Agenda of Māngere-ŌtāhuhuLocal Board

Māngere-Ōtāhuhu Local Board

17 August 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 6

6 Acknowledgements 6

7 Petitions 6

8 Deputations 6

8.1 Deputation - Counties Manukau Rugby League 6

9 Public Forum 6

9.1 Public Forum - Waka Ama Building Project 6

9.2 Public Forum - Mangere East ACCESS Trust 7

9.3 Public Forum - Thrive Charitable Trust (Mangere Bike Programme) 7

10 Extraordinary Business 7

11 Notices of Motion 8

12 The creation of a permanent access to the Pukaki Urupa and Auckland Council's historic reserve. 9

13 Protection and Management of Sites of Significance to Te Ākitai Waiohua 17

14 Mangere Otahuhu Local Paths (Greenways) Plan 39

15 Mangere Centre Park and Walter Massey Park Concept plans for consultation and engagement 43

16 Otahuhu Town Centre Streetscape Upgrade 49

17 Auckland Transport Update - August 2016 57

18 Mangere-Otahuhu community arts broker work programme 2016/2017 83

19 Community lease with Auckland Citizens Advice Bureaux Incorporated 91

20 Performance Report for the Māngere-Ōtāhuhu Local Board for the quarter ending June 2016 123

21 Draft Annual Report 2015/2016 - Mangere-Otahuhu Local Board report 169

22 ATEED Six Monthly Report to the Māngere-Ōtāhuhu Local Board 185

23 Objections made to off-licence applications by the Māngere-Ōtāhuhu Local Board 199

24 Māngere-Ōtāhuhu Local Board Feedback on the Auckland Council Sports Facilities Investment Plan discussion document 203

25 For Information: Reports referred to the Māngere-Ōtāhuhu Local Board 213

26 Governance Forward Work Calendar 217

27 Mangere-Otahuhu Local Board Workshop Notes 223

28 Mangere-Otahuhu Local Board Members - Portfolio, Outside Organisations and BID Updates 231

29 Chairpersons Announcements 233

30 Consideration of Extraordinary Items

1 Welcome

2 Apologies

Members Leau Peter Skelton and Walter Togiamua tabled their apologies for absence.

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Māngere-Ōtāhuhu Local Board:

a) Confirm the ordinary minutes of its meeting, held on Wednesday, 20 July 2016, including the confidential section, as a true and correct record with the following amendment to Item 14.

i. The report recommending the 2016/2017 environment programme included reference to funding restoration work at Pukaki Crater ($20,000), and a healthy rentals programme ($25,000) however, these two projects were inadvertently left off the table of projects in the recommendations on page 17 of the Agenda.

Item 14 Approval of 2016/2017 local environment and local development work programme.

Resolution number MO/2016/102

a) approves the 2016/2017 local environment work programme as noted below:

*Project*	*Budget*
Manukau Harbour Forum	$8,000
Industry Pollution Prevention Programme	$25,000
*Environmental initiatives, including Manukau Harbour and Tamaki Estuary*
Pukaki Crater	$20,000
Healthy Rentals	$25,000
Oruarangi riparian restoration	$15,000
Otuataua – additional weed control	$10,000
Community weed control programme - Ōtāhuhu	$10,000
Portage Canal foreshore reserve	$20,000
Wai Care	$35,000
*Southern recycling centre options development*
Capacity building for community resource recovery initiatives	$10,000
Grant to ME Family Services	$10,000
*Total*	*$188,000*

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Deputation - Counties Manukau Rugby League

Purpose

1. Kasey King, General Manager Counties Manukau Zone would like to update the board on the work Counties Manukau Rugby League do in the Māngere-Ōtāhuhu Local Board area.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board thanks Kasey King for his attendance and presentation.

9 Public Forum

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

9.1 Public Forum - Waka Ama Building Project

Error! Hyperlink reference not valid.

Purpose

1. James Papalii would like to update the board on the Waka Ama building project.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board thanks James Papalii for his attendance and presentation.

9.2 Public Forum - Mangere East ACCESS Trust

Error! Hyperlink reference not valid.

Purpose

1. Roger Fowler from the Mangere East ACCESS Trust would like the opportunity to discuss with the Board the following two matters:

· A feasibility study in relation to the Mangere East Community Centre Hub.

· 275 Times monthly magazine.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board thanks Roger Fowler for his attendance and presentation.

9.3 Public Forum - Thrive Charitable Trust (Mangere Bike Programme)

Error! Hyperlink reference not valid.

Purpose

1. Jason McIntosh-Kerr from the Thrive Charitable Trust would like the opportunity to present to the board regarding the Mangere Bike Programme.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board thanks Jason McIntosh-Kerr for his attendance and presentation.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Māngere-Ōtāhuhu Local Board

17 August 2016

The creation of a permanent access to the Pukaki Urupa and Auckland Council's historic reserve.

File No.: CP2016/15748

Purpose

1. To seek Mangere Otahuhu Local Board direction for the creation of a permanent access to this important co-managed site of significance.

Executive summary

2. At the 20 May, 2016, meeting of Te Pukaki Tapu o Poutukeka Co-management Committee meeting it was resolved to seek assistance of the Auckland Council to provide a permanent access to the Urupa and the historic reserve for the following reasons:

a) The legal access has slipped and it is not feasible to repair this to allow for vehicular access without significant investment to implement engineering and stabilising works.

b) The Environmental Services Unit and Local Parks are working together to mitigate these erosion problems and have lodged applications for a consent from Auckland Council and an authority to allow for works to be undertaken on a historic site from Heritage New Zealand for planting works and stock proof fencing.

c) The only access to the Urupa and the historic reserve that is currently in use is over the adjacent land managed for agricultural purposes and is a verbal arrangement between the Pukaki Maori Marae Trust and the owners and management of the said land.

d) In order to provide long term surety of access over this agricultural land there is a need to create an easement or a right of way access.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Requests Parks, Sports and Recreation officers prepare an options paper which will include easement, acquisition or road as a permanent access back to the first workshop of the new Local Board.

Comments

3. The access to the Urupa has slipped into the crater caused in part by the historic quarrying and in part by the unrestrained water and stock damage from the agricultural practices in the adjacent lands.

4. At 20 May, 2016, meeting of Te Pukaki Tapu o Poutukeka Co-management Committee meeting it was resolved to seek assistance of the Auckland Council to seek a permanent access to the Urupa and the historic reserve for the following reasons:

a) The legal access has slipped and it is not feasible to repair this to allow for vehicular access without an enormous cost for engineering and stabilising works.

b) The Environmental Services Unit and Local Parks are working together to mitigate these erosion problems and have lodged applications for a consent permit from Auckland Council and a permit to allow for works to be undertaken on a historic site from Heritage New Zealand for planting works and stock proof fencing.

d) In order to provide long term surety of access over this agricultural land there is a need to create an easement or a right of way access. This is a legal process by agreement and ensures unfettered access across the private land to the Urupa.

5. Te Pukaki Tapu o Poutukeka Historic Reserve and Associated Maori Lands Co- management Agreement was signed on 19 October 2010.

a) The co-management agreement was underpinned by, and was an extension to The Relationship Agreement between Te Aakitai (Pukaki Marae) and Manukau City Council 2004..

b) This co-management agreement gives practical effect to the purpose, intent and goals of the relationship agreement. The co-management agreement sets out how Pūkaki Marae and Auckland Council will work together and share the responsibility for co-managing Te Pūkaki Tapu o Poutukeka Historic Reserve.

c) This co-management agreement seeks to balance legitimate Te Ākitai spiritual, ancestral, cultural, customary and historical interests in Te Pūkaki Tapu o Poutukeka Historic Reserve, with Council’s duty to manage the land as a public reserve under the Reserves Act 1977 and as public open space under the Manukau Operative District Plan 2002.

6. Council commitment to co-management at Te Pūkaki Tapu o Poutukeka Historic Reserve is underpinned by the following Council resolutions:

a) At the time of considering the acquisition of Te Pūkaki Tapu o Poutukeka in March 2007, Manukau City Council resolved under Minute No. CL/MAR/410/07:“That options for co-management of the Pūkaki Crater, Lagoon and Eng Block with Ngāti Te Ākitai be explored should Council acquire these sites as reserve; and

b) That Council acknowledges that it is not intended to develop these sites as reserve for at least five years from the date of acquisition to allow sufficient time for the investigation of co-management and reserve planning to be undertaken.”

c) Upon acquiring the reserve, and after further consideration of co-management opportunities, Manukau City Council resolved in June 2008 under Minute No. CL/JUN/742/08: “That Te Ākitai be formally invited to discuss the co-management opportunity that exists at Te Pūkaki Tapu o Poutukeka with a view to agreeing upon a preferred model for the joint governance and management of the reserve; and

d) That Manukau City Council and Te Ākitai jointly prepare a draft management plan for public consultation in accordance with the Reserves Act 1977.”

7. TE PŪKAKI TAPU O POUTUKEKA HISTORIC RESERVE – COUNCIL PERSPECTIVE

Pūkaki Crater is an 80,000 to 100,000 year old circular volcanic explosion crater located on the urban edge of Mangere to the south of Massey Road. The crater is the least developed and most pristine in the Auckland volcanic field. Pūkaki Lagoon is entered in the NZ Geo-preservation Inventory as of international, national, regional scientific and educational significance. The crater was formed during a single burst of activity which piled up a tuff cone on top of a low flat area. Pūkaki Crater has subsequently been breached on the seaward side by a narrow channel of the Waokauri Creek. The crater then became tidal and filled with mud.

The Crater itself slopes down from Pūkaki Road to the rim of the crater, then steeply down the crater scarp to the level crater floor. The height difference between the rim of the crater and the floor is approximately 15 metres. The crater itself is generally circular with a diameter of approximately 600 metres. The south side of the crater has been breached by a tidal arm of the Pūkaki Creek. The centre of the crater used to be tidal until a dam was built at the narrowest part of the breach; subsequently the marine sediments in the lagoon have been drained and planted in pasture. The Crater and the Lagoon are currently in pasture

8. In 2007 Council purchased the following parcels of land of Pūkaki Crater for public open space purposes, a total of 25.8ha:

1) 19 Richard Road – Lot 25 DP 43679;

2) 24 Richard Road – Allot 388 Parish of Manurewa;

3) 27 Richard Road – Part Lot 4 DP 7131; and

4) 27 Richard Road – Allot 162 Parish of Manurewa

9. This land has now been classified as Historic Reserve under the Reserves Act 1977.

10. In addition Council purchased a 21 year perpetually renewable lease of the following parcels of land totalling 36.6 ha:

a) Pūkaki Lagoon - Part of the tidal lands of the Manukau Harbour and Deposited Plan 17966 and Section 1 Block IX Otahuhu SD (36.3003 ha); and

b) Pūkaki Road - Allot 219 Parish of Manurewa (0.3194 ha).

11. The underlying freehold titles of the land (the crater floor) are owned by The Pūkaki Māori Marae Committee. This land has not been classified under the Reserves Act, but is included as part of this co-management agreement.

12. On the southern boundary of the crater there is a ribbon of land also owned by Pūkaki Māori Marae Committee. At the eastern tip of this site is an urupā established in a former Pa site.

13. It is recognised that Te Pūkaki Tapu o Poutukeka Crater is of great significance to iwi as one of 'Ngā Tapuwae o Mataaho' – the footprints of Mataaho the deity associated with volcanic forces. The footprints of Mataaho are evidenced by a series of volcanic explosion craters.

