,341.00
MTCP-151604	Glen Innes Chinese Friendship Group Inc	Celebration of Chinese National Day and middle August Festival, 2016 Christmas Parade, and Chinese New Year Celebration festival	$4,905.00
MTCP-151606	Extra Talk	Extra Talk	$1,360.00
MTCP-151607	Dance Therapy NZ	Dance and Arts Therapy groups 2016-2018	$72,488.32
MTCP-151608	Auckland	Auckland Chinese Library	$2,210,000.00
MTCP-151610	St Heliers Tennis Club (Incorporated)	Club Signage and Information Board	$1,610.00
MTCP-151613	The Onehunga Combined Sports Trust	Equipment replacement and service provisions	$17,500.00
MTCP-151614 (duplication of application MTCP-151615)	Glen Innes Chinese Friendship Group Inc	Celebration of Chinese National Day and middle August Festival, 2016 Christmas Parade, and Chinese New Year Celebration festival	$7,200.00
MTCP-151615	Glen Innes Chinese Friendship Group Inc	2016 Chinese National Day and middle August festival, 2016 Christmas Parade, 2017 Chinese New Year celebration festival	$7,200.00
MTCP-151617	Te Waipuna Puawai Mercy Oasis Ltd	An electronic device towards self help	$130,000.00
MTCP-151619	Synergy Projects - Beat Street	Oranga School Holiday Programme	$3,000.00
MTCP-151620	Earth Action Trust	Resource recovery group to empower Glen Innes community	$30,593.00
MTCP-151622	Dress for Success Inc.	Dress for Success' Professional Women's Group ( PWG)	$65,957.24
MTCP-151623	Te Huruhi Trust	Te Huruhi Trust - Accommodation improvements	$30,000.00
MTCP-151624	Tonga Health Society Inc	Langimalie Jordan Avenue Community Garden – Onehunga (Phase Two)	$68,710.00
MTCP-151625	Tāmaki Tupulaga PIPC	Fono Samoa Tupulaga Conference	$2,500.00
MTCP-151626	Te Huruhi Trust	Te Huruhi Trust - Wages and Allowances	$30,000.00
MTCP-151628	Auckland Netball	Have a Go at Netball	$2,700.00
MTCP-151629	Jacqueline	Your Place (To Wahi)	$10,000.00
MTCP-151631	Citizens Advice Bureau Auckland City Inc -CABAC	Tāmaki Empowerment	$30,800.00
MTCP-151632	Shakti Asian Women's Centre	Mobile Casework and Counselling Clinic	$50,600.00
MTCP-151633	International Folkdance Association	International Folk Dance Festival	$67,680.00
MTCP-151634	Te Waipuna Puawai Mercy Oasis Ltd	Collaboration of Financial and Social Services in Tāmaki	$110,000.00
MTCP-151635	The Crescendo Trust of Aotearoa	Jam and Studio school	$69,307.00
MTCP-151636	Multi - Educational Support and Services Trust	Multi-ways to connect Pacific Families of Maungakiekie - Tāmaki for common good	$60,000.00
MTCP-151637	International Folkdance Association	Dance Therapy	$82,700.00
MTCP-151639	Tāmaki Outrigger Canoe Club	Servicing the growth	$55,000.00
MTCP-151643	Wai-o-Taiki Bay Residents Association	Wai-o-Taiki Bay Residents Association	$10,000.00
MTCP-151644	St Georges Rowing Club	St Georges Rowing Club Building Upgrade	$40,000.00
MTCP-151645	Maungarei Community Christian Trust	Kia Mahi Tahi community uplift partnership	$39,000.00
MTCP-151647	Tāmaki Outrigger Canoe Club	Better safety	$21,400.00
MTCP-151648	Life International Charitable Trust	Heritage preservence motivational Seniors Masterchef competition	$25,000.00
MTCP-151649	Auckland Regional Migrant Services Charitable Trust	“WISE” Collective Hub - Otahuhu	$63,282.00
MTCP-151651	Life International Charitable Trust	Ethnic Community Centre exclusive for seniors	$76,000.00
MTCP-151652	Life International Charitable Trust	Health, hygiene and safety for school kids at primary schools in Tāmaki area	$10,000.00
		Total	$3,617,833.56

Comments

1. 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 Maungakiekie-Tāmaki Local Board adopted its grants programme on 21 May 2015 (see Attachment A).

2. 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.

3. The Maungakiekie-Tāmaki Local Board will operate two local grant rounds for this financial year.

4. The new community grant programmes have been extensively advertised through the new council grant webpage, local board webpages, local board e-newsletters and Facebook pages, council publications, radio, local newspapers and community networks. Staff have also conducted a series of public workshops in local board areas, which have been attended by approximately 1000 people across the Auckland region.

5. The Maungakiekie-Tāmaki Local Board has allocated $80,000 to local board grants for 2015/16. $39,560.00 was allocated in the first local grants round leaving a balance of $40,440.00 to allocate in local grants round two.

6. A total of 39 applications were received in this round, including nine multi-board applications, requesting a combined sum of $175,949.38 (see Attachment B).

7. In addition 35 applications, requesting a total of $3,617,833.56, have been transferred from Maungakiekie-Tāmaki Community Partnership Expression of Interest Application 15/16 grant round to be considered with Maungakiekie-Tāmaki Local Grant, Round Two, 2015/2016.

8. Successful applicants are required to thank the local board for their support by using the Maungakiekie-Tāmaki Local Board logo on printed materials. This is in addition to accountability measures as stated in the local board grant programme 2015/2016 and community grant policy.

9. 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.”

Consideration

Local board views and implications

10. Local boards are responsible for the decision-making and allocation of local board community grants. The Maungakiekie-Tāmaki 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.

Māori impact statement

11. 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.

Implementation

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

13. Following the Maungakiekie-Tāmaki Local Board allocating funding for round one local grants, Commercial and Finance staff will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Grant Programme 2015/2016	77
b	Maungakiekie-Tāmaki Community Partnership 2015/2016 application summaries transferred (Under Separate Cover)
c	Discretionary Grant application summaries (Under Separate Cover)

Signatories

Authors

Jaimee Wieland - Community Grants Coordinator

Danielle Hibson - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

16 June 2016

New Road Name Approval for a Road Created by way of Subdivision at 3-9 and 15-17 Torrington Crescent and 11-15 Merfield Street, Glen Innes

File No.: CP2016/11036

Purpose

1. The purpose of this report is to seek approval from the Maungakiekie-Tāmaki Local Board for a new road to vest, created by way of a subdivision at 3-9 and 15-17 Torrington Crescent and 11-15 Merfield Street, Glen Innes (Council reference: R-JSL-2014-4534).

Executive summary

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

3. Following assessment against the road naming criteria, the road name ‘Skippy Patuwai Lane’ (the applicant’s preferred road name), was determined to meet the road naming policy criteria.

4. Creating Communities Limited (the applicant) approached the Ruapotaka Marae, who provided a list of names of people who had been influential in the Glen Innes area. Of the names offered by the Marae, the applicant has suggested ‘Skippy Patuwai Lane’ as the name for the road, in commemoration of Mrs Janette Patuwai, a long term resident who made a significant contribution to the local community.

5. On the 18 February 2016 the applicant sent correspondence to local iwi groups (Te Rūnanga o Ngāti Whātua, Ngā Maunga Whakahii o Kaipara Trust, Ngāti Whātua Ōrākei Trust, Ngāi Tai Ki Tāmaki Tribal Trust, Te Kawerau Iwi Tribal Authority, Ngāti Tamaoho Trust, Te Akitai Waiohua Iwi Authority, Te Ara Rangatu o Te Iwi o Ngāti Te Ata Waiohua, Ngāti Paoa Iwi Trust, Ngāti Maru Rūnanga Incorporated, Ngāti Whanaunga Incorporated, Ngāti Tamaterā, Te Patukirikiri Incorporated and Waikato-Tainui Te Kauhanganui Incorporated) seeking comments on the proposed name (Skippy Patuwai Lane), along with a biography outlining Mrs Patuwai’s contributions to the Glenn Innes community. No objections or comments to the name proposed were received.

6. The name ‘Skippy Patuwai Lane’, proposed by the applicant, is recommended for approval to the Local Board.

Recommendation/s

That pursuant to section 319(1)(j) of the Local Government Act 1974, Maungakiekie-Tāmaki Local Board approves the road name ‘Skippy Patuwai Lane’ proposed by the applicant, for the new road to vest created by way of a subdivision at 3-9 and 15-17 Torrington Crescent and 11-15 Merfield Street, Glen Innes.

Comments

7. The site is located, by way of subdivision, at 3-9 and 15-17 Torrington Crescent and 11-15 Merfield Street, Glen Innes, and is legally described as Lots 285-301 DP 43736. Council granted consent on 16^th of February 2015 (R-JSL-2014-4534) for joint land use and subdivision consent to allow for the construction of 39 dwellings with associated private landscaping, carparking, infrastructure works and a new road to vest. This road naming application relates to this road to vest and is identified below in figure one. It would extend north to south, adjoining Torrington Crescent and Merfield Street.