14. Pūkaki Crater is named 'Te Pūkaki Tapu o Poutukeka' - 'the sacred well spring of Poutukeka'. Poutukeka was one of the crew of Tainui waka and the original ancestor of all 33 generations of mana whenua in the area. The crater is of such significance as a result of its association with this ancestor.

15. For completeness it is recognised here that the adjoining Pūkaki and Waokauri Creeks were established as a Māori Reservation by the Māori Land Court in 1992. Te Ākitai are Kaitiaki of these creeks.

16. Treaty of Waitangi

Significantly, the Tribunal finding (Jul 1985 s.9.3.2 p.121) was constrained by jurisdiction that was limited at the time to events, acts and policies that occurred after 1975 (jurisdiction extended back to 1840 when the Treaty of Waitangi Amendment Act was passed in 1985). Regardless, given that Pūkaki Lagoon and Urupā (and Marae) were sacred sites none of which the Māori owners were disposed to alienate, the Tribunal stated that these places ought to have the protection of the Treaty.

They subsequently recommended that the Crown (e.g. Ministers of Māori Affairs, Works and Development, and Internal Affairs) compulsorily acquire wāhi tapu and secure adequate ownership and protection including negotiation with the owners and lessees for the acquisition and return of the lands that formed Pūkaki Lagoon, Marae, and Urupā with the requisite access (Jul 1985 s.10 recommendation numbers 13, 14 and 15;).

Three years later the Department of Survey and Land Information (DOSLI Aug 1988) wrote a report on information relevant to implementing Waitangi Tribunal recommendation No.15 and it subsequently took 22 years for the MCC, working with the Crown, the Auckland Regional Authority (ARA) then Auckland Regional Council (ARC), to achieve this.

However, it is important to note that Te Ākitai-Waiohua continue to rely on the goodwill of the adjacent market garden landowner to access Pūkaki Urupā off Pūkaki Road to visit the cemetery and bury their dead; the southwest rim of the Pūkaki Lagoon explosion crater (i.e. the assessment area) does not provide a practical all-weather cemetery access, as was intended, and this 30-year-old recommendation of the Waitangi Tribunal has yet to be achieved. (Archaeological Assessment SW rim Pūkaki Lagoon explosion crater, Ian Lawlor, 2016)

Consideration

Local Board views and implications

17. At the Mangere Otahuhu Local Board workshop held on 13July, 2016, it was recommended that this matter be presented urgently to the next business meeting of the Local Board.

Māori impact statement

18. The Pukaki Maori Marae Committee and the Te Pukaki Tapu o Poutukeka Co-management Committee both have indicated that this is a high priority for them.

19. PŪKAKI MARAE COMMITMENT TO CO-MANAGEMENT

Te Ākitai commitment to co-management is founded in the relationship agreement between Manukau City Council and Te Ākitai. Goal three of the relationship agreement provided particular reference where:

BOTH COUNCIL AND TE ĀKITAI WILL:

Work together for the wellbeing of all within the City of Manukau under the kaupapa of Te Tiriti/Treaty of Waitangi:

a) Foster harmonious relationships between Council and the people of Te Ākitai;

b) Recognise the will of Te Ākitai to exert kaitiakitanga over the lands and waters within the Te Ākitai rohe as provided for in the RMA 1991, the LGA 2002, other relevant legislation and current Council policy; and

c) Establish the means by which the participation of the people of Te Ākitai in the decision-making processes of Council can be encouraged.

20. Te Ākitai’s desire is to uphold respective kaitiaki responsibilities by sharing expertise, knowledge, service and resources as appropriate with the ultimate aim of contributing to the wellbeing of the people of Te Ākitai and all who reside in Manukau.

21. "Na matau te tiaki

Na te tiaki te whakamana

Na te whakamana te whai tikanga"

“For us to look after

To look after is to be empowered

To be empowered is a crucial and momentous responsibility”

Implementation

22. The Local Parks team together with Legal Services and the Acquisitions teams of Auckland Council will be needed to implement this under the supervision of the Mangere Otahuhu Local Board.

Attachments

No.	Title	Page
a View	Map Showing access to Pukaki Urupa and reserve	15

Signatories

Authors

Biran Singh - Environment and Programmes Team Leader

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Neil Taylor - Senior Local Board Advisor

Māngere-Ōtāhuhu Local Board

17 August 2016

Protection and Management of Sites of Significance to Te Ākitai Waiohua

File No.: CP2016/15149

Purpose

1. To seek the approval of the Māngere-Ōtāhuhu Local Board to incorporate Ngā Kapua Kohuora / Crater Hill Lake (Water Reserve) under the 2010 co-management agreement for Te Pūkakitapu o Poutūkeka Historic Reserve (Pukaki Crater) and Associated Lands and endorse the approach to schedule the Water Reserve and Pukaki Crater as sites of significance to Te Ākitai Waiōhua.

Executive summary

2. In May 2015, Te Ākitai Waiōhua submitted to the Proposed Auckland Unitary Plan Hearings process that Ngā Kapua Kohuora / Crater Hill Lake (Water Reserve) and Te Pūkakitapu o Poutūkeka / Pukaki Crater (attachment A) were sites of significance and they requested these sites to be scheduled for protection. The Independent Hearings Panel did not recommend these sites be scheduled. In discussions with the Parks Manager co-management was put forward as an option to protect and manage these sites, with a plan change to follow at a later date.

3. During May to July 2016 the options to protect and manage the Water Reserve as a site of significance to Te Ākitai Waiōhua has been discussed with the Co-management Committee, the Pūkaki Māori Marae Committee, the local board Parks portfolio holders and with local board members at the 13 July 2016 local board workshop. The discussions have resulted in the engaged parties all supporting the option to utilise the established Co-management Committee.

4. Officers will undertake the required actions to record the inclusion of the Water Reserve within the 2010 Co-management agreement. Officers will work with the Co-management Committee to consider the appropriate method to protect and manage the Water Reserve and Pukaki Crater in a future plan change. There will be a further report back to the board on the Co-management Committee structure, responsibilities and final wording for the co-management agreement.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Acknowledge the public reserve Ngā Kapua Kohuora Crater Hill Lake (Water Reserve) at 282R Portage Rd, Māngere (Allotment 51A, Parish of Manurewa, SO 5210) is a site of significance to Te Ākitai Waiōhua.

b) Agree to endorse Ngā Kapua Kohuora Crater Hill Lake (Water Reserve) to be included as an associated land within the 2010 Co-management agreement for Te Pūkakitapu o Poutūkeka Historic Reserve and Associated Lands between Auckland Council and Te Ākitai Waiōhua (Pūkaki Māori Marae).

c) Note that the option for including the Water Reserve under the co-management agreement and the Co-management Committee to protect and manage the reserve is supported by Te Ākitai Waiōhua.

d) Endorse the variation of Appendix F of the 2010 Co-management agreement for Te Pūkakitapu o Poutūkeka Historic Reserve and Associated Lands between Auckland Council and Te Ākitai Waiōhua (Pūkaki Māori Marae) to include the property Ngā Kapua Kohuora Crater Hill Lake (Water Reserve) (Allotment 51A, Parish of Manurewa, SO 5210).

e) Request the Te Pūkakitapu o Poutūkeka Historic Reserve and Associated Lands Co-management Committee to consider and present their views on scheduling the Water Reserve and Pukaki Crater in a future plan change to inform the Māngere Ōtāhuhu Local Board as decision makers for these reserves.

Comments

Background

5. A Co-management Committee was put in place in 2010 between the legacy Manukau City council and Te Ākitai (Pukaki Marae), see attachment B. Appointments to the Te Pukaki Tapu O Poutukeka Historic Reserve and Associated Lands Co-management were confirmed by Māngere-Ōtāhuhu Local Board in 2013. (Resolution number MO/2013/470).

6. 282R Portage Road, Māngere (Allotment 51A, Parish of Manurewa, SO 5210), is the land area of Ngā Kapua Kohuora / Crater Hill Lake (Water Reserve) and is vested in Auckland Council in trust for a water reserve.

7. In May 2015, Te Ākitai Waiōhua submitted to the Proposed Auckland Unitary Plan Hearings process that Ngā Kapua Kohuora / Crater Hill Lake (Water Reserve) and Te Pūkakitapu o Poutūkeka / Pukaki Crater were sites of significance to Te Ākitai Waiōhua and proposed these two sites to be scheduled. The Independent Hearings Panel did not recommend the scheduling of these sites. The reason provided was the land owner consent had not been obtained. The Water Reserve and Pukaki Crater are both public reserves and required approval from Parks.

8. During January to April 2016 the Programme Lead of the Māori cultural heritage team met with Park Managers South to discuss options to protect and manage the Water Reserve. It was also acknowledged that Te Ākitai Waiōhua have a relationship with the Parks South team to work together and share the responsibility for co-managing Te Pūkakitapu o Poutūkeka Historic Reserve (Pukaki Crater) and Associated Lands.

Water Reserve Protection and Management Options

9. An options paper to protect and manage the Water Reserve was developed with the Parks Manager and was presented to the 20 May 2016 Co-management Committee meeting. After discussion with the committee members, the Chair moved the options for the protection and management of the Water Reserve would be taken to the Pūkaki Māori Marae committee for discussion and the Marae recommendations would be communicated to the Parks Manager to present to the local board for consideration.

10. The four options outlined in the table present tangible and intangible benefits and costs associated with the protection and management of the Water Reserve.

Options for the Protection and Management of the Water Reserve as a site of significance to Te Ākitai Waiōhua
Options	· Option 1 - Status quo: the Water Reserve protection and management continues under the management of Local Parks south. No scheduling of this site for a future plan change. · Option 2 – Co-Management Committee: the Water Reserve is to be amalgamated as an associated land within the existing co-management agreement to enable the established Co-management Committee to protect and manage the reserve as a site of significance to Te Ākitai Waiōhua. · Option 3 – Maori cultural heritage programme: Through this funded 10yr programme, Te Ākitai Waiōhua can nominate the Water Reserve for scheduling as a site of significance through a future plan change to identify, map, protect and manage the reserve. · Option 4 – collation of option 2 & 3: the Water Reserve can be amalgamated under the co-management agreement and included under the Co-management Committee to protect and manage the reserve. Nominate the Water Reserve for scheduling through a future plan change to identify and map the reserve as a site of significance to Te Ākitai Waiōhua.
Benefits	· Utilising the Co-management Committee will support a consistent approach to the management and protection of sites or places of significance to Te Ākitai Waiōhua. · Supporting and enabling tikanga and kaupapa Māori for the management and protection of Mana Whenua values associated with sites or places of significance to Te Ākitai Waiōhua. · Empowering rangatiratanga and valuing Te Ao Māori for the management and protection of sites or places of significance to Te Ākitai Waiōhua. · Consistent approach to the management and protection of the wider Māori cultural landscape values of Te Ākitai Waiōhua. · Shared responsibility and collaboration to identify and agree the best approach for the management and protection of sites or places of significance to Te Ākitai Waiōhua. · Efficient use of an existing agreement and arrangement for the management of reserve land identified as sites or places of significance to Te Ākitai Waiōhua. · An effective method to integrate and inform the protection and management of sites or places of significance with Te Ākitai Waiōhua.
Costs	· Park maintenance costs associated with the management of the Water Reserve are negligible as the reserve is not developed as a publicly accessible reserve. No funds for park maintenance are allocated to this site. · No funding is identified for the Water Reserve, however any budget costs for the reserve would be prepared by Park operations and the local board to review allocation of existing budgets or the local board would advocate to the Long Term Plan or Annual Plan process.

Options Analysis

11. Option 1, this reserve is not actively managed by Parks and therefore this option does not address the matter of protecting or managing the reserve as a site of significance to Te Ākitai Waiōhua.

12. Option 2, has a Co-management Committee and structure set up for the management of Pukaki Crater and associated lands. The Water Reserve is a site of significance to Te Ākitai Waiōhua^{^[1]} and seeking endorsement to amalgamate the Water Reserve within the co-management agreement will support and uphold respective kaitiaki responsibilities of Te Ākitai Waiōhua and contribute to the spiritual and cultural connections and wellbeing of the people of Te Ākitai Waiōhua^{^[2]}. Including the Water Reserve under the Co-management Committee will support and enable efficiencies for managing and protecting sites of significance through collaboration on issues, achieving the co-management objectives^{^[3]} and support protecting the wider Māori cultural landscape values for Te Ākitai Waiōhua.

13. Option 3, enables Te Ākitai Waiōhua to nominate and schedule the Water Reserve as a site of significance through a future plan change. This will identify the reserve as a site of significance and provide for the relationship of Te Ākitai Waiōhua culture and traditions with their sites, wāhi tapu and taonga as required by the Resource Management Act. This will include provisions for the management and protection of the sites which will need to be agreed with the current management regimes.

14. Option 4, the collation of option 2 and 3 has the potential for efficiency and effectiveness for managing the protection of the Water Reserve. This is achieved with Pukaki Crater and the Water Reserve managed under an established committee structure and protocols, collaboration and co-ordination for the management and protection of the sites as well as informing the wider Te Ākitai Waiōhua cultural landscape values. Scheduling both sites through a future plan change will identify and recognise the relationship of Te Ākitai Waiōhua.

15. Analysis of the options indicates the benefits and costs will be achieved through the implementation of option 4. This option enables shared enterprise and mutual benefit by taking into account the needs and interests of the partnership.

Next Steps

16. Scheduling the Water Reserve as a site of significance can be achieved via a future plan change with the support of the Co-management Committee where the partnership can give practical effect to the spiritual, ancestral, cultural, customary and historical interests of Te Ākitai Waiōhua to co-manage the Water Reserve. This approach responds to and supports an engaged process with Te Ākitai Waiōhua to clearly inform the local board in their decision making process.

17. The Māori cultural heritage team will work with Te Ākitai Waiōhua through the Māori Cultural Heritage project to identify, map and robustly inform sites nominated by Te Ākitai Waiōhua including the Water Reserve and Pukaki Crater for scheduling in a future Plan Change.

Consideration

Local board views and implications

18. At the 20 May 2016 Co-management Committee meeting, member Walter Togiamua supported officers to present to the local board the options for the protection and management of the Water Reserve.

19. The Parks Manager has given verbal updates to the Parks Portfolio holders at the scheduled Parks meetings this includes informing the members of the decisions made by the Pūkaki Māori Marae committee to support option 4 subject to understanding the implications of the maintenance of the Water Reserve and any additional costs to be borne.

20. At the 13 July 2016 local board workshop officers presented the four options to protect and manage the Water Reserve as a site of significance to Te Ākitai Waiōhua. Members were supportive of proposed option 4 and they acknowledged the recommendations from the Pūkaki Māori Marae Committee. Officers were asked to present a report to outline the options for a business meeting.

Risks

21. The following risks are highlighted for the attention of the local board.

Risk

Mitigation

There is no funding or budget allocated to the Water Reserve

· Park operations can review existing park operation budgets if required.

· Any improvements for the Water Reserve will require Parks operations and the local board to advocate to the Long Term Plan or Annual Plan process.

What additional costs will be associated with the Water Reserve under the Co-management Committee?

· Costs associated with the management of the Water Reserve are negligible as this reserve is not developed or publicly accessible.

· Any development proposals for protection or management of the reserve will be allocated from the Park operational budget, where required or pursued through the Long Term Plan or Annual Plan process.

Māori impact statement

22. A meeting of Pūkaki Māori Marae committee was held on the 29 May 2016. The Chair of the Co-management Committee presented and discussed the options for the protection and management of the Water Reserve. The Parks Manager was informed the Marae supported option 4 to provide a consistent approach to the management and protection of sites of significance to Te Ākitai Waiōhua and sought understanding the implications of maintenance for the Water Reserve as well as any additional costs. There are no costs allocated for maintenance of the reserve and the site would be managed under the established Co-management Committee.

23. Pukaki Crater and the Water Reserve are sites of significance to Te Ākitai Waiōhua. The cultural heritage assessment developed by Te Ākitai Waiōhua for the Unitary Plan Hearings process provides the context and explanation for their sites or places of significance^{^[4]}, which includes Ngā Kapua Kohuora / Crater Hill Lake (Water Reserve).

24. Endorsing the Water Reserve for inclusion under the Co-management Committee will recognise the rangatiratanga of Te Ākitai Waiōhua and enable appropriate protection and management of the site under their kaitiaki responsibilities. The established Co-management Committee is a good example for managing the protection of Pukaki Crater and the Water Reserve.

Implementation

25. Following this report, the decision of the local board will be directed to the Parks Manager South to report back to the next scheduled meeting with the Co-management Committee.

26. Officers will take the required actions with Legal Services and Property departments to incorporate the Water Reserve as an associated land within the 2010 Co-management agreement.

27. Officers will report back to the local board on the Co-management Committee structure, responsibilities and final wording for the co-management agreement.

Attachments

No.	Title	Page
a View	Map of Sites of Significance to Te Ākitai Waiōhua	23
b View	2010 Co-management agreement for Te Pūkakitapu o Poutūkeka Historic Reserve and Associated Lands between Auckland Council and Te Ākitai Waiōhua (Pūkaki Māori Marae) - Appendix F	25

Signatories

Authors

Siani Walker - Maori Heritage Program Lead

Authorisers

Noel Reardon - Manager Heritage

John Duguid - General Manager - Plans and Places

Neil Taylor - Senior Local Board Advisor

Māngere-Ōtāhuhu Local Board

17 August 2016

Mangere Otahuhu Local Paths (Greenways) Plan

File No.: CP2016/16257

Purpose

1. To seek the Māngere-Ōtāhuhu Local Board’s endorsement and adoption of the Draft Māngere-Ōtāhuhu Local Paths Plan and to confirm board priorities regarding a ten year physical works / implementation programme relating to the plan.

Executive summary

2. The Māngere-Ōtāhuhu Local Board has developed a comprehensive Māngere-Ōtāhuhu Local Path Plan (draft plan and formerly referred to as the ‘greenways’ plan), which aims to provide safe, pleasant and educational walking and cycling pathways through the Māngere-Ōtāhuhu Local Board Area.

3. It will incorporate priority routes for planning and delivery over the next ten years, clustered into long, medium and short term groups for planning and delivery.

4. The short term group is recommended for delivery in the next five years, and includes those currently funded and in the planning stage.

5. Local paths will provide better connections through coastal and park areas for people within and beyond the local board area as part of a greater Auckland Paths Programme.

6. It is recommended that the Draft Plan is adopted and includes section 5.0 Priority Projects, along with the staged delivery model to assist in planning and funding of the Māngere-Ōtāhuhu Local Path network.

7. Auckland Council and Auckland Transport are working to achieve a connected active transport (walking and cycling) network across Auckland.

8. Strategic partner Colenso BBDO, has recommended the network be identified as ‘Auckland Paths’. This means that network planning which until now has been referred to as ‘greenways’ will be referred to in future as ‘local paths’.

9. To align with this approach it is recommended that the Draft Plan be adopted as the Māngere-Ōtāhuhu Local Paths Plan 2016.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Adopt the Draft Māngere-Ōtāhuhu Greenways Plan 2016 for implementation as the ‘Māngere-Ōtāhuhu Local Paths Plan 2016’;

b) Include in the Plan the long, medium and short term priority routes set out in Section C Priority Projects Detail in report Attachment A;

c) Identify path development priorities which will be set out in an implementation programme and detailed in section 5.0 of the plan;

d) Adopts revised Auckland Council terminology for The Auckland Paths Programme by replacing references to ‘greenway/s’ throughout the Plan with ‘Local Path/s’ to better align with the organisational approach to pathway planning.

Comments

10. The Local Board has an objective of producing a comprehensive local path plan for the local board area. Significant work has been undertaken to develop the plan, including proposed route locations, their opportunities, constraints, cultural, ecological and educational value.

11. An additional section – Priority Projects, has been developed to help steer the planning and delivery of Local paths throughout the local board area.

12. The priority projects and routes are itemised as A to O in Section C, Priority Projects Detail, in Attachment A.

13. The Draft Plan was presented to the board in January 2014. The priority projects were developed in 2015 and work-shopped with the Local Board on 8 June 2016, where the various routes were described and discussed in terms of their feasibility based on:

a) whether the routes were on land already owned by council,
b) topography and ease of construction,
c) archaeological and cultural considerations,
d) whether the routes were a direct capital cost or an advocacy item.

14. Not all of the identified priority routes in the Draft Plan will be feasible to develop in the next ten years but most have been ranked for delivery in the medium and short term as funding is made available.

15. The proposed routes are divided into long, medium and short term categories (below) to indicate their likely development timeframes. Continued Iwi consideration for all the routes will be particularly important around archaeological sites and the Coastal Marine Area (CMA).

16. Advocacy and long term projects (dependent on others or 10 or more years away)

17. Routes A, B, E, F and H are recommended for advocacy and longer term consideration. Some of them may fall outside of the ten year delivery objective because they:

a) are not located on council land, would require significant negotiation with private landowners, and the topography is steep, leading to visibility and safety concerns.

b) are under the control of other council owned organisations such as Watercare or the Maunga Authority, have complex consultation and consenting requirements or may not be appropriate given the potential damage or modification of the land.

c) are managed by other agencies - New Zealand Transport Agency (NZTA) and Auckland International Airport Limited (AIAL) or are reliant on other infrastructural work on route E by NZTA and could only occur if that work was undertaken.

18. Medium term projects (5 to 10 years)

19. Routes C, D, G, L, M and N are suggested for medium term consideration and priority for these reasons:

a) Route C is on land owned either by council or AIAL. As the AIAL land is developed, council will receive coastal esplanade reserves. A co-ordinated local path route C would only be possible once all the required land was owned by council or if council and AIAL entered into a partnership to develop the AIAL land prior to it being vested in council.

b) Route D is the Pukaki crater which is particularly significant to Te Akitai. On-going discussions about access and co-governance could include any proposed future local path circuit as a part of a future management plan for the site, so that proper care and consideration is given to the Urupa, and archaeological sites in and around the crater.

c) Route G is within Ambury Regional Park. A potential route would be a joint project with the local board and Regional Parks. It runs along the existing Pony Club driveway in part, is quite short, and gives excellent access to the existing coastal route. It is within a working farm environment and will require consideration around the Pony Club lease and possible user safety and conflict.

d) Route L includes the Lenore foreshore reserve, Blake Road Reserve and Radonich Park but the route would require easements with Holden NZ and Watercare to ensure a continuous route. Radonich Park has some contaminated soils but there are opportunities to improve the entire route which is already informally used.

e) Routes M and N are related to the Portage Route within the Otahuhu Spatial Priority Area and the NZTA East-West Link.