8. The Auckland Council Road Naming Guidelines allows 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. Creating Communities Limited (the applicant) has a preferred name ‘Skippy Patuwai Lane’ for the new road to vest, and has suggested ‘Awhina Lane’ as an alternative option.

Figure one: Location of proposed road.

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 applicants proposed road names have been assessed against the criteria set out in the Auckland Council road naming guidelines. All names adhere to the general principles and objectives. The significance of the proposed names are outlined in the table below.

Preference

Proposed road name

The significance of the proposed road name.

First

Skippy Patuwai Lane

Janette Patuwai, known to most as Skippy, was a long term resident and prominent member of the community. She lived in Glen Innes for 30 years where she married and worked hard to raise a family.

Skippy has a passion for working for the community. During her time in Glen Innes she developed strong friendships and initiated a number of community projects to support local mothers and their children. She went on to become one of the founders of the Glen Innes Women’s Centre, which was so successful it began supporting men and is now known as the Glen Innes Family Centre.

Skippy was also a volunteer for the Glen Innes Falcons Rugby League and softball teams. She went on to begin the netball unit of the Falcons and organised a tour to Sydney for the team.

Skippy later became a qualified social worker and moved on to work for Child, Youth and Family Services.

Skippy never lost her connections with Glen Innes and her Ngati Whatua relatives. She continued to volunteer and work closely with community groups and families and the Orakei Marae whanau for many years.

In 2007, at the young age of 54 Skippy lost a struggle with brain cancer. She passed away at home with her family by her side.

The proposed use of ‘Lane’ accurately reflects the type of road being named.

The name has been accepted by Land Information New Zealand and New Zealand Post.

Alternative suggestion

Awhina Lane

Te Whare Awhina was the name of a residential home run in Sunnymead Road, Glen Innes in the 1970’s and 1980’s. This housed many homeless and at risk children of the local community. Due to the hard work of Barabara Te Kare, they were able to assist with helping many of the resident children towards better opportunities.

The proposed use of ‘Lane’ accurately reflects the type of road being named.

11. As the applicant’s preferred name (Skippy Patuwai Lane) meets the criteria, it is recommended for the board’s consideration.

Consideration

Significance of Decision

12. The decision sought from the Maungakiekie–Tāmaki Local Board for this report does not trigger any significant policy and is not considered to have any immediate impact on the community.

Māori impact statement

13. The decision sought from the Maungakiekie–Tāmaki 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.

14. The proposed name ‘Skippy Patuwai’ was selected from the list of the names provided by Ruapotaka Marae.

15. The Applicant has consulted the 15 local iwi listed for the Maungakiekie–Tāmaki Local Board Area, advising of the proposed street name and asking for comments and alternative options. No objection was raised or alternative names suggested by any of the 15 local iwi contacted.

Consultation

16. The applicant has spoken to Mrs Putuwai’s son, Tamati Putuwai, who was very supportive of the commemoration of his mother. He has provided a letter of evidence to confirm this and the use and spelling of his mother’s name as ‘Skippy Patuwai’.

17. New Zealand Post and Land Information New Zealand (LINZ) have commented that the proposed name ‘Skippy Patuwai Lane’ meets their criteria and standards.

Financial and Resourcing Implications

18. 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

19. The decision sought from the Maungakiekie – Tāmaki Local Board for this report is not considered to have any legal or legislative implications.

Implementation

20. The Development Programme Office 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

Jian Chen - Senior Subdivison Advisor

Authorisers

John Dunshea - General Manager Development Programmes Office

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

16 June 2016

Proposed Earthworks and Riparian Planting - Elstree North Reserve

File No.: CP2016/09844

Purpose

1. To seek landowner approval for permanent and temporary works within Elstree North Reserve associated with the construction of the wetland and stream daylighting to be undertaken through the adjoining Tāmaki College Land.

Executive summary

2. The current stormwater network servicing the Northern Tāmaki Special Housing Area is at capacity. To facilitate the redevelopment and intensification of land managed by Tāmaki Regeneration Company (TRC), a number of network upgrades are being investigated. These include the Omaru Creek Stormwater Catchment Management Plan, and the Tāmaki College Stream Daylighting.

3. A request has been received from the council’s Stormwater unit for landowner approval for permanent and temporary works in Elstree North Reserve. Elstree North Reserve is classified as a recreation reserve under the Reserves Act 1977. Attachment A shows the general location and arrangement of the proposed works. The permanent works within the reserve include earthworks to batter the southern reserve boundary into the wetland, rehabilitation of the existing stream channel, and new footpaths and landscaping. The proposed temporary works include use of part of the reserve for storage of construction materials (including top soil), erosion and sediment management controls and stormwater pipe and outlet reconfiguration, for the duration of the Tāmaki College Stream Daylighting project.

4. The underlying land on which the Tāmaki College Stream Daylighting will be undertaken is currently Ministry Of Education owned. Agreement has been reached to enable the works to occur and it is intended that the land will be acquired by the council for drainage purposes. Local board support is also sought for the improvements on that land given those assets may vest in the council and be the responsibility of the board in future.

5. The proposed works are programmed to commence in December 2016 and are expected to take approximately six to eight months to complete. The use of Elstree North Reserve will be restricted for the duration of the works; however, access through the park to the playground and basketball courts will be maintained for the duration of the works.

6. Only temporary effects to Elstree North Reserve from the construction works are anticipated including noise, dust and minor earthworking. The works will not impact future use of the reserve. Benefits include better pathway connections through the reserve, improved riparian margins, and connections through part of the adjoining Tāmaki College (refer to Attachment A).

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) grant landowner approval to the council’s stormwater unit to construct earthwork batters to the adjacent wetland area, and new footpaths and landscaping in Elstree North Reserve in general accordance with the attached plan titled Tāmaki College Stream Daylighting Overall Layout Plan , dated 16 March 2016 and referenced 004327.P001, subject to detailed design and methodology of earthworks to be approved by the head of community relations in consultation with the parks portfolio holder prior to the commencement of works;

b) grant landowner approval to the council’s stormwater unit to utilise portions of Elstree North Reserve for construction related activities subject to conditions to control the construction effects and provide for reinstatement to be approved by the head of community relations in consultation with the parks portfolio holder prior to the commencement of works;

c) support the improvements on the Tāmaki College land, should those assets vest in the council in future.

Comments

7. The Tāmaki Regeneration Company (TRC) has been working with the council stormwater unit on plans to increase capacity of the stormwater network to unlock redevelopment potential of their landholdings in the area. This includes planning for the 91ha catchment area located upstream of Tāmaki College to accommodate between 2,000 to 5,000 new household units within the next 10 years. The current stormwater infrastructure is insufficient to accommodate this level of growth, and improvements are required to address current stormwater capacity constraints.

8. In order to address those constraints, the following works (shown on Attachment A) are proposed on Elstree North Reserve:

· Construction of new permanent grassed access areas to facilitate maintenance of the wetland to be constructed within Tāmaki College grounds

· Earthworks to create the northern edge of the wetland and to widen the existing channel at the eastern end of Elstree Reserve

· Realignment of the existing stormwater lines and construction of new outlet structures.

· Construction of a new path network through Elstree South Reserve including two stream bridge crossings, and riparian landscaping.

· Construction related activities including temporary large vehicle access, use of the reserve for storage of materials and topsoil and hardstand area for construction vehicles

9. The proposed works are programmed to commence in December 2016 and will take a total of approximately six to eight months to complete, three to four months for the physical construction works with the landscaping (including pathway construction) anticipated to take a further three to four months.

10. Elstree North Reserve currently contains a playground, basketball courts, a model plane club building. The remainder of the reserve is grassed with a concrete walkway connection linking Leybourne Circle with Elstree Avenue. The use of Elstree North Reserve will be restricted for the duration of the works as shown on Attachment A; however, access through the park to the playground and basketball courts will be maintained.

11. In the long term, it is anticipated that the project will provide opportunities to work with Tāmaki College and the local community including organised participation days like community planting and weeding days, stream clean ups and education days.

12. Alternative options to allow more intensive development within the catchment were investigated, however the current proposal provides the best ecological and flood management outcomes. Temporary effects to Elstree North Reserve are anticipated from the construction works, however, will not impact future uses of the reserve. Conditions managing the construction works will mitigate any adverse effect to reserve users and adjoining neighbours.

13. It is considered that the proposed works within Elstree North Reserve will improve the amenity and ecological values of the existing stream environment and park, and add to pedestrian connectivity in the neighbourhood. It is recommended that landowner approval be granted to undertake the works.