Route M should be closely co-ordinated with portage route planning so that it contributes to the wider portage project.

Route N adjoins part of the East-West link and connects with the Ann’s Creek priority route sponsored by Maungakiekie Tamaki Local Board. Negotiation with Kiwi Rail is required to secure land for the route, part of which may fall into the Coastal Marine Area (CMA) which requires additional consent.

20. Short Term Routes (1-5 years)

21. Routes I, J, K, and O are suggested for planning and delivery within the next five years for these reasons:

a) Route I (Mahunga Dr to Hastie Ave) is short, flat, council owned, will benefit from eco restoration and does not have any significant developmental issues.

b) Route J (Hastie Ave to Walmsley Rd and the Market Cove Special Housing Area (SHA) is also relatively flat, on council owned land, and involves a proposed board walk to the Market Cove site which will require a consent within the CMA.

c) Route K is the proposed Norana Path between Walmsley Rd and Norana Park. It may require sections of board walk, exclusion or buffer areas away from industrial land or premises with hazardous goods and is not considered difficult to construct. Surveillance and the application of appropriate Crime Prevention Through Environmental Design principles (CPTED) will need to be considered behind industrial properties for existing property owners and users.

d) Route O is within Ambury Regional Park and develops an existing farm access to avoid sensitive coastal areas. It would be a joint Local Board and Regional Parks project. It is easy to construct compared to others and links directly with Kiwi Esplanade.

22. Routes I – K are currently in the design phase. The design plans are ready for public consultation and the routes will be the ‘first off the rank’ In Māngere-Ōtāhuhu.

23. Current funding consists of $80,000 Capex for design and consenting in 2016, $135,000 Capex in 2017, with $200,000 growth funding in the 2016/17 year.

24. There are significant established commercial/industrial premises within the Mahunga Drive and Walmsley Road areas. Route planning will require consideration of safety and security of those sites and their product which may include dangerous or hazardous goods.

25. Security and safety concerns will extend to property owners and potential users so that a design response caters for both – including exclusion areas and improved visual amenity.

26. The Public Arts team of Arts Culture and Heritage are planning some significant additional art and place making projects along the route which will also be co-delivered by iwi.

27. As part of public notification of the Norana Path, other agencies such as AIAL, Market Cove Ltd, and the South Harbour Business Association will be invited to comment and work with officers to develop the local path to meet the needs of affected owners and the public.

28. Routes I to K are expected to be delivered over the 2016-2018 period.

Consideration

Local board views and implications

29. The Māngere-Ōtāhuhu Local Board Plan (2014) has an outcome area of ‘A well-connected area’ and notes the aspiration to use the ‘greenways concept’ to encourage walking and cycling. The local board supported the development of a ‘Greenways plan’ for the local area (Resolution MO/2012/296).

30. A draft concept plan was prepared and the board was involved at different stages. The local board have expressed a desire to complete this plan, now referred to as Māngere-Ōtāhuhu Local ‘Path’ Plan (formerly referred to as ‘greenways’). The priority routes and projects discussed in this report provide opportunity for ranking and planning funding for delivery so that the Local Path Plan can include a staged delivery programme.

Māori impact statement

31. Iwi with Mana Whenua have been engaged and officers have worked with Ngati Whatua, Te Akitai, Ngati Tamaoho, Te Kawerau, and the Makaurau Marae on concept planning. These groups will continue to be closely involved in local path planning across the local board area. There are many areas of significance and archaeological sites that require close consideration and there are opportunities for storytelling, ecological restoration, planting and artworks to be integrated into network.

32. Officers and the Local Board will partner with Iwi to develop the routes.

Implementation

33. Funding is key to local path planning and development. Most funding will be capital expenditure or Capex, derived from future long term planning processes, although there is opportunity for sponsorship for individual paths, and commercial partnerships, along with arts funding, and working with advocates of local paths across Auckland. Development priorities will be set out in an implementation programme and detailed in Section C Priority Projects Detail (Attachment A) to be included in the Plan.

Attachments

No.

Title

Page

a View

Mangere Otahuhu Greenway (Local Paths) Plan 2016 (Under Separate Cover) http://infocouncil.aucklandcouncil.govt.nz/

Select Mangere-Otahuhu in the meeting drop down box and click on attachments.

Signatories

Authors

Allan Christensen - Parks Advisor - Maungakiekie Tamaki

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Neil Taylor - Senior Local Board Advisor

Māngere-Ōtāhuhu Local Board

17 August 2016

Mangere Centre Park and Walter Massey Park Concept plans for consultation and engagement

File No.: CP2016/15981

Purpose

1. To seek approval from the Māngere-Ōtāhuhu Local Board to publicly consult on draft concept plans for future use and development of Walter Massey and Mangere Centre Parks.

Executive summary

2. Draft concept plans have been developed for Walter Massey and Mangere Centre Parks. These have been workshopped with the local board and are now ready for public consultation.

3. The parks have some deficiencies in layout and current development that prevent their better utilisation. A structured development of the parks will allow for the provision of appropriate facilities in a better configuration and provide safer and more functional open spaces.

4. The Māngere-Ōtāhuhu Local Board proposes that these two parks become multi-functional destination parks for the Māngere-Ōtāhuhu area.

5. Significant development and improvements are proposed over a ten year period to equip the parks to meet the needs of the community for the next 20 years or more.

6. The parks will incorporate sporting, passive and community facilities in an arrangement that improves access, circulation, safety, sightlines and amenities, and rationalises space to be less cluttered.

7. Prior to any detailed planning it is recommended that the public, stakeholders, Iwi and partners are provided with an opportunity to examine and comment on the concept plans and make suggested improvements so that a final concept plan that fully meets community needs can be adopted by the Local Board for implementation.

8. Funding, staging and delivery of projects within the plans will occur after public consultation is undertaken and final plans adopted.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Adopt the Walter Massey Park and Mangere Centre Park draft concept plans for consultation with the community, Iwi, stakeholders and partners.

b) Request feedback from the consultation process be reported back to the local board along with concept plans that will be revised post consultation and presented to the board for final approval.

Comments

9. Māngere-Ōtāhuhu Local Board commissioned concept plans for Walter Massey and Mangere Centre Parks to identify areas for improvement and development to meet future demand and to align with local board outcomes.

10. Reset Urban Design Consultants provided site analysis, key findings, and suggested major moves towards better connectivity, safety, lighting, facilities provision and amenity for both parks. Draft concept plans for the two parks were workshopped with the local board on 22 June 2016.

11. Comments and revisions have been incorporated into the revised draft concept plans attached to this report.

12. The parks are primarily recreation reserves with additional community services and facilities. It is important to balance on-going sporting and recreational needs with those of other community interests so that a relevant mix of appropriate facilities and services are available for the whole community.

13. In terms of operational and maintenance spaces, both parks are of significant size to warrant some specialised dedicated maintenance and storage space. With most park maintenance work contracted out there is reduced need for large yards and buildings. There is however a need for some onsite storage of specialised equipment so that the parks can be maintained in the most efficient manner.

14. It is proposed in the plans to better utilise and re-develop the existing depot areas on the parks and provide dedicated storage facilities as part of the upgrade of both parks.

15. The draft concept plans provide:
a) appropriate spaces and facilities to meet future demand;

b) opportunity to work closely with existing and new sporting and community users and stakeholders to develop both parks to their best potential;

c) two principal recreation destination spaces in Mangere Central and Mangere East.

16. The plans propose some significant improvements to current layouts, building and activity locations, additional recreation provision, playspaces, car parking, gardens, paths and circulation, access, plus a reduction of clutter and better application of Crime Prevention Through Environmental Design (CPTED) principles.

Māngere Centre Park

17. Site analysis showed that the park lacks variety, is susceptible to vandalism, is deficient in parking and community facilities are in poor condition. Playspace, paths, signage and connectivity are also substandard.

18. Additionally, the park has been developed in an ad hoc fashion over time. Community facilities have colonised the southern end of the park and their capacity and use is constrained by the old depot space and its buildings. There is poor circulation and areas of significant under-utilisation.

19. Current users such as Manukau Live Steamers, Papatuanuku Kokiri Marae, the Community House (Whare Koa), and Mangere United Football club have well established bases and occupancy, however facility provision is at capacity with some activities (e.g. Rising Stars Boxing) occupying existing facilities that are not fit for their current use.

20. Central to the concept plan are:

a) Removal and rationalisation of older buildings and the depot area to remove a central barrier within the park and allow improved parking, pedestrian access and sightlines into the park.

b) Re-activation of the southern area to include the heritage (Dawson) homestead, improved open spaces and activity areas, community gardens and integrated Marae and community spaces linking to the centre of the park.

c) Central parking and access areas off Robertson Rd, improved frontage amenity, passive and play spaces including child friendly activities, disability access, planting, and paths into and around the park.

d) Activation of the northern areas and an opening up of the existing sports fields, additional courts and sports areas, a potential 400m athletic track and improved integration of the model rail line with other park amenities.

e) Provision of dedicated reserve maintenance and equipment storage, and rationalisation of vehicle access areas – to ‘de-clutter’ the park in order to make it more open and more accessible.

f) Planned ‘precinct’ areas within the park – community, passive and active recreation, with paths providing easy access between and doubling as training circuits.

21. As a consequence there may be some changes for current users over the next few years. These groups may be used to their existing facilities but the proposal is to improve and re work spaces so that all users are accommodated and to promote shared use of spaces.

22. New housing developments in Mangere, along with an increasing population mean that Centre Park, as the largest multi-functional ‘central’ Mangere park will become the destination park for the area, and will need to provide a range of passive, active and community functions into the future.

23. The proposed developments within the concept plan will require some substantial funding. Local Board funding can be sought during the annual and long term planning process. Alternative funding can be derived through sponsorship and public private agreements, and in partnership with users.

24. Projects within the concept plan will be delivered in a prioritised, staged manner over a period of years with detailed design of individual projects involving relevant groups and stakeholders.

25. Prior to any detailed planning, the public, stakeholders, Iwi and partners should be provided an opportunity to examine and comment on the concept plans and make suggested improvements so that a final concept plan can be adopted by the Local Board for implementation.

Walter Massey Park

26. Site analysis, and previous reports have indicated that the community facilities at Walter Massey Park are at capacity. Community users at the park are already planning improvements so it is important to capture those ideas within the context of the concept plan.

27. Some existing community activities are housed in buildings not tailored for the activity. These buildings need to be upgraded, made fit for purpose and centralised to improve efficiency, reduce clutter and provide a central ‘hub’ with good access. This will enable them to become shared spaces that are safe and multi-functional.

28. The circulation and connectivity, amenity, general sightlines and safety, parking and youth provision on the park are poor.

29. Additionally, external access and park frontage is constrained and unattractive. Fences, bush, trees and poorly developed frontages mean that access points are narrow, and the park is not as open, inviting or activated as it could be.

30. A loose cluster of mixed community activities have colonised the park over time, particularly to the west on Massey Road. This includes the library, community hall and some stand-alone community services but the centre of the park lacks flow and is further hampered by the old depot space and a commercial intrusion into the park, segmenting the park and creating poor CPTED outcomes, barriers and corridors that reduce user safety.

31. Sports clubs are centrally located and dispersed to face the two ‘wings’ of sports fields. These can be better serviced with wider circuit pathways provided for training and general circulation around and between the two wings.

32. The northern corner opposite Massey Homestead is not connected with the homestead and needs some significant development to join the two parks.

33. Central to the plan are:
a) The creation of a destination Mangere East recreation and community park that meets a range of passive, sporting and community needs in a purpose built configuration.

b) Opening up the centre of the park by the removal of clutter and small buildings to provide a spine access through the park. Removal of the old depot space and establishment of a dedicated parks maintenance operations storage space.

c) Re-activating the northern end with a passive precinct to link to the Massey Homestead, improve Hain Ave access, parking and frontage treatment.

d) Developing a multifunctional community facilities space operating as a central hub for social and community services – close to the hall and library.

e) Investigating use of the commercial space and its integration with the proposed route 32 upgrade of Massey Road.

f) Opening up all frontages with better access points, planting and parking that produces a more inviting appearance.

g) Optimising existing sports surfaces for sports clubs and ensuring that their activities are provided for along with amenities such as shelters and seating.

Consideration

Local board views and implications

34. The Local Board have required the concept plans to steer structured development on the two parks. Funding for implementation will be provided through the long term planning process for capital works and the local board will investigate sponsorship and private public partnerships. The Local Board’s vision is for the two parks to become multi-functional destination parks at the centre of the Māngere-Ōtāhuhu board area.

35. The concept plans as presented are not the finished article. Public consultation and engagement with stakeholder groups will help shape the plans prior to formal adoption of final plans by the board.

Māori impact statement

36. Iwi and Mana Whenua groups will have a keen interest and role in developing the finished plans particularly with regard to Maori design principles and Mana Whenua identity. The Papatuanuku Kokiri Marae on Mangere Centre Park is an existing partner and likely to be involved in implementation of how the Marae space integrates with the park.

37. Impacts of the concept plans are considered to be positive for Maori by assisting people to make more use of the parks in cultural social and sporting context.

Implementation

38. On the ground implementation can only occur after the plans are formally adopted and projects within the plans are prioritised for funding and delivery. A staged development in both parks over five to ten years is envisaged meaning that the projects within the final adopted concept plan will occur incrementally and as funding allows.

39. Because concept plans are indicative of a final aspiration, there is a possibility that some projects within the final adopted plans will change as funding and feasibility/sustainability are detailed. To minimise this, the local board and officers will work closely with users and stakeholders to progress projects so that they come to fruition.

Attachments

No.

Title

Page

a View

DRAFT Walter Massey Park and Mangere Centre Park Concept Plans (Under Separate Cover) http://infocouncil.aucklandcouncil.govt.nz/

Select Mangere-Otahuhu in the meeting drop down box and click on attachments.

Signatories

Authors

Allan Christensen - Parks Advisor - Maungakiekie Tamaki

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Neil Taylor - Senior Local Board Advisor

Māngere-Ōtāhuhu Local Board

17 August 2016

Otahuhu Town Centre Streetscape Upgrade

File No.: CP2016/16446

Purpose

1. The purpose of this report is to

a) update the local board on the Ōtāhuhu Town Centre streetscape upgrade programme and specifically on the proposals for stage 2 Avenue Road;

b) seek endorsement of the local board for the Avenue Road concept design;

c) seek approval for the project to proceed to detailed design and tender for physical works construction and contract award; and

2. The acceptance of a physical works tender and contract award is delegated to staff for approval.

Executive summary

3. Ōtāhuhu Town Centre is within the Ōtāhuhu-Middlemore Spatial Priority Area, one of the ten Spatial Priority Areas identified by the Council through the Long-term Plan (LTP) process. The enhancement of the public realm and the improvement of public transport infrastructure is key to achieving the transformation of this Spatial Priority Area. These projects are aligned with key priorities in the Māngere-Ōtāhuhu Local Board Plan and the Māngere-Ōtāhuhu Area Plan.

4. In 2015 the Local Board adopted the Ōtāhuhu Town Centre Framework to guide any future streetscape upgrades. Stage 1 of the streetscape upgrade, the upgrade of the eastern end of Mason Ave, was completed in mid-2015. Construction of a new bus-train station at the existing Ōtāhuhu Station by Auckland Transport is underway and due to be completed by October 2016.

5. An upgrade of Avenue Road, Stage 2 of the Ōtāhuhu Town Centre streetscape upgrade programme, and the provision of proposed new on-street bus stops on the road is now proposed. The on-street bus stops will replace the existing off street Ōtāhuhu Town Centre bus station and support the new bus network for south Auckland. The upgrade will result in a high-quality, well connected and safe environment which is attractive for bus patrons, residents, visitors and businesses alike.

6. A concept design for the upgrade of Avenue Road and the provision of an on-street bus station has been completed and is attached as Attachment A. Consultation with key stakeholders has been undertaken and will inform the next stage of design. A revised Concept Plan will be tabled at the meeting.

7. Subject to the Local Board approval detailed designs will be prepared to allow for construction to commence in August. Construction is anticipated to be completed by late October 2016 to align with completion of the Ōtāhuhu bus-train station and to facilitate the commencement of the new southern bus network in late 2016.

8. There is a budget of $17 million in this and the next two financial years of the 2015 - 2025 Long Term Plan for the next stages (Stage 3) of the streetscape upgrade programme for the Ōtāhuhu Town Centre.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Approve the Avenue Road Concept Design

b) Approve the project proceeding to detailed design and tender for physical works construction and contract award.

Comments

9. The revitalisation, enhancement and improved connectivity of the Ōtāhuhu Town Centre is both a priority of the Māngere-Ōtāhuhu Local Board Plan and the Māngere-Ōtāhuhu Area Plan.

10. The Town Centre is within the Ōtāhuhu-Middlemore Spatial Priority Area, one of the ten Spatial Priority Areas identified by the Council through the Long Term Plan process. The enhancement of the public realm and the improvement of public transport infrastructure is key to the achieving the transformation of this Spatial Priority Area.

11. Auckland Transport has programmed and is funding the delivery of a new, fully-integrated bus-train station at the existing Ōtāhuhu railway station which is currently under construction and due to be completed in October 2016.

12. Ōtāhuhu Station is key to the provision of a more connected and more frequent public transport service to be introduced across south Auckland in late-2016. The new facility will incorporate the existing train station, linking the rail platform with two new bus platforms and a terminal building via an elevated concourse.

13. The Ōtāhuhu Town Centre Framework was adopted by the Local Board in 2015 to provide guidance for future streetscape or public realm upgrades of the Ōtāhuhu Town Centre. The Framework was prepared in consultation with key stakeholders and partners including the Local Board, iwi and the Ōtāhuhu Commercial and Mainstreet Association. The purpose of the Framework is to ensure that any upgrade will result in a high-quality, well connected and safe environment which is attractive for residents, visitors and businesses alike.

14. The streetscape upgrade of the Town Centre is being delivered as a series of projects:

· Stage 1 of the streetscape upgrade was completed in mid-2015. This was only a small section of Mason Avenue at the intersection with Great South Avenue but it confirmed and ‘show cased’ the design intention of the Ōtāhuhu Town Centre Framework.

· Stage 2 is the Avenue Road upgrade, the subject of this report.

· The next stages (Stage 3) will address Great South Road, Station Road and the remaining section of Mason Ave.

15. The proposals for Avenue Road seek to:

· In conjunction with the new Bus-Train Station support the delivery of the new improved public transport network for the south; and

· Improve the quality of the public realm in line with the adopted Ōtāhuhu Town Centre Framework and the upgraded eastern portion of Mason Ave.

Avenue Road

Proposal

16. There was $3.8 million allocated to Avenue Road in financial years 2016 and 2017. This budget was to deliver both streetscape and public transport improvements on Avenue Road.

17. A concept design for the Avenue Road upgrade and new Bus Station has been prepared (refer to Attachment A). The streetscape elements are consistent with the Town Centre Framework and the design of the upgraded portion of Mason Avenue. The upgrade will provide for:

· Wider footpaths of aggregated concrete to match the Mason Ave upgrade

· New street lights to match those on Great South Road and the upgraded portion of Mason Avenue

· New street furniture

· Street planting at the Great South Road end of the Road

18. The proposed new on-street bus stops are on either side of Avenue Road in the Ōtāhuhu Town Centre. This upgrade will support the new bus network for south Auckland by allowing more frequent buses and will create a more attractive and sheltered bus station. Specifically the proposals are for:

· bus stops on either side of Avenue Road, to allow for 4 bus operations in each direction

· new bus shelters and canopies on both sides of Avenue Road

· real-time bus information and AT way-finding signage

· a new three-cubicle ‘Exeloo’ toilet (to replace the existing toilets)

19. The new on-street stops replace the existing off-street Ōtāhuhu Town Centre Bus Station. There will be a transition period during which some services will still terminate at this bus station. This off-street facility will then be closed. The future use of the Bus Station site has yet to be determined.

Community & Key Stakeholder Engagement

20. The following engagement has been undertaken:

· Workshops with Local Board on the 9th of June, 6th of July and 3rd of August 2016.

· A meeting with Ōtāhuhu Commercial and Mainstreet Association on the 10th of June 2016.

· A Hui with iwi on the 30th of June 2016 and site visit on the 21st of July 2016, following a letter to all 12 iwi identified as having an interest in the area of the Mangere-Ōtāhuhu Local Board.

· A meeting for affected businesses on the 13th of July 2016.

· Two public open days on the 14th and 16th of July at Toiā, the Recreation Precinct.

21. The meetings with the Ōtāhuhu Mainstreet and Commercial Association and the affected businesses highlighted a number of detailed and predominantly operational issues regarding lighting, furniture and materials being ‘fit for purpose’, being well maintained and Crime prevention Through Environmental Design (CPTED) issues. The issues have been reviewed and resulted in changes to the concept plan. For example, the type of seats have been revised - no single seats are proposed and a mix of aluminium and timber seats.

22. Half of the affected businesses attended the meeting and overall the response to the proposals was positive. Two of the properties that need new water meters requested that this could be undertaken at the same time as the Auckland Transport works. This will be accommodated.

23. The public open days were advertised in the Manukau Courier on the 12^th of July and flyers were also hand delivered to businesses and residences in Ōtāhuhu inviting participation in the open days. The open days were well attended and the overall feedback was very positive. Attendees noted that the proposals should improve the look and safety of Avenue Road and the bus stops. The questions received related primarily to the role of the Avenue Bus Stops given the new Bus Station at the Train Station, the timeframe for completion and questions on specific bus services.

24. The opportunity to comment, via the freepost form or online, is open until the 24^th of July 2106. A summary of the feedback received, responses to feedback and the final decisions on the project will then be prepared. This will be discussed with the Local Board at a workshop on the 3^rd of August 2016.

25. A revised concept plan which has been informed by the outcomes of both the public and stakeholder consultation and responds to the issues raised by key stakeholders will also be tabled at this business meeting. Given the tight timeframes for this project, staff are asking that the Local Board agree to delegate staff the ability to confirm the detailed design tender and to award the construction contract.

Stage 3 of the Streetscape Upgrade

26. There is a budget of $17 million in this and the next two financial years of the 2015 - 2025 Long-term Plan for the Stage 3 upgrade of the Ōtāhuhu Town Centre. This includes budget for design, consenting and physical works.