14. The underlying land on which the new wetland and daylighting of the stream will be undertaken is currently Ministry Of Education owned (Tāmaki College). Agreement has been reached to enable the works to occur. It is intended that the underlying land will be acquired by the council for drainage purposes in future. Local board support is also sought for the improvements on that land given those assets may vest in the council and be the responsibility of the board in future.

Consideration

Local board views and implications

15. The local board was first apprised of the project through stormwater team updates with the parks portfolio holder in 2015. The proposal has also been mentioned in several associated workshops within the Tāmaki neighbourhood and most recently, at a workshop held on 24^th May 2016. The board did not raise any matters at this workshop.

Māori impact statement

16. Mana whenua were invited to participate in the planning of the project in 2015. Several iwi responded and a subsequent hui was held with Ngāi Tai Ki Tāmaki and Ngāti Whātua Ōrākei. General support for the proposal was indicated at the hui.

17. A Cultural Impact Assessment is currently being prepared by Ngai Tai Ki Tāmaki.

Implementation

18. Elstree North Reserve is classified as a recreation reserve under the Reserves Act 1977. There is no reserve management plan. The permanent works generally fit with the recreational purpose as they will improve the amenity of the reserve and improve pedestrian access.

19. It is recommended that landowner approval be given subject to approval by the head of community relations in consultation with the parks portfolio holder, of detailed design and methodology including conditions to control construction, a detailed riparian margin planting plan, and landscaping and reinstatement of Elstree North Reserve.

20. The stormwater unit will need regulatory consent to carry out the works. At the time of writing, this consent has yet to be submitted to the council.

Attachments

No.	Title	Page
a ⇩	General location and arrangement of the proposed works	87

Signatories

Authors

Sarah Hodder - Parks and Open Space Specialist

Authorisers

Kim O’Neill - Head of Community Relations

Rod Sheridan - General Manager Community Facilities

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

16 June 2016

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

File No.: CP2016/10816

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 Maungakiekie-Tāmaki 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 funding 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	Tāmaki 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

Community Access Grant update for Maungakiekie-Tāmaki Local Board:

Tāmaki Recreation Centre

17. The Tāmaki Recreation Centre is located on Tāmaki College, Glen Innes and is managed by the Tāmaki College Community Recreation Centre Trust. The recreation centre is used by both the school and the community and fills a local role in the provision of indoor recreation facilities. In 2001, Auckland City Council committed $1.15m to the construction of the facility in return for community access; a facility partnership agreement documents the parties’ obligations, including the provision for council to consider an annual operating grant to the Trust to support low-cost community access. Since 2002, Council has provided operational funding of $100,000 per annum. In return for this funding, the Trust provides community access to the sports hall, fitness suite and community meeting room at rates accessible to the local community. Access is available to part of the centre during the school day and to the full centre outside school hours. There are increasing pressures on the facility as the school roll grows and the school is requiring more space within the facility.

18. Funding for this facility aligns with the draft Community Access Guidelines, as it meets an identified geographic gap, is located in an area with high Maori population and caters for children and young people in a lower socio-economic area.

19. Council has a contractual obligation to continue to consider providing an operational grant until 2021.

Future use of Hillary Commission Funding

20. 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.

21. 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.

22. 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.

23. 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.

24. 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.

25. 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.

26. 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.

27. 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

28. 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.

29. 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.

30. 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.

31. 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

32. 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.

33. 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.

34. 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

35. 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.

36. 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.

37. 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.

38. 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 ⇩	Draft Sport and Recreation Community Access Scheme guidelines	101
b ⇩	Sport and Recreation Investment diagram	107
c ⇩	Options Analysis for residual Hillary Commission fund	109

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

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

16 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.

Maungakiekie-Tāmaki Local Board

16 June 2016

Attachment B

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

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

Maungakiekie-Tāmaki Local Board

16 June 2016

Auckland Transport monthly report - June 2016

File No.: CP2016/11028

Purpose

1. This report updates the local board on the current status of the Local Board Transport Capital Fund and projects, responds to: issues raised by board members and provides information on matters of specific application and interest to the Maungakiekie-Tāmaki Local Board.

Executive summary

2. The report seeks a decision on:

· The removal or suspension of an approved election sign site.

3. The report informs the local board on the following matters:

· The status of Maungakiekie-Tāmaki Local Board’s Transport Capital Fund and associated projects.

· Consultations forwarded to the local board.

· Temporary closure of a local walkway.

· Progress on eastern transport initiatives.

· The SuperGold transition to the AT HOP card.

· Issues raised by Board members.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the report.

b) request Auckland Transport to revoke or suspend 159A Captain Springs Road from the schedule of approved election signage sites under the 2013 Election signage Bylaw.

Reporting Back

Monthly overview

4. Portfolio meetings were held on 9 May and 13 June. Items on the agenda included:

· Local board capital projects

· Onehunga Mall upgrade

· Southern bus network implementation

5. A workshop was held on 10 May to update the local board on Auckland Manukau Eastern Transport Initiative (AMETI) NoR lodgement and associated issues.

6. A workshop on the East West Connections project is scheduled for 7 June.

7. A further workshop on AMETI NoR lodgement matters is also scheduled for 7 June.

Consultations

8. Consultations forwarded to the local board for comment in the last reporting period include:

· Portman Road/Great South Road intersection.

· Parking restriction changes in Church Street, Onehunga.

· Aranui and Commissariat Road intersection.

9. More details are available in Attachment A.

Other Matters

Local board capital projects

10. The Maungakiekie-Tāmaki Local Board has access to the Local Board Transport Capital Fund (LBTCF) for the construction of transport related projects in its area. This fund is administered by Auckland Transport. Each year, Local Board’s transport capital fund allocation is $494,757, and this amount can be accumulated within each electoral term.

11. At the April local board meeting it was resolved to spend any remaining funds from the 2015/16 financial year on a bike parking project in Onehunga and tetra trap fitting in the Onehunga Mall catchment.

12. As the electoral term extends beyond the financial year, it is also possible to anticipate the allocation from the first year of the new electoral term.

13. Financials

Updates on Current Local Board Projects

Onehunga Mall Upgrade

14. Artworks in final stages of design and development

15. Installation of artworks and Elizabeth Yates plaque in mid-June

16. Opening event being organised by Civic Events team

Tetra Trap Project (Onehunga Bay and Onehunga Mall catchments)

17. To date, contractors have inspected 140 catchpits and GHD has analysed and sent back the spreadsheet indicating which tetratraps to install for each catchpit.

18. All inspections are expected to be completed by 20 May. Catchpits will begin to be installed in Onehunga Bay catchment from 23rd May

19. A variation has been approved for GHD to provide professional services to install approximately 27 tetra traps in the Onehunga Mall catchment area. This is based on local board approved additional funding of $31,324.

Bike corral in Arthur Street investigation

20. Auckland Transport is continuing to look into a robust design for the proposed bike corral on Arthur Street and the associated kerb build out. This will be reported back to the transport leads.

Election Signage Areas

21. In May 2013, Maungakiekie-Tāmaki Local Board approved suitable sites for election signs in areas under its control. One of these sites is situated at 156A Captain Springs Road (also identified in some documents as 159A Church Street). Since 2013, the Maungakiekie-Tāmaki Local Board has completed some enhancement work in this reserve and generally improved its amenity. The Local Board asked Auckland Transport to provide advice on whether this reserve is still suitable as an area for election signage to be erected.

22. Several sites around the region on the Election Signage Bylaw 2013 schedule were revoked in April. Although Auckland Council’s inspectors did not register any issues with this site at the time, given its original size it’s doubtful whether it should have been accepted as a suitable site in 2013. This has now been exacerbated by the improvements to the site and changes to its layout.

23. Auckland Transport may proceed with another round of revocations in August. However if not enough sites are identified to warrant the full process, Auckland Transport has the power to suspend a site temporarily and this could be invoked in this case, until such time as another full revocation process is warranted. Auckland Transport would be able to proceed with either full revocation or temporary suspension, as appropriate, if requested by the Maungakiekie-Tāmaki Local Board.

24. Similarly if the Maungakiekie-Tāmaki Local Board had other sites that it thought might be suitable for election signs, Auckland Transport would assess those sites and determine if there was any reason to not accept a request to add those sites to the list of approved sites.

Temporary closure of walkway

25. The Felton Mathew Avenue to Glen Innes town centre walkway has been closed temporarily to allow work on the Glen Innes to Tāmaki Drive cycleway to proceed.

26. The work involves installing drains, paving and preparing the walkway to be connected to the new shared path. A raised concrete table will be built to keep speeds low and improve safety for pedestrians and cyclists.

27. The walkway is expected to reopen in mid-June.

Auckland Transport News

Progress on Eastern Transport Improvements

28. Work will begin soon on the design and consenting for the Reeves Road flyover and Pakuranga to Botany busway in east Auckland. These projects are part of the Auckland Manukau Eastern Transport Initiative (AMETI), which is aimed at giving residents of the eastern suburbs better transport choices.

29. The start of design and consenting work follows a comprehensive review of the timing of future AMETI projects by Auckland Transport, the New Zealand Transport Agency and Auckland Council. It included more accurately modelling the traffic impacts and bus travel times on the main roads in the area.

30. The review concluded the best order for future AMETI projects to be built is:

· Panmure to Pakuranga – busway, Panmure roundabout replacement, walking and cycling paths. AT recently lodged an application for consents for this stage, it is expected to be publicly notified by Auckland Council within the next few months.

· Reeves Road flyover, Pakuranga town centre busway and bus station

· Pakuranga to Botany busway.

31. It also concluded that improvements may be needed on Pakuranga Road between Pakuranga and Highland Park to further improve bus journey times between Panmure and Howick.

32. The review also showed that the full busway between Panmure, Pakuranga and Botany, as well as the Reeves Road flyover, needs to be open by 2025 to minimise future increases in congestion. Current long term plan funding from Auckland Council would only allow for this full network by 2029.

33. Visit at.govt.nz/projects-roadworks/ameti for more information on the AMETI programme.

Supergold Switch to AT HOP cards

34. From 1 July 2016, SuperGold customers will need to use an AT HOP card with a SuperGold concession loaded on it, in order to access free travel on trains, and selected buses and ferries in Auckland, after 9am weekdays and all day on weekends and public holidays. The Ministry of Transport (MOT) announced this change to the SuperGold card earlier this year and Auckland Transport is required to comply with this change.

35. The use of smartcards, such as the AT HOP card in Auckland, will ensure that accurate data is collected on the use of the scheme by SuperGold cardholders. This will help with future transport planning and provide a better understanding of the costs of the scheme.

36. See at.govt.nz/supergold for a complete list of services that provide free SuperGold travel

Consideration

Issues raised by local board members

Location or Name of Issue	Description	AT Response
Mount Wellington Highway	Submission from Mr R Nicholson for various improvements to the MWH footpath for pushchairs and wheelchairs.	Urgent footpath repairs were requested. AT will also mark out the parking adjacent to Bert Henham Park for parallel rather than angle parking. Investigations on whether this stretch footpath can be widened are ongoing. The vehicle entrance way to Richmond Mall is privately owned.
Ferndale Road	A resident has raised concerns about the volume of trucks using this route between Penrose Road and the Ellerslie Panmure Highway. Speed is an issue and a request for speed control devices has been lodged for consideration.	Traffic volumes and speeds in Ferndale Road were recorded in June 2015 by laying tubes across the road for a seven day period. The results showed that the volume of vehicles using Ferndale Road was typical for a Collector road and vehicle speeds were consistent with traffic speeds on other Collector roads in the area. AT recently reviewed this data again and made an assessment of the operational issues and evaluated the risk of injuries occurring here. The conclusion was that the personal and collective risk of injuries occurring on Ferndale Road in future is relatively low when compared to many other locations awaiting improvements. This means that the likelihood of a death or serious injury crash occurring here is low, and AT’s programme is prioritised towards reducing serious harm on the road network. As a result of this assessment, Ferndale Road will not be progressed for any speed calming treatment at present. Given that this road is a bus route, providing “speed humps” is not desirable.
Ngaporo Street	A complaint has been lodged that all-day parkers block the entrance to the cul de sac. A request for BYLs or parking restrictions.	Lodged

Attachments

No.	Title	Page
a ⇩	Consultations	117

Signatories

Authors

Lorna Stewart, Elected Member Relationship Manager

Authorisers

Jonathan Anyon, Manager, Elected Member Relationship Unit

Victoria Villaraza - Relationship Manager

Recommendation/s

That the Audit and Risk Committee:

a) receive the update report on Health, Safety and Wellbeing.

b) refer this report to the Finance and Performance Committee for its consideration.

c) note that this report will also be provided to all Local Boards for their information.

Comments

9. As outlined in the Health, Safety and Wellbeing report to this committee in March 2016, the overall objectives for 2016 are to:

· have the basics right across the organisation (with business-focused solutions) in line with legislative and audit requirements

· share good practice and lessons learned

· effectively educate, upskill and engage our staff and elected members to build a positive and proactive health, safety and wellbeing culture.

10. Since the March report the strategic goals and key deliverables for health, safety and wellbeing in 2016 have been revised slightly, as a result of further work on the organisational strategy and a health and safety strategic planning day with the Executive Leadership team.

11. The key changes are as follows:

a) The strategic goals for reporting are now split into incident management (reactive reporting) and proactive actions, i.e.:

i. reactive: incident management is executed correctly, with quick responses and reporting and effective corrective actions (and where there is an injury support is provided asap and if it is a notifiable event^{^[1]} it is reported to WorkSafe and investigated).

ii. proactive: lead indicators are separately identified and prioritised such as near-miss reporting, site visits and safety conversations to mitigate the likelihood of incidents/injury occurring in the first place.

b) The wellbeing goals have also been revised and there are now two areas of focus. Overall health and wellbeing will continue to be a priority with increased emphasis on stress, fatigue and mental health and wellbeing. Leadership action on workload, business priorities and flexible work practices is now an additional and stand alone area of focus.

c) Under projects and deliverables, there is an additional action focused on staff and visitor safety, which involves reviewing protocols for customer-facing roles, facilities- based staff and lone workers to address personal safety risks and the sharing of information when threats occur. Some initial work has begun on this already, including reviewing the lessons learned from the shooting at the Ashburton offices of the Ministry of Social Development and reviewing protocols and training already in place in various areas of council and CCOs.

Performance report

12. Key performance metrics as at 30 April 2016 are attached in attachment 1. In summary:

a) Council’s Lost Time Injury Frequency Rate (LTIFR) has increased over the last three months since February 2016. As at 30 April 2016 the LTIFR was 3.86 (indicative) against a target of <2.25. This is a result of increased and more accurate number of injuries resulting in a person not being able to work for a period of time.

b) A total of 20 health and safety monitoring and inspections were reported into VAULT (these were contractor inspections done by Infrastructure and Environmental Services). A total of 60 corrective actions (arising from investigations) were issued in VAULT.

c) Near-miss reporting has decreased in April, reversing the previous upward trend over the past three months. The Health, Safety and Wellbeing team, in partnership with the executive and senior leadership teams, will maintain their attention on reporting and continue to promote a proactive reporting culture. The amount of near-miss reporting is low in an organisation the scale of council.

d) Auckland Council’s Employee Assistance Programme (EAP) bi-monthly dashboard is displaying generally healthy indicators when considering the various change programmes and restructures occurring. The top three work issues staff are accessing the service for are career, relationship with manager and relationship with co-worker. Council is currently above the national average for these three issues, which reinforces the organisation’s focus on addressing workplace stress and fatigue.

e) Manager suggested use of EAP has increased to just below the national average (15.6% vs 16.7%). In 2015 manager referrals to EAP were low and this change is a positive indicator of managers encouraging staff to access support if they need it. Self-referral to EAP continues to be the highest engagement indicator; currently council is slightly higher than the national average at 82% versus 80%. Further information on the wellbeing portfolio is included in the attached performance report (Appendix 1) and included in the key initiatives update on page 8 of this report.

Lost Time Injury Frequency Rate

13. The increase in Council’s overall LTIFR provides a more accurate reflection of incidents. An audit of reported lost time injuries in council’s reporting management system (VAULT) versus ACC data has occurred during February, March and April. The audit has identified additional lost time injuries during March and April. In March there were five additional lost time injuries identified and in April there were four additional lost time injuries identified (over and above those reported in VAULT). These incidents had been reported, however they had not been reported as injuries which resulted in the person needing time off work and therefore potentially needing rehabilitation support and/or a return to work or alternative duties plan.

14. The table below shows the current rolling 12-month lost time injury frequency rate trend and the data beneath the table summarises LTIFR, first aid and medical injuries.

Current LTIFR target <2.25
April 2016 Indicative LTIFR 3.86 The HSW audit of reported medical incidents has uncovered 4 extra LTIs for April and 5 for March. This has increased the LTIFR. The audit will continue and once the final worked hours are known for April this may alter the actual LTIFR for the month.	April 2016 · First aid reported injuries vs 12 month average 74/56.7 · Medical reported injuries vs 12 month average 20/22.3
March 2016 LTIFR indicative vs actual 3.53/3.78
February 2016 LTIFR indicative vs actual 2.98/3.94

15. An increased LTIFR is not ideal, however the audit has provided improved data accuracy on the number of injuries occurring that result in staff needing time off work and therefore increases council’s ability to support staff who have been injured and work with them and their managers to establish an effective return to work programme.

16. The audit has also reinforced the critical importance of improving health and safety reporting at council and the accuracy of reporting across the organisation.

17. In response to this, Council, together with ATEED and Panuku, are reviewing reporting management systems and service specifications to determine which supplier can best meet council requirements. Currently council uses the VAULT system. An improved reporting tool will assist people to report more easily and if Council and a number of CCOs have the same system it will become easier for staff and contractors to report into a similar system.