27. The adopted Framework for the Town Centre and the design of the completed section of Mason Ave will guide Stage 3. The design of the upgraded portion of Mason Avenue provided a reference for the Avenue Road streetscape elements and will also do so for Stage 3.

28. It is intended to undertake design for Stage 3 in late 2016. Construction is anticipated from mid-2017 to mid-2019.

Consideration

Local board views and implications

29. The Ōtāhuhu Town Centre Framework, which sets the direction for the streetscape component of this project, was adopted by the Māngere-Ōtāhuhu Local Board in May 2015.

30. There have been ongoing regular workshops with the local board on the proposed streetscape upgrade and the improvements to the Avenue Road Bus Station since this time. There have been three recent Local Board workshops on the 9^th of June, the 6^th of July and the 3^rd of August 2016 as part of the engagement process on the development of the proposals for Avenue Road. The board views support the project.

31. The Māngere-Ōtāhuhu Local Board will be actively engaged in the development of the proposals for the next stages of the streetscape upgrade. The next workshop with the board is scheduled for the 7^th of September 2016.

Māori impact statement

32. It is noted that mana whenua were actively involved in, and informed the development of the Town Centre Framework. The Framework encompasses specific reference to the Te Aranga Maori design principles and values and how these will be applied through any streetscape proposals. This has been taken into account in the development of the concept for Avenue Road.

33. A hui was held on the 30th of June 2016. Mana whenua raised concern at the limited time for engagement and it was agreed that a further site visit would be held on the 21st of July 2016. This was to familiarise the iwi with the all 32 of the frequent network proposals, of which the Avenue Road project is only a part. Matters raised at this visit would then be considered for the development of the revised concept design to be tabled at the business meeting.

Stage 3

34. A letter was sent to all 12 Iwi that have been identified as having an interest in the area of the Mangere-Ōtāhuhu Local Board. The first hui was held on the 28^th of July 2016. This is in line with agreements with mana whenua that engagement would commence before the appointment of the design consultants.

Implementation

35. The adopted Ōtāhuhu Town Centre Framework provide guidance for future streetscape projects.

Avenue Road

36. Budget was allocated for the new Town Centre Bus Station and streetscape works in Avenue Road in financial years 2015/16 and 2016/17 in the 2015 - 2025 LTP. Subject to completing the design and consenting processes construction is intended to start on site in August and be completed by October 2016.

37. Completion of the Stage 2 Avenue Road works coincides with the completion of the new Ōtāhuhu Train and Bus Station. The new facilities are required by October 2016 to facilitate the commencement of the new southern bus network in late 2016.

Next Stages of the Streetscape Upgrade

38. Planning for Stage 3 of the streetscape upgrade of the Ōtāhuhu Town Centre is underway. The intention is to commence the design process in late 2016. As agreed with the Local Board and mana whenua engagement will commence prior to the formal design process.

39. Construction of Stage 3 is anticipated to be from mid-2017 to mid-2019. Staff will work closely with stakeholders and particularly affected businesses and the business association to develop implementation plan.

Attachments

No.	Title	Page
a View	Otahuhu Town Centre Upgrade Avenue Road design	55

Signatories

Authors

Jeremy Pellow - Development Programmes Senior Lead

Nicola Mochrie - Development Programmes Senior Lead

Authorisers

John Dunshea - General Manager Development Programmes Office

Neil Taylor - Senior Local Board Advisor

Māngere-Ōtāhuhu Local Board

17 August 2016

Auckland Transport Update - August 2016

File No.: CP2016/17024

Purpose

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

Executive summary

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

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

· Simplified Fares 14 August 2016

· Changes to the Quarterly Report Format

· Iwi Information Sign

· Future Streets

· Local Board Transport Capital Fund updates.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

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

b) Supports providing ‘Land Owner Consent’ for the installation of the new Te Akitai Waiohua sign at the entrance to the Otuataua Stonefields and requests that Auckland Council Parks and the Local Board Parks Portfolio Leaders complete the required process.

Comments

Responses to Resolutions

3. The response to the resolution below was not signed off by close of agenda. The final response will be reported to the September business meeting.

Resolution Number: MO/2016/53

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

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

Simplified Fares 14 August 2016

4. A key MOLB advocacy initiative is for the Local Board Area to have “a great public transport network that is easy to get to, frequent and reliable” and Auckland Transport can report that the new, simpler fares system starting for all bus and train services on 14 August 2016 will support this initiative.

5. The system involves charging people for travel based on ‘zones’ rather ‘stages. One fare will be charged for an up to four hour journey, comprising of up to 5 rides (Bus or Train). The only restriction is that transfers between rides must take place within ½ an hour of ‘tagging off’.

6. Another change relates to ‘day passes’ which will be replaced with a new $18 all zones pass, which is valid for travel until midnight on the day of use. This pass provides travel on all trains, buses (except the SkyBus) and on Auckland's inner harbour ferry services.

7. An AT HOP ‘all zones’ monthly pass option is also available for travel on buses and trains (excluding SkyBus services).

8. People can still buy cash tickets, but will then need to pay for each bus and train service separately. This will cost significantly more than using ATHOP

9. The following map and fare table (Figures 1 and 2 below) provide information about the cost of travel

Figure 1: Fare Zone Map

Figure 2: Fare Table

10. The lower uptake of AT HOP Cards amongst South Auckland communities has been noted by Auckland Transport and we are working closely with Auckland Council and the Southern Initiative’s Co-Design Lab to identify new ways to increase AT HOP use in these communities.

11. This project is about supporting advocacy from Local Boards, communities and public transport users. The aim is to make fares easier to understand and fairer for all. This will support the ‘New Network’ that is being rolled out across Auckland and encourage people to use public transport.

Changes to the Quarterly Report Format

12. A new approach is being taken to provide the Auckland Transport quarterly report information. The relevant material will be incorporated as an attachment to each local board’s monthly report.

13. The Transport Control Committee (TCC) resolutions will be provided on a monthly basis.

14. The local board advocacy initiatives will be reported on in October and March each year. It is hoped these changes will improve the information flow to local boards and ensure the material being reported on, is as timely as possible.

15. In addition to this material, AT will circulate the quarterly report prepared for the Governing body by email to local board chairs and transport portfolio leads. (This report could go on local board agendas if requested and, covers major regional projects, public transport patronage figures, road maintenance activity and financial performance.)

16. The following are attached to this report:

· Attachment A – Report from AT departments on what they have done in each local board area over the past quarter

· Attachment B – Report on Travelwise Schools activities

· Attachment C – The Transport Control Committee report

Iwi Information Sign

17. In October 2015 Auckland Transport started to work with the 19 iwi of Auckland’s mana whenua who are helping to develop the Regional Signage Project. The Regional Signage Project is developing signage guidelines for the council family and includes all road, directional and information signs

18. An objective is to deliver Maori signage around the Auckland region that would showcase mana whenua culture, history and traditions. This signage will be paid for by Auckland Transport.

19. Discussion has taken place with Te Akitai Waiohua and a sign design and location are confirmed. The sign design and the proposed location at the entry to the Otuatuau Stone Fields is shown below. The sign’s proposed location is marked by the red arrow.

Figure 3 - Te Akitai Waiohua Sign Design and Location

20. The sign is being paid for by Auckland Transport but as it will be built on a park it requires the MOLB’s approval. ‘Land owner approval’ is provided via a Council process and after discussion with Auckland Council’s Parks representative Allan Christianson it was felt that a ‘resolution’ from the MOLB supporting the project would provide sufficient guidance for the this action to be completed at a ‘portfolio’ level.

Future Streets

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

22. The project continues to move forward and aspects of the build are still being confirmed so there are some changes to the programme. Recent bad weather has slowed progress a little but here is a summary of key activities in July:

· Launch – Auckland Transport’s General Manager Communications has approved a launch event for this project. Details were not available at the time this report was drafted but will be circulated ASAP. The parts of the project funded by the MOLB will be completed soon and the launch date is likely to be in September or early October.

· Friesian Ave and Imrie Ave – ‘Over programming’ during the planning phase has allowed the project team to very quickly utilise the extra approx. $ 1 million of funding identified last reporting period and tenders have already been issued for this work.

· Mascot Ave - Physical works continue and are almost complete.

· Closure of Windrush Close – Public consultation is complete and is generally favourable. The issues raised were able to be addressed and final planning and consenting is being conducted

· Windrush to Waddon Walkway – This part of the project was slowed down by bad weather but is still approx. 90% complete. .

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

Local Board Transport Capital Fund (LBTCF):

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

Figure 2: LBTCF Summary

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

MOLB Consultations:

25. Auckland Transport provides the MOLB with the opportunity to comment on transport projects being delivered in this Local Board Area.

26. In this reporting period one projects was circulated for comment by the MOLB. Details are contained in Attachment E .

Attachments

No.	Title	Page
a View	Quarterly Activity Report	63
b View	Travelwise Quarterly Report	75
c View	Traffic Control Committee Resolutions	77
d View	Local Board Transport Capital Fund Projects	79
e View	Details of Consultation Sent to the Mangere-Otahuhu Local Board for Comment	81

Signatories

Authors

Ben Stallworthy Elected Member Relationship Manager , Auckland Transport

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit

Neil Taylor - Senior Local Board Advisor

Māngere-Ōtāhuhu Local Board

17 August 2016

Mangere-Otahuhu community arts broker work programme 2016/2017

File No.: CP2016/17183

Purpose

1. To seek approval of the 2016/2017 Māngere-Ōtāhuhu community arts broker draft work programme.

Executive summary

2. The Māngere-Ōtāhuhu local board allocated $100,000 in the Arts, Community and Events (ACE) 2016/2017 work programme to engage an arts broker to support a range of community art programmes across the local board area. The current arts broker contract ends in September 2016.

3. The ACE work programme notes that staff will present a proposed broker work programme to the local board for approval. This report presents that work programme (Attachment A) and seeks the local board’s approval. The 2016/2017 work programme would begin in October 2016.

4. The Māngere-Ōtāhuhu community arts brokers presented an interim report at a local board workshop on 13 July 2016 and subsequently prepared the 2016/2017 work programme. The work programme is informed by work completed in the first year of the project.

5. The proposed work programme is included as Attachment A and focuses on the following ‘strands’ for 2016/2017:

· Māngere Arts Centre programmes

· Māngere Arts Centre Pacific Theatre programme

· new-immigrant focussed arts programme

· collaborative art works, made with high community participation

· temporary art in public spaces

· community organisation capacity building art projects

· mana whenua and mataawaka projects

· audience development and awareness

6. arts organisation and independent artist liaison.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) approve the arts broker draft work programme for 2016/2017.

Comments

The arts broker role in Māngere-Ōtāhuhu

7. The 2015/2016 Māngere-Ōtāhuhu ACE work programme included a project and budget allocation for a community arts broker to work in the local board area. The community arts broker is a mechanism for empowering communities, to bridge the gap between community-led and organisational-led outcomes within a sustainable and accountable framework.

8. The Māngere-Ōtāhuhu community arts broker was appointed in November 2015 to scope art activations within the community. Arts broker activities aimed to support community-led projects with an emphasis on reflecting local diversity.

9. The local board outlined the broker role’s key outcomes as follows:

· connect Māngere Arts Centre – Ngā Tohu o Uenuku with its community

· more art programmes for the community

· accessible creativity for all in the Māngere-Ōtāhuhu area

· tell Māngere-Ōtāhuhu stories

· build capacity and networks for the arts in Māngere-Ōtāhuhu.

Progress to date

10. Broker activities in 2015/2016 built on the key outcomes outlined above, focussing on the following ‘strands’:

· Māngere Arts Centre public programs

· collaborative art works or art made with high community participation

· temporary art in public spaces

· community organisation capacity building art projects

· mana whenua and mataawaka projects

· audience development and awareness.

11. Thirteen events, community and artist lead projects were initiated between March and June 2016, and a further seven are in discussion for the remainder of the current contract which continues until September 2016.

Plans for 2016/2017

12. The work programme for 2016/2017 is attached (Attachment A). The relationships built with community organisations in 2015/2016 informed the 2016/2017 work programme, in line with the Empowered Communities Approach. The arts broker also conducted focus groups with members of the local community, and sought input from the local board at a workshop on 13 July 2016.

13. The following ‘strands’ emerged from that consultation as focus areas for 2016/2017:

· Māngere Arts Centre programmes

· Māngere Arts Centre Pacific Theatre programme

· new-immigrant focussed arts programme

· collaborative art works, made with high community participation

· temporary art in public spaces

· community organisation capacity building art projects

· mana whenua and mataawaka projects

· audience development and awareness

· arts organisation and independent artist liaison.

Local board views and implications

14. The Māngere-Ōtāhuhu community arts broker presented at a Local Board workshop on 13 July 2016. The views expressed by local board members have directed the project to date and are reflected in Attachment A.

Maori impact statement

15. Improving Māori outcomes is a priority for the Māngere-Ōtāhuhu Local Board. The ACE work programme aims to improve well-being among Māori living in the local board area and to incorporate Māori traditions and understandings through diverse and creative opportunities for engagement, collaboration and participation across Māngere-Ōtāhuhu. These priorities are captured in the key performance indicators (KPI’s) in schedule 1, 2.5, of the 2016/2017 funding agreement and are reported on annually.

Implementation

16. ACE staff will continue to meet with portfolio holders to provide updates on the work programme and ensure it is progressed in a timely way. The community art brokers will regularly update the local board via the arts portfolio meetings and at workshop when required. The ACE work programme will be implemented within the annual plan 2016/2017 budget and reported on through the quarterly reporting process.

Attachments

No.	Title	Page
a	Arts, Community and Events (ACE) 2016/2017 work programme	86

Signatories

Authors

Sarah Zimmerman - Senior Advisor

Tania Short - Arts & Culture Advisor (South)

Authorisers

Neil Taylor - Senior Local Board Advisor

Māngere-Ōtāhuhu Local Board

17 August 2016

Community lease with Auckland Citizens Advice Bureaux Incorporated

File No.: CP2016/15051

Purpose

1. To seek approval to grant a community lease for multi-premises to Auckland Citizens Advice Bureaux Incorporated. Premises are located in nineteen local board areas as follows:

· Albert-Eden

· Devonport-Takapuna

· Henderson-Massey

· Hibiscus and Bays

· Howick

· Kaipātiki

· Māngere-Ōtāhuhu

· Manurewa

· Maungakiekie-Tāmaki

· Orākei

· Ōtara-Papatoetoe

· Papakura

· Puketāpapa

· Rodney

· Upper Harbour

· Waiheke

· Waitākere Ranges

· Waitematā

· Whau

Executive summary

2. Auckland Council and Auckland Citizen Advice Bureaux Incorporated (the Bureaux) have negotiated a revised Strategic Relationship Agreement (Attachment A) and a new Funding Agreement which was approved by the Regional Strategy and Policy Committee 7 April 2016.

3. This provides an opportunity for the existing thirty two occupation agreements, inherited from legacy councils, to be surrendered and replaced with a multi-premises lease. The initial term of the lease would be for two years with two rights of renewal each being for a three year period.

4. The change to a multi-premises lease has been discussed with the Bureaux who have welcomed the initiative as it would simplify their administration and enhance budgeting.

5. There have been meetings with most local boards with Bureaux premises who were overall supportive of the multi-premises lease.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Approve the surrender of all leases and accommodation agreements to Auckland Citizens Advice Bureaux Incorporated and other associated societies of the Bureaux, within the respective local board area as specified in the Schedule of Bureaux Sites (Attachment B).

b) Approve a new multi-premises lease to Auckland Citizens Advice Bureaux Incorporated for the premises within the respective local board area specified in the Bureaux Sites (Attachment B) subject to the following terms and conditions:

i) The lease term will be two (2) years commencing 1 July 2016 with two (2) three (3) year rights of renewal, with a final expiry of 30 June 2024, if all rights of renewal are exercised.

ii) Rent will be $1.00 plus GST per annum.

iii) Auckland Citizens Advice Bureaux Incorporated will be responsible for all operational charges for each site throughout the term of the lease, as set out in the Schedule of Bureaux Sites (Attachment B) and Regional Bureaux Sites-(Attachment C).

iv) That operational charges for any sites added during the term of the lease be at the rate prescribed by the community occupancy guidelines in effect at the time of addition, currently $25/m² of space occupied.

v) Provision is provided to allow for the addition and removal of premises during the term of the lease.

vi) Provision to allow Libraries, where the space occupied by the Bureaux is required for library purposes, to relocate the Bureaux to another area within the same building upon six months’ notice.

vii) The community outcomes plan provision be amended to refer to the revised strategic relationship agreement objectives to develop specific community outcomes between the Bureaux and each local board.

viii) All other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

Comments

The Bureaux Background

6. On 20 September 2012 the Bureaux was incorporated under the Incorporated Societies Act 1908. The aim of the Bureaux is to:

· Ensure that individuals do not suffer through ignorance of their rights and responsibilities;

· Assist those who are unable to express their needs effectively;

· To exert a responsible influence on the development of social policies and services, both locally and nationally.

7. Currently, the Bureaux and its associated societies occupy 32 premises provided by council throughout Auckland. All these have varying agreements in respect of the terms and conditions:

· Thirty are council-owned premises with various occupation arrangements in place;

· Two are commercially owned and leased to council.

8. A review of the occupation agreements with the Bureaux identified benefits that would accrue if these agreements were brought together as one lease with consistent terms and conditions, aligned with the Strategic Relationship Agreement (SRA) and Funding Agreement (FA) and Long-term Plan funding rounds.

9. Under the SRA, the Bureaux have agreed to meet local community objectives by providing communities with high quality information, advice, referral and client advocacy services that:

· Are accessible and responsive to the needs of our diverse communities;

· Inform and empower people;

· Encourage people to be actively involved in shaping their communities and the city;

· Contribute to the development of regional social policy;

· Collaborate with Auckland Council on the development of the strategic direction for the provision of the Citizens Advice Bureau services.

10. Relationships between local boards and local Bureaux are at different stages of development. The SRA supports development of successful long-term local board-Bureaux relationships by increasing information sharing between the board and Bureaux through quarterly and annual reports on service usage and emerging local issues.

Premises Background

11. The Bureaux and its associated societies have agreed to surrender existing occupation contracts and to enter into a regional multi-premises lease identifying the separate sites occupied by the Bureaux.

12. Attachment B lists the Bureaux premise(s) for inclusion in this local board area. Attachment C Regional Bureaux Sites shows all the Bureaux locations across the region.

13. Two sites listed below are owned by the Crown and held in trust by council as noted in the table below, these leases will require a clause to recognise that the properties may in the future be required for Treaty of Waitangi settlement purposes. These sites are:

Local Board Area	Building Name	Location
Maungakiekie-Tāmaki	CAB Office	100 Line Rd Glen Innes
Kaipātiki	Library building	5 Ernie Mays St Northcote

14. Three sites are unclassified local purpose reserves. These sites can be leased pursuant to section 61 (2A) of the Reserves Act without the need to classify or advertise. The details of each will be placed on a schedule of sites to be classified subsequently. The sites are:

Local Board Area	Building Name	Location
Maungakiekie-Tāmaki	CAB Office Plunket Rooms	100 Line Rd Glen Innes
Waiheke	CAB office building	141 Ocean View Rd Oneroa
Whau	New Lynn Library Building	3 Memorial Drive

15. In the Māngere-Ōtāhuhu Local Board area CAB services are provided by the Māngere CAB from the Māngere Town Centre. Their ‘licence to occupy’ the premises at the Māngere Town Centre will change to a lease. This CAB has received LDI funding from the board to run services from Toia till 2016/2017.

Options

16. This report proposes that all council managed premises for the Bureaux be granted under a multi-premises community lease providing the thirty two sites with a common lease document with standard terms and conditions. A multi-premises lease will enable more efficient, consistent and streamlined lease management. Importantly it will provide the Bureaux with the following:

· Accommodation with a defined lease period;

· Known costs to further assist their budget planning and financial controls;

· Reduce both the Bureaux and council’s administrative costs thereby assisting the former to focus on their primary outcomes.

17. The regional premises meet the current service delivery needs of the Bureaux. No asset delivery study has been undertaken, but will be as part of the work programme in the SRA between council and the Bureaux. The proposed lease accommodates this future asset study by allowing for more streamlined addition and removal of premises to meet both the changing accommodation and business needs of the Bureaux.

18. Some sites are currently under consideration by local boards regarding configuration of current space or relocation to other premises. These are Panmure, Sylvia Park, Glen Innes, (Maungakiekie-Tāmaki Local Board) and Glen Eden (Waitākere Ranges Local Board).

19. The proposed multi-premises lease will allow for a more flexible optimization of the network while retaining local boards delegated authority.

20. This proposal was developed in consultation with the Arts Community and Events Department, Legal Services, and Corporate Finance and Property and in close working relationship with the Bureaux.

21. The local board can alternatively choose not to adopt the proposed recommendation, where its respective Bureaux will be omitted from the multi-premises agreement and managed as individual leases. The multi-premises agreement can still be entered into by supporting local boards and progressed without the participation of all, though this would significantly reduce the efficiencies to be gained by the approach.

Consideration

Local board views and implications

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

23. Local Board budgets will be affected by the proposed change to rental and operational fees. However, the change is related to asset-based service budgets and does not need to be topped up by individual LDI funding for local boards showing a negative effect. Conversely, Local Boards receiving more revenue will not have ability to spend the additional funds showing in their accounts. Budgets will be adjusted at the first review in August to manage this.

24. A portfolio meeting has been held with most local boards and they were presented with the proposal for a multi-premises community lease. General acceptance of the approach for a multi-premises lease was indicated and no concerns were raised.

25. There are no local board risks identified for the proposal as it allows for a more networked and flexible management of the premises while retaining local boards delegated authority.

26. The SRA supports the achievement of the following 2014-2017 Local Board Plan priorities:

· A place where communities thrive and belong

· A range of facilities to meet diverse needs

Māori impact statement

27. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2012-2022, the Unitary Plan and Local Board Plans.

28. Support for Maori initiatives and outcomes is detailed in Te Toa Takitini, Auckland Council’s Maori Responsiveness Framework. An aim of community leasing is to increase targeted support for Maori community development projects. Additionally it seeks to improve access to facilities for Maori living in the local board area.