18. Highlighting and encouraging the importance of near-miss reporting is also an area being addressed by the Health, Safety and Wellbeing team and departmental managers. Thorough near-miss reporting allows council to minimise likely incidents. Key information and messages on near-miss reporting were provided across the region during the recent Chief Operating Officer roadshows.

Rehabilitation

19. The rehabilitation and wellbeing team have been meeting with business units across council to focus on return to work programmes and to help managers get an injured person back to work, on alternate duties if necessary to assist with their recovery.

Information on the six aspects of the due diligence duty

20. Officers of Council (i.e. those in a governance role including elected members, the Chief Executive and potentially other members of the executive leadership team) must exercise a duty of due diligence. There are six aspects to that duty, listed and discussed below. All officers have equal and personal responsibility.

21. To assist elected members in their role as officers the Head of Health, Safety and Wellbeing, the Director of Legal and Risk and the governance division lead team are working together to establish systems that will enable councillors and local board members to have access to relevant information to fulfill their due diligence responsibilities. This includes developing new quality advice guidance to assist staff preparing advice on projects where a health and safety assessment is necessary for decision-making, quarterly performance reporting to the Audit and Risk Committee, Finance and Performance Committee and local boards and information to be included in the elected member induction programme after the 2016 local government election.

22. Staff are also working with the Independent Māori Statutory Board and council’s co-governance entities such as the Maunga Authority, the Parakai Recreation Reserve Board and the Ngāti Whātua Ōrākei Reserves Board to ensure they have information and support to assist them with complying with their PCBU duties (as a Board) and their officer duties (as individual members).

Up to date (1): Acquire and keep up to date with H&S knowledge and H&S matters

23. To comply with the officer’s due diligence duty, it is critical that council’s elected members, chief executive and executive leadership team understand the key elements of the new legislation and regulations.

24. Prior to the Health and Safety at Work Act 2015 coming into force on 4 April 2016 there were three briefings provided for elected members to outline the key elements of the legislation, particularly the role of ‘officers’.

25. The executive leadership team have also been provided with a variety of information, including an initial briefing in the last quarter of 2015, consideration and inclusion of a health and safety business case in the development of the organisational strategy, and a strategic planning day at the end of March.

26. To ensure elected members and senior management are well informed and up to date on health and safety matters further workshops are being planned for May and June. Governing Body and local board workshops will build on the information sessions to date and focus on putting the legislation into practice, including meeting personal obligations as an officer, what is required for day to day decision making and implications for community groups and volunteers.

27. Future reporting to elected members and senior management will include information to help officers keep up to date with their health and safety knowledge. Officers may also undertake their own personal actions to keep their health and safety knowledge up to date.

Understand (2): Understand Council’s operations and the associated hazards and risks

28. Council officers will already have a working visibility of Council business. To ensure that officers have a sufficient visibility of the breadth and variety of Council operations to comply with their due diligence duties, highlighting key activity on council’s operations related to health and safety will be part of regular reporting.

29. It will take time for Council to transition from the previous hazard assessment approach to the more proactive risk-based approach provided for in the new Act. Work is underway across the organisation on reviewing hazard registers, developing business unit/activity risk assessments and then delivering safety risk control plans. Some parts of the organisation have begun risk assessments e.g. City Parks Services and Events. As this work develops, more detailed information will be reported.

30. In the interim an overview of reported hazards and risks is provided in the attached performance report (appendix 1).

31. The Chief Executive and the wider executive leadership team have undertaken some recent site visits both with office-based staff and at council facilities across the region. A health and safety site visit plan for both the Chief Executive (and ELT members) and elected members will be developed over the coming months to provide ongoing opportunities for Council’s officers to experience and better understand Council operations and the health and safety risks in the various parts of the business.

Resources and processes (3): Ensure Council has appropriate resourcing and processes to eliminate or minimise risks to health and safety

32. As part of the organisational strategy a business case for health and safety was developed. It highlighted the need for Council to transition from the previous hazard assessment approach to the more proactive risk-based approach. The business case also considered the level of resourcing for health and safety within the organisation.

33. As noted above, specific work is underway across the organisation to eliminate or minimise risks to health and safety through risk assessments. A key focus is to build capability within the organisation and prioritise those business areas that need particular training and support.

34. In addition, health and safety is an integral part of FY16/17 business planning. Guidance on health and safety objectives has been provided as part of the business planning packs for departments. The operations division, for example, has an objective for all departments in the division to undertake risk assessments and develop a plan of action in response during the 2016-2017 financial year.

Reporting and investigation (4): Ensure Council has appropriate processes for receiving and considering information regarding incidents, hazards and risks and for responding in a timely way to that information

35. Health, safety and wellbeing performance reporting has been improved to assist officers and senior management receive and consider information on incidents, hazards and risks. The current approach has been developed with and approved by the executive leadership team. This includes the structure of the report, and the content including lead and lag indicators.

36. The April 2016 organisation-wide performance report is attached as Appendix 1. From now on department/business unit reports will also be delivered to senior managers to assist their understanding of key metrics for their departments and business areas. This will improve the ability of the organisation to address the specific risks or opportunities in each area i.e. the health, safety and wellbeing priorities in Parks, Sport and Recreation will differ from those in Democracy Services, Libraries and Animal Management.

37. The Health, Safety and Wellbeing and Legal Services teams have reviewed and revised the incident management and notifiable event management plans to ensure Council has processes in place to respond to incidents, hazards and risks. The plans provide clear, step by step guidance on what staff need to do in various situations, including an emergency situation. The plans also specifically include guidance on advising elected members of incidents in their ward/local board area.

38. An executive/senior leadership Health and Safety Committee has now been established. Part of its role will be to review Council-wide critical risks and issues, including investigations of incidents that involve notifiable events and WorkSafe or Police investigations.

39. A fit for purpose safety management system and timely reporting will also be crucial to enable Council to receive and consider information on incidents, hazards and risks. As discussed above, a review of the current system (VAULT) and other suppliers is underway.

Monitor (5): Ensure Council has, and implements, processes for complying with any duty or obligation

40. A crucial aspect of ensuring that council has systems in place for complying with its obligations is the setting of high level policy and strategic direction. The Chief Executive and executive leadership team attended a strategic planning day at the end of March. This included a review of council’s strategic direction for health and safety and confirmation of the current policy position of Health and Safety starts with me – Ka timata te hauora me te aria hauata ki a au.

41. Part of the strategic planning day was also discussion of complying with council’s obligations as a PCBU.^{^[2]}

42. Council’s health and safety policy statement, manual and all documents and procedures connected to these are under review against the new legislation and regulations.

43. Staff awareness of health and safety obligations will contribute to compliance. Health and Safety at Work Act overview seminars have been offered to all staff at seven locations across Council. A total of 384 staff attended the sessions with another 80+ looking to undertake the next round of training offered. Business units with specific risks, e.g. working with asbestos, are ensuring staff will have relevant training aligned to the new regulations and the Chief Engineer and her team have been delivering safety in design training.

44. Council’s Do it Right legislative compliance programme is currently working with some pilot business units to develop legislative compliance business unit plans. Work is underway to incorporate health and safety objectives into these plans.

45. To build the internal capability to support business units with complying with health and safety obligations, members of the Health, Safety and Wellbeing team have recently undertaken Incident Causation Analysis Methodology (ICAM) investigation training and lead auditor training.

46. Effective and supported health and safety representatives also contribute to council complying with its health and safety obligations. A health and safety representative training plan is being developed, which will include roadshows and a representative handbook. Other work includes a review of health and safety committee structure and a toolkit for managers.

Verify (6): Take reasonable steps to verify the provision and use of resources and processes through reviews and audits

47. At regular intervals the Audit & Risk Committee will consider Council’s compliance with its PCBU obligations and Council officers’ compliance with their due diligence duty. That feedback is made by way of recommendation to the Finance and Performance Committee. All officers of Council need to continue to ensure that they keep thorough records of their compliance with their individual due diligence duty.

48. Council will be audited via an ACC Worksafe Safety Management Practices (WSMP) audit in October 2016. This audit will assess council’s compliance against ACC accreditation criteria. Tertiary is the highest level of accreditation. Council currently has secondary level accreditation.

49. Pre-audit assessments will begin across the organisation in May and will be undertaken by an external auditor. The priority for pre-audit are business areas identified in the last audit as needing to improve or areas of high risk activity, such as City Parks Services, Parks, Sport and Recreation, Community Facilities, Licensing and Compliance and Infrastructure and Environmental Services.

50. The pre-audit assessment will provide council with a clear view of current state and direction on where action is needed to meet tertiary accreditation standards. Both the Head of Health, Safety and Wellbeing and the Head of Internal Audit will oversee the ACC WSMP audit programme.

Health, Safety and Wellbeing work programme: delivery to date and priority actions May – June 2016

51. Key initiatives delivered since the last presentation to the March 2016 Audit and Risk Committee include:

a) Good practice (and compliance). Transition to the new legislation. As noted above Health and Safety at Work Act overview seminars for all staff were conducted at seven locations across Council. A total of 384 staff attended the sessions with further sessions to occur. Preparation for the ACC pre-audit assessment.

b) Engagement and due diligence. Continual improvements are being made to the reporting framework for the executive leadership team and elected members. The communications programme is progressing to raise employee engagement and participation, including a review and update on the current health and safety intranet page.

c) Monitoring and reporting. A final draft of incident management and notifiable event management and reporting processes (including notification to WorkSafe NZ of notifiable events) is complete and will be distributed in May. Investigations on an improved or alternative reporting management system are coming to an end with recommendations to follow in May.

d) Wellbeing. A pilot session for psychological health and wellbeing facilitated by EAP was undertaken with a target group in late April. An alternative session facilitated by the Mental Health Foundation took place the first week of May. Further sessions targeting managers will be trialled in May across selected parts of the Council. The goal is to have a number of programme options that address the varying needs of people and business units. The Wellbeing 360 survey began 27 April.

52. The focus for the remainder of this financial year and the start of FY 16/17 will be:

a) pre-audit assessments, starting with City Parks Services and Community Facilities

b) Ongoing staff and elected member training. This training will build on previous training sessions (including the introduction to the legislation sessions for elected members and staff and the safety in design training for staff in relevant parts of the organisation), and focus in more detail on putting the legislation into practice in day to day Council business and decision-making.

c) Contractor management: under the new Act Council owes the same duty to employees of contractors and subcontractors as it does its own employees, because they are all workers pursuant to the Act. Where there are overlapping duties between council and its contractors, all parties must also consult, co-operate and co-ordinate together. New contract terms have already been developed to support council complying with its obligations, and guidance for staff on contractor management is being developed. The council-wide contract management strategy includes a health and safety workstream.

Consideration

Local Board views and implications

53. Briefings for elected member, including local boards were provided in preparation for the legislation change on 4 April. Further workshops are planned for later in May and June.

54. This report will be provided to all local boards and a briefing on this report and will take place at the May 2016 local board chairs forum.

Māori impact statement

55. The health, safety and wellbeing of Māori staff, elected and appointed members, volunteers and members of the public is a priority as are the Māori wellbeing priorities identified in Council’ Māori responsiveness framework, Te Toa Takitini work programmes, and other relevant documents.

56. Staff are working with the Independent Māori Statutory Board and Council’s co-governance entities, such as the Maunga Authority, Parakai Recreation Reserve Board and the Ngāti Whātua Ōrākei Reserves Board to ensure they have information and support to comply with their PCBU duties (as a Board) and their officer duties (as individual members).

Maungakiekie-Tāmaki Local Board

16 June 2016

Housing for Older People Partnering Proposal

File No.: CP2016/11827

Purpose

1. This report seeks feedback on Auckland Council’s Housing for Older People (HfOP) Partnering Proposal.

Executive summary

2. The council currently owns 1,412 HfOP units spread across 62 sites in the north, south and west of Auckland covering 26 hectares of land. A list of these sites is included in the HfOP Consultation document (Attachment A).

3. In June 2015 the Auckland Development Committee (ADC) resolved to explore how council could deliver the HfOP service through a partnership approach. In December 2015 the ADC endorsed Panuku Development Auckland (Panuku) to proceed with undertaking feasibility work with a preferred partner on the partnering proposal.

4. The partnering proposal, in summary, is for the council to:

· partner with a third-party social housing provider to create a new legal entity in the form of a new community housing provider (CHP). The CHP will have control over the portfolio assets, including responsibility for maintenance and tenancy services through a long-term lease, and will seek access to government subsidies

· delegate to Panuku the authority to work with the third party community housing provider to redevelop the portfolio under a framework arrangement; and

· adopt a new policy on “Housing for Older People partnering” to apply to all decision-making on the proposal.

5. This proposal allows the council to benefit from external expertise to:

· improve the quality of housing - the CHP will be able to access the Income-Related Rent Subsidy (IRRS) from central government to help improve and develop the portfolio

· improve tenant satisfaction – more tenants are dissatisfied with the service the council is currently able to provide. Partnering with a third party social housing provider will bring in new expertise into the operations so we can find new innovative and cost effective ways to lift satisfaction and redevelop the portfolio to improve the quality of housing.

6. As the HfOP portfolio is a strategic asset under both the LGA 2002 and the council’s Significance and Engagement Policy, the proposal to transfer control of the portfolio triggers a statutory requirement to publicly consult on the proposal, and to amend the Long-term Plan (LTP) 2015-2025 through a special consultative procedure, before the council can agree to adopt the proposal.

7. The Governing Body approved a consultation document at its meeting on 25^th May 2016 which will form the basis of this consultation during the month of June 2016.

8. Local boards are now invited to submit formal feedback on the partnership proposal (Attachment A) and a proposed new policy on HfOP partnering (Attachment B) through business meetings in June and July 2016.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) provide feedback on

i. the Housing for Older People Partnering Proposal and

ii. the proposed Housing for Older People Partnering Policy

Comments

9. Auckland Council currently owns 1,412 HfOP units spread across 62 sites in the north, south and west of Auckland covering 26 hectares of land. The portfolio is currently operated by Auckland Council’s Arts, Community and Events (ACE) and Community Facilities departments.

10. In 2013 the government changed how social housing would be delivered in New Zealand by making a number of reforms. This included providing third party social housing providers with an IRRS, which was historically only provided to Housing New Zealand. Councils and council-controlled organisations are still unable to access this subsidy.

11. In June 2015, the Auckland Development Committee (ADC) resolved to explore changing how the council would deliver the HfOP service. It agreed to explore a partnership approach, where the council would partner with a third party social housing provider in the management of the portfolio and to establish a new community housing provider (CHP).

12. The council is committed to maintaining 1,412 units within the HfOP portfolio, as a strategic asset, and may seek to increase the number, subject to further council approval on additional funding and any consultation requirements.

13. In December 2015 the ADC endorsed Panuku Development Auckland (Panuku) to proceed with undertaking feasibility work with the preferred partner on a partnering proposal. Panuku, on behalf of Council, issued a request for proposal and the council currently has a non-binding arrangement with The Selwyn Foundation as the potential third party social housing provider that council may enter into partnership arrangement with.

What Auckland Council is proposing:

14. The council is proposing that it partner with a third party social housing provider to enter into a management agreement over the council’s 1,412 units and delegate Panuku Development Auckland (Panuku) to act on council’s behalf to develop the portfolio.

15. Management agreement:

a) Partner with a third party social housing provider to form a new legal entity, in which the council will have a minority interest. This will be a Community Housing Provider (CHP) to manage the council’s Housing for Older People (HfOP) portfolio.

b) The legal structure of this CHP will likely be in the form of a limited partnership (NZ registered) between Auckland Council and the third-party social housing provider under a framework arrangement.

c) The CHP will have control over the portfolio assets, which includes responsibility for maintenance and tenancy services. Legal ownership will remain with the council.

d) It will include a long-term lease which from an accounting perspective requires a write-off of the assets from the council balance sheet.

e) The CHP will be structured to be able to receive the government’s Income Related Rent Subsidy (IRRS). We are not able to quantify how much will be received under this scheme as the subsidy, which is paid to the housing provider, is based on a percentage of a tenants income. It will reflect the difference between the income related rent and the market rent. It will also only be paid out for future tenants not current tenants.

f) The council will provide a $32.5 million capital grant to the CHP, which is equivalent to the current budget for the portfolio renewal maintenance.

16. Development agreement:

a) Delegate to Panuku, a council-controlled organisation, the authority to act on behalf of Auckland Council to work with the third-party social housing provider to redevelop the portfolio.

b) Panuku, as Auckland Council’s development agency, will provide skills and expertise to support the development of HfOP portfolio.

c) This includes, over time, selling some land and buildings to help fund the improvement of the quality of the HfOP portfolio.

d) The council will provide a $20 million development loan facility which will support the development until sales proceeds can be realised. The sales proceeds will cover repayment of the facility and any associated interest.

17. These will be carried out in accordance with the new policy to be adopted. A representation of this is shown in Attachment A.

Why is Auckland Council proposing this?

18. The proposal allows the council to benefit from external expertise to improve tenant satisfaction and the quality of its social housing. There are a few areas of this portfolio that need improvement.

19. To improve the quality of housing:

Currently, the HfOP portfolio has many poor quality units. This is clearly not acceptable for the council or its tenants. By partnering with a third party social housing provider we will be able to ensure over time that:

a) the portfolio can benefit from new external funding from the government, through access to the IRRS

b) the portfolio will be upgraded and new housing developed to reflect modern standards

c) the portfolio will become more connected to public transport and other necessary services.

20. To improve tenant satisfaction:

More and more tenants are dissatisfied with the service the council is currently able to provide, as shown in Graph 1. This is unlikely to improve without some change to how we provide the service. Partnering with a third party social housing provider will improve our tenant satisfaction by:

a) adding new expertise into the operations of the service so we can find new innovative, cost effective ways of lifting satisfaction.

b) redeveloping the portfolio to improve the quality of housing, giving our tenants a better quality of life.

Graph 1: Long-term Plan 2015-2025, Level of Service Measure:
Tenant satisfaction over time

Title: Graph 1: Long-term Plan 2015-25, Level of Service Measure: Tenant satisfaction over time. - Description: This graph shows how this proposal is projected to improve tenant satisfaction over time, as outlined in the council's Long-term Plan.

How does the proposal compare with other options?

21. The council has been developing the HfOP partnership model proposal since April 2015. The options were developed on the basis that the council has opted to continue to provide housing for older people. Three main practical options (including the proposal) are explained in the following table. Other options identified by the council are listed in the Supporting Information but have not been considered as reasonably practical options at this stage.

Option	Service level impact	Rates impact	Debt impact	Achieves the council’s objectives?	Advantages	Disadvantages
Status Quo: Continue to manage and develop the housing without external support.	Actual tenant satisfaction levels are at 64 per cent which is well under the target average of 75 per cent. This means the council will be increasingly unlikely to meet its targets over time.	No impact – however tenant satisfaction levels are unlikely to be met.	No impact – however tenant satisfaction levels are unlikely to be met.	· Does not grow the community housing sector. · Does not improve quality of housing. · Does not access non ratepayer funding.	· The council retains full control over the assets. · No costs associated with change.	· Does not address the falling tenant satisfaction. · Reliant on rates funding.
Sell or gift portfolio to a CHP: Sell or gift the units and land to an existing CHP with conditions to ensure the provision of social housing remains.	Tenant satisfaction will likely decrease, as it will be difficult for the council to control the quality of housing.	Neutral to slightly positive The sales proceeds would depend on the conditions placed on the sale. Depending on the conditions placed this could significantly reduce the proceeds from the sale.	Slightly positive to negative The debt impact would depend on whether the council would still provide the capital grant for improvements to the housing, and any other conditions placed on the sale.	Partly. The council is no longer responsible for providing 1,412 housing for older people units. But, this may grow the wider community housing sector.	· The council no longer has any risk for operating the portfolio. · This may grow the wider community housing sector.	· The council will have no ownership or control over the units. · Long term provision of the service is not guaranteed. · The council would not own land and buildings as assets.
The proposal (partnering with a third-party housing provider under management and development agreements)	Tenant satisfaction will increase, as the council will be able to rely on new expertise from the third party social housing provider, unlock access to government funding and can redevelop the portfolio to improve quality.	Negligible to slightly negative	Negative (Debt increases by $48.4 million for the management agreement and a further potential $20 million for the development loan facility).	Yes. The proposal aims to increase tenant satisfaction to targeted levels.	· Allows for an improvement of the quality of housing. · Unlocks access to government funding.	· The council will lose some control over the units. · Requires monitoring of an external entity. · Development could cause disruption for tenants.

Proposed Housing for Older People Partnering Policy

22. In order to include this change in the current Long-term Plan (LTP) 2015-2025, a new enabling policy will need to be adopted.

23. This policy sets key decision making criteria that are designed to ensure that the council will maintain or improve the quality of housing and tenant satisfaction without overly exposing the council to financial impacts and risk, through:

· general decision making on the council’s HfOP portfolio

· the management of the HfOP portfolio by the new CHP

· the arrangements for the possible redevelopment and/or sale of parts of the HfOP portfolio

A copy of the proposed policy is included in Attachment B.

Requirement to consult

24. The HfOP portfolio is considered a strategic asset under both the Local Government Act (LGA) 2002 and the council’s Significance and Engagement Policy. Any proposal to transfer control or ownership of a strategic asset(s) triggers a statutory requirement to publicly consult and to provide for it in the long-term plan.

25. In order to include this in the current Long-term Plan (LTP) 2015-2025, a new enabling policy will need to be adopted.

26. Public consultation in June and feedback from local boards will inform the Governing Body’s decision on the partnership proposal and the proposed new policy on HfOP partnering.

Public consultation

27. A consultation document (Attachment A) and supporting information has been approved by the Governing Body and will be used to consult with the public regarding the proposal to transfer control of the HfOP portfolio to a CHP and redevelop the current housing units.

28. The consultation document lists the advantages and disadvantages of the proposal as well as the two key alternatives in page 8. The assumptions underlying the proposal, including risks and details on the options analysis, are set out in the supporting information in pages 53, 54 and 56.

29. The consultation document also provides three main options that have been identified for the delivery of the council’s HfOP service, with the preferred option being the partnership proposal.

30. The public consultation period is 1 June 2016 – 1 July 2016.

31. The consultation document was delivered to 1,412 units, local board offices, service centres and libraries before 1 June 2016.

32. The consultation document includes a feedback form which is expected to be the primary mechanism Aucklanders will use to provide their feedback on this consultation. The feedback form is also made available online, in local board offices, service centres and libraries. Feedback forms can be submitted via freepost, email or completed online.

33. There are various Have Your Say (HYS) events planned across the region. The locations were picked so that they are easily accessible for HfOP tenants to attend. These events are listed below for your perusal:

Venue	Date	Time
Takapuna Library	7 June 2016 (Tuesday)	9am – 1pm
Devonport Library	8 June 2016 (Wednesday)	9am – 1pm
Northcote Library	9 June 2016 (Thursday)	11am – 3pm
Glenfield Library	10 June 2016 (Friday)	10am – 11am
New Lynn War Memorial Library	14 June 2016 (Tuesday)	9am – 1pm
Titirangi Library	15 June 2016 (Wednesday)	11am – 3pm
Waitakere Central Library	16 June 2016 (Thursday)	9am – 1pm
Te Atatu Peninsula Community Centre	17 June 2016 (Friday)	2pm – 3pm
Mangere Town Centre Library	21 June 2016 (Tuesday)	9am – 1pm
Sir Edmund Hillary Library, Papakura	22 June 2016 (Wednesday)	9am – 1pm
Pukekohe Library	23 June 2016 (Thursday)	9am – 11am
Waiuku Library	23 June 2016 (Thursday)	12pm – 2pm
Otara Senior Citizens’ Club	24 June 2016 (Friday)	10am – 11am

34. Public feedback will also be collected at HYS events scheduled from 7 to 24 June 2016. The primary purpose of these events is for elected members or delegates to listen to the views of Aucklanders. Staff will ensure public feedback is accurately recorded.

35. The role of elected members (and delegates) at these events is to listen and to provide members of the public with an opportunity to provide their views verbally.

36. Staff recommend that delegations are made to councillors, local board members and staff to hear feedback. This is to ensure there is a sufficient number of people able to have spoken interaction with public.

37. Staff will be in contact with tenants to coordinate logistics to ensure that they have the opportunity to attend the HYS events.

38. The ShapeAuckland website will be the digital hub for the HfOP communications and engagement campaign. There are a variety of ways in which digital and social media channels will be used to support the communications campaign.

Consideration

Local board views and implications

39. Local board members have received updates through quarterly performance reports, on the region-wide initiative led by Panuku to investigate options to partner with community housing providers to manage and develop the HfOP portfolio.

40. A briefing for local board members was held on this initiative on 30 November 2015.

41. Local board members were updated in May 2016 through a memo outlining the consultation process as well as invitations to attend Have Your Say events to hear public feedback.

42. Local boards are now invited to submit formal feedback through business meetings in June and July 2016.

43. The report to be presented to the Governing Body at its meeting on 28 July 2016 will include all feedback received from local boards. Feedback from the local boards will inform the Governing Body decision on this matter.

Māori impact statement

44. The new CHP will have a role in giving effect to outcomes directed by the council’s Māori Responsiveness Framework. This includes recognition and protection of Māori rights and interests within Tāmaki Makaurau and addressing and contributing to the needs and aspirations of Māori. In order to do this, throughout the development of this proposal various Māori groups have been consulted with. To progress this engagement Panuku has established a Mana Whenua Governance Group comprising four senior representatives of Mana Whenua, plus senior representatives of Panuku and the preferred partner.

Implementation

45. A report containing consultation feedback and advice on adopting the HfOP Partnering Policy to amend the LTP 2015-2025 and a delegation to Panuku to carry out the partnering arrangement will be presented to the Governing Body at the meeting on 28 July 2016.

Attachments

No.	Title	Page
a ⇩	Consultation document	157
b ⇩	Housing for Older People Partnering Policy	185

Signatories

Authors

Kat Teirney - Team Leader – Community Facilities, South

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Karen Lyons - Manager Local Board Services

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

16 June 2016

Draft 2016 Elected Members’ Expenses Policy

File No.: CP2016/11955

Purpose

1. To seek the views of the Maungakiekie-Tāmaki Local Board on the draft 2016 Auckland Council Elected Members’ Expenses Policy.

Executive summary

2. Each electoral term, the Remuneration Authority requires all councils to adopt an expenses policy and forward the adopted policy to the Remuneration Authority for its approval.

3. The expense policy provides the rules for elected members’ reimbursement for expenses they incur whilst performing their duties.

4. The governing body last adopted an expenses policy in July 2014. The Remuneration Authority has requested the council’s policy for July 2016 – June 2019. The governing body will be asked to adopt the 2016 policy at their 21July Finance and Performance Committee meeting.

5. Staff have reviewed the operation of the current policy and have updated the policy to:

· have clear principles of what is considered appropriate elected member expenditure

· remove the duplication of Remuneration Authority allowance tables

· replace complicated travel, development and conference attendance approvals with a ‘one up’ approach that requires senior elected member or senior staff approval.

6. The amended policy is attached. In addition to the substantive changes, the language and presentation of the policy have been updated to make it more accessible.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) provides comments on the draft 2016 Elected Members’ Expense Policy to the governing body.

Comments

7. The Remuneration Authority (the Authority) sets remuneration for elected positions in local government annually. It also sets the rules for reimbursement of costs met by members in undertaking their duties.

8. In its determination, the Authority details some work-related expenses for elected members:

· the maximum allowances payable by councils to elected members for certain activities, such as transport and communications

· The criteria for and amounts payable to, elected members sitting on resource consent hearings.

9. Additionally, the Authority determines the nature of reimbursements made to elected members for costs undertaken on council business.

10. The Authority requires each council to adopt an expenses policy. The current policy was last approved in July 2014. It is necessary to review and update the policy prior to sending it to the Authority for approval.

11. The Auckland Council Elected Members’ Expenses Policy (the policy) sets out the council’s rules under which elected members may be reimbursed or paid allowances for personal costs that arise in the course of council business.

12. In the draft policy, general travel, accommodation and insurance claim rules have been retained. The continued requirement for a business case for international travel and the publication of all elected member expenditure will ensure transparency. Staff will continue to support the elected members with the required paperwork. The proposed changes relate to the authorisation of expenditure and the introduction of the council’s Elected Member Development Programme.

Substantive changes

Professional development and attendance at conferences

13. The new policy includes provisions related to the 2016-2019 Elected Member Development Programme. Professional development included in the core professional development programme will be pre-authorised. This means that elected members will not be required to provide a business case for development or attendance at conferences that are covered by the l development programme.

14. Pre-authorisation is subject to the principles of the policy. The funds must be budgeted for and authorised by the appropriate senior manager.

15. If elected members want to undertake l development activities outside the elected members’ core l development programme, a written request must be made to the Manager Democracy Service or the Manager Local Board Services.

Domestic travel approval

16. Changes have been made to approvals. The draft policy reflects a ‘one up’ approach that requires senior elected member or senior staff approval.

17. Currently elected members are required to seek authorisation from a senior staff member and either the Mayor, the Deputy Mayor, the chair of a committee of the whole or the chair of their local board.

18. To make authorisations more efficient the draft policy has been amended to allow the Governance Director or the Manager Democracy Services to authorise travel and sundry expense claims for governing body members.

19. For local board members, the draft policy has been amended with the Governance Director proposed as the approver for local board members and chairpersons.

International travel approval

20. For international travel for the Mayor and the Deputy Mayor, in addition to the Chief Executive, the Chair of the Finance and Performance Committee has been added as an approver. This gives additional flexibility for approval if the Chair of the Audit and Risk Committee is not available at that time.

21. For all other elected members the draft policy proposes that the Mayor or Deputy Mayor or the Chair of the Risk and Audit Committee or the Chair of the Finance and Performance Committee and the Chief Executive or the Governance Director are the approvers.

22. For sundry expense claims following international travel, the draft policy has been amended to allow the Chief Executive or the Governance Director to authorise the Mayor and the Deputy Mayor claims; the Governance Director or Manager Democracy Services to authorise governing body member claims; and the Governance Director or the Manager Local Board Services to authorise local board member claims.

23. The probity check to this approach is threefold:

· the trip must meet the principles of the policy

· it must be authorised by a senior elected member or senior staff member (a ‘one up’ authorisation) and

· all expenditure incurred by elected members on council business continues to be published.

24. The new approvals are in the table below. Changes are underlined.

Table 1. Changes to approvals

Item	Proposed	Previous term
Approvals for domestic travel outside of Auckland – Mayor	No change	· The Chair of the Audit and Risk Committee · or the Chair of the Finance and Performance Committee
Approvals for domestic travel outside of Auckland – Deputy Mayor	· The Mayor or · The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance	· The Mayor · or the Chair of a Committee of the Whole
Approvals for domestic travel outside of Auckland – councillors	The Governance Director or the Manager Democracy Services	· The Deputy Mayor · or the Chair of a Committee of the Whole
Approvals for domestic travel outside of Auckland – local board Chair	The Governance Director or the Manager Local Board Services	· Governance Director · and report to business meeting
Approvals for domestic travel outside of Auckland – local board members	The Governance Director or the Manager Local Board Services	· The Local Board Chair · and report to business meeting
Approvals for international travel - Mayor	· A business case and both: · The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive	A business case and both: · the Chair of the Audit and Risk Committee · and the Chief Executive
Approvals for international travel– Deputy Mayor	· A business case and both: · The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive	A business case and Both: · the Mayor or the Chair of a Committee of the Whole · and the Chief Executive
Approvals for international travel – Governing Body members	· A business case and both: · The Mayor or the Deputy Mayor or the Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive or Governance Director	A business case and Both: · the Mayor or the Deputy Mayor · and the Chief Executive or the Director Governance
Approvals for international travel – local board members	· A business case and both: · The Mayor or the Deputy Mayor or the Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive or Governance Director	A business case and Both: · Endorsement by the Local Board · then approval by the Chief Executive or the Director Governance If urgent approval is needed: · Endorsement by the Chair · then approval by the Chief Executive or the Director Governance · then retrospective endorsement by the Local Board
Development programmes and conferences	Pre-approved, subject to the cost falling within the annual professional development budget	Various authorisation depending on the role of the requester
Hosting official visitors	If necessary, budget holder approval	Personal expenditure can be reimbursed

25. Other changes have been made throughout the policy to update, clarify or align the policy with current good practice. In addition the language and presentation of the policy have been updated to make it more accessible.

Consideration

Local board views and implications

26. This report is seeking local board views.

Māori impact statement

27. This policy is a requirement of the Remuneration Authority. It is for internal use and does not have specific implications for Māori.

Implementation

28. The Elected Members’ Expenses Policy will come into force once approved by the Remuneration Authority. This is expected to be in July 2016.

Attachments

No.	Title	Page
a ⇩	Draft Auckland Council Elected Members’ Expense Policy 2016	195

Signatories

Authors

Jo Iles - Business Hub Manager, Democracy Services

Authorisers

Marguerite Delbet - Manager Democracy Services

Lou Lennane - Acting Manager Local Board Services

Victoria Villaraza - Relationship Manager

Chairperson	Simon Randall
Deputy Chairperson	Chris Makoare
Members	Josephine Bartley
	Brett Clark
	Bridget Graham, QSM
	Obed Unasa
	Alan Verrall

Group and Location	Building Ownership	Renewal Due	Renewal Term and current rent	Notes
Auckland Canine Agility Club Inc, Waikaraka Park, 243 Neilson Street, Onehunga.	Council	01/04/2014	2 renewals of 5 years each. $500.00 per annum. Grant of 2^nd renewal:01/04/2014-31-03-2019.	Final expiry of lease: 31/03/2019
City of Sails Auckland Brass Inc. Waikaraka Park, 83-91 Captain Springs Rd, Onehunga.	Lessee	31/01/2015	2 renewals of 14 years each and 1 of 7 years. $300.00 per annum. Grant of 2^nd renewal:31/01/2015- 30/01/2029.	Final expiry of lease: 30/01/2036. Change of name from Continental Airlines Auckland Brass Inc.
Auckland Playcentres Assoc. Inc. 47 Hill St, Onehunga	Lessee	01/10/2013	2 renewals of 5 years each. $250.00 per annum. Grant of 1^st renewal: 01/10/2013-30/9/2018.	Final expiry of lease: 30/09/2023
The Scout Association of NZ. Savage Park, 10A Hamlin Rd, Mt Wellington	Lessee	01/04/2014	2 renewals of 5 years each. $250.00 per annum. Grant of 2^nd renewal:01/04/2014-31/03/2019.	Final expiry of lease: 31/03/2019

Authors	Philippa Hillman - Democracy Advisor, Maungakiekie-Tāmaki Local Board
Authorisers	Victoria Villaraza - Relationship Manager