Implementation

29. The multi-premises community lease will outline consistent terms and conditions for each of the Bureaux

30. There are no significant cost implications for Auckland Council.

Attachments

No.	Title	Page
a View	Attachment A Strategic Relationship Agreement	97
b View	Attachment B Bureaux Sites	117
c View	Attachment C Regional Bureaux Sites	119

Signatories

Authors

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Neil Taylor - Senior Local Board Advisor

Māngere-Ōtāhuhu Local Board

17 August 2016

Strategic Relationship Agreement

Serving Our Communities Together

Auckland Council and Auckland Citizens Advice Bureaux

A. Background and Purpose

Auckland Council and Auckland Citizens Advice Bureaux Inc. (ACABx) have a robust relationship, based on the long-standing relationship between local Bureaux and the legacy councils. Both organisations wish to reflect this existing goodwill in a framework to guide their relationship and the achievement of their shared vision, and further manifest this trust and mutual respect through development of a formal partnership and shared work programme. This agreement also provides for council funding for Citizens Advice Bureaux (CABx) services through ACABx and related accountabilities.

B. Shared Vision

Auckland Council and ACABx have agreed that they will work together to provide local communities with high quality information, advice, referral and client advocacy services that:

§ are accessible and responsive to the needs of our diverse communities

§ inform and empower people

§ encourage people to be actively involved in shaping their communities and the city

§ contribute to the development of regional social policy.

C. Roles and Responsibilities

Both organisations play roles in delivering on the shared vision:

Auckland Citizens Advice Bureaux (ACAB) Inc.

The aims of ACABx are:

To ensure that individuals do not suffer through ignorance of their rights and responsibilities, or of the services available; or through an inability to express their needs effectively.

Me noho matāra kia kaua te tangata e mate i tāna kore mōhio ki ngā āhuatanga e āhei atu ana ia, ki ngā mahi rānei e tika ana kia mahia e ia, ki ngā ratonga rānei e āhei atu ana ia; i te kore rānei āna e āhei ki te whaputu i āna hiahia kia mārama mai ai te tangata.

To exert a responsible influence on the development of social policies and Services, both locally and nationally.

Kia tino whawāhi atu ki te auahatanga o ngā kaupapa-ā-iwi me ngā ratonga-ā-rohe, puta noa hoki i te motu.

ACABx:

An Incorporated Society, established in June 2012 with the following purposes:

§ to provide an organisational framework and support structure which enables a co-ordinated service to members related to funding from, and other support arrangements with, Auckland Council and other bodies.

§ to work with Auckland Council on the development of the strategic direction for the provision of the Citizens Advice Bureau services within the Auckland Council area.

Auckland’s Citizens Advice Bureaux (CABx) are members of ACABx and democratically elect a board to fulfil the above purposes. In turn, ACABx and all Auckland CABx are members of Citizens Advice Bureau New Zealand (CABNZ). CABNZ supports bureaux to meet membership standards which underpin their service and influences development of social policies and services at a national level.

CABx provide information, advice, referral and client advocacy services via face-to-face, telephone and online contact. Currently, there are 12 Bureaux comprising 31 Auckland service sites, with over 900 trained volunteers fielding close to 302,000 enquiries per annum, 75 percent of this service is delivered face-to-face.

Auckland Council:

A unitary authority with purposes, functions, powers and duties as set out in the Local Government Act 2002 and amendments, and other Acts including the Local Government (Auckland Council) Act 2009.

Support for CABx strongly aligns with the vision and strategic direction of the Auckland Plan and the Empowered Communities Approach endorsed by the Regional Strategy and Policy Committee on 4 June 2015.

Key roles in this relationship include, but are not limited to:

§ brokering and facilitation

§ co-ordination and planning

§ networking and access to information, knowledge and other key decision makers

§ advocacy

§ Kaitiakitanga/guardianship role (in terms of both the City and its people)

§ engagement with local communities.

In terms of this agreement Auckland Council also takes on the role of a funder.

Both organisations agree to support each other where possible, including reasonable acknowledgement of each other’s logos where appropriate.

Guiding Principles of working together

Both organisations acknowledge a commitment to the concept of partnering and agree to:

§ work in such a way that promotes goodwill, good faith and trust, recognising and respecting each other’s ways of working and obligations to their organisation and wider stakeholders

§ commit to continuously seek to improve what we do in partnership through sharing good practice

§ support the achievement of each other’s outcomes where possible and work constructively and collaboratively to achieve shared outcomes

§ acknowledge and celebrate success and the achievement of mutually shared outcomes

§ work together to actively support the Treaty of Waitangi/Te Tiriti o Waitangi

§ actively promote social inclusion and embrace Auckland community diversity

§ share information to improve understanding of local communities and inform council social policy development.

D. Managing the Relationship

Both organisations agree to:

§ meet a minimum of four times a year to progress their shared outcomes

§ develop a shared work programme including a range of initiatives at both strategic and operational levels that is reviewed on an annual basis

§ ensure the maintenance and ongoing development of a strong and healthy MASTER CW LOGO relationship.

E. Resourcing MASTER CW LOGO

The financial and non-financial resources of each organisation will be used to support the achievement of individual and shared outcomes, including resourcing and capacity to invest in relationships and partnering processes.

Key non-financial resources include:

§ staff, elected member and volunteer time

§ knowledge, information, advice and networks.

Auckland Council has agreed to fund ACABx for the provision of Auckland CABx services for the two year period 2016-2018 because CABx are:

§ well established and have recognised expertise

§ critical to fulfilling council goals

§ involved in activities in which council has a key interest

§ healthy, viable and sustainable organisations.

F. Review

Both organisations are mutually accountable for delivering on this agreement, and reporting progress to each other and to third parties. This strategic relationship agreement will be reviewed at the end of one year from the date of signing.

G. Signatories

The common seal of Auckland Citizens Advice Bureaux Inc. was affixed in the presence of the Chairperson /Representative (***) and a Board Member (***) on …………………….2016.

ACABx Chairperson/Representative Auckland Council

ACABx Board Member Auckland Council officer with delegated authority

SCHEDULES

1. Shared vision

2. Protocols and Processes to Support the Relationship

3. Biennial Work Priority Areas

· Shared Outcomes and Key Work Priority Areas

4. CAB Services in 2016/2018

Schedule 1. Shared Vision

Auckland Council and ACABx have agreed they will work together to provide local communities with high quality information, advice, referral and client advocacy services that:

§ are accessible and responsive to the needs of our diverse communities

§ inform and empower people

§ encourage people to be actively involved in shaping their communities and the city

§ contribute to the development of regional social policy.

Schedule 2. Protocols and Processes to Support the Relationship

The scope of this relationship

This Agreement is not intended to extend to the day-to-day operation of local bureaux. In relation to the local boards – local CABx relationship, the focus is on local services.

Table one: Identified activities within this agreement

In scope	Out of scope
Regional funding relationship including monitoring and reporting	Local, supplementary funding to CABx through local boards
Overview of CABx accommodation and multi-site lease arrangements	Property issues associated with local CABx
Co-ordinating cross-council relationships with ACABx (e.g. Libraries)	The operational relationships between council departments and local CABx
Research using aggregated data and information to inform policy development that address issues facing CAB clients	Access to or sharing of data that may compromise client privacy, or other confidential matters (etc.)
Support for ACABx and CABx to develop capacity and services to effectively respond to the changing face of Auckland	Specific funding arrangements outside of the ACABx grant

Auckland Council Governing Body – ACABx Relationship

This strategic relationship is between ACABx and Council’s Governing Body, with a focus on ensuring both Council and ACABx have an Auckland wide focus and best practice principles to achieve the most effective and responsive service for the people of Auckland.

The Governing Body (which consists of an elected mayor and 20 councillors) focuses on big picture, region-wide strategic decisions, and it is the Governing Body who holds the decision-making role in relationship to the regional ACABx relationship.

Strategic Relationship Management

Both organisations recognise that many people, at both political, governance and operational levels, will be involved in achieving the goals and priorities that form the basis of this agreement. For clarity, and to facilitate and strengthen the strategic relationship between both organisations, the Community Empowerment Manager for Auckland Council and the Board Chair ACABx are identified as the key people with oversight responsibilities for the successful implementation of this agreement.

Funding

Auckland Council Governing Body has agreed to provide funding through the Long-term Plan 2015-2025. Funding has been agreed for 2016-2018 to support the operation of CABx across Auckland and the agreed work programme.

Funding will be in accordance with the terms and conditions of the Funding Agreement attached as Appendix One. The term of this agreement is for two years. A negotiated right of renewal at the completion of this agreement for a period of three years followed by a further three years is conditional on delivery of the agreed biennial work programme for 2016-2018 and approval by the Auckland Council Regional Strategy and Policy Committee.

Relationship between local boards and local CABx

Local boards are a key part of Auckland's governance, enabling local representation and decision making on behalf of local communities. There are 21 local boards throughout the Auckland region from Rodney to Franklin.

Local boards have a significant and wide-ranging role that spans most council services and activities. Local boards represent their communities, make decisions on local matters including local facilities, provide local leadership and support strong local communities. Local boards provide important local input into region-wide strategies and plans including those of the council-controlled organisations (CCOs).

Relationships between local boards and local CABx are at different stages of development, which reflect their specific local situation. Some local boards have more than one CABx in their area, and some local boards are serviced from their neighbouring local board area. However, the local board is a primary stakeholder in any local CABx. The local board’s role includes decision-making in relation to locations and leasing of community facilities, many of which accommodate local CABx. The local CABx role is to provide local information, advice, referral and client advocacy services to meet the needs of the local community. The intention of this Agreement is to support development of successful long-term local board-local CABx relationships for mutual benefit. There will continue to be different relationships in different local board areas, reflect their specific local context, preferences and priorities.

The process for successful collaboration between local boards and local CABx

To fulfil the intent of this strategic relationship agreement the following actions will be undertaken:

· To promote information sharing, local CABx will report to their relevant local board on a quarterly basis on service usage and other matters of interest (emerging trends and local issues). This may be done as a cluster in a local board area. The expectation is that as part of this reporting process local bureau will give an annual presentation at a local board meeting at least once a year.

· To develop and maintain the relationship between local boards and local CABx, regular meetings will be set up for the purpose of sharing emerging trends. The frequency and format of those meetings should be agreed with the local board Chair and/or the local board portfolio lead.

· Regular meetings will provide for CABx to contribute to empowering and enabling communities and improve service delivery.

· Each local board – local CABx will focus on relationship development and implementation will be designed to build on local strengths and successes and respond to the specific needs of the local area and its community.

The key outputs of successful collaboration between local boards and local CABx

The key outputs of a successful collaboration include:

§ Reporting to local boards e.g. on service usage and other matters of interest

§ Informal updates and check-ins

§ Opportunities to provide input into future local community development and CABx service development

§ Opportunities for co-location or location in Auckland Council-owned facilities.

Each local board – local CABx relationship development and implementation will be designed to build on local strengths and successes and respond to the specific needs of the local area and its community.

Auckland Libraries’ Relationship with ACABx

Local libraries and local CABx have good established relationships. Libraries provide access to information, CABx provide facilitated access to information and unique advice tailored to the situation of the client. The intention of this agreement is to strengthen and develop relationships between Auckland Libraries and ACABx in order to strengthen areas for working together.

This will include:

Twice-yearly meetings, incorporated into the general meeting schedule, will include a senior manager in Libraries and an ACABx representative to share information, build relationships, and develop effective mechanisms for addressing matters over which the services need to co-operate, particularly within co-located facilities. It is expected that local libraries via the Community Library Manager will also be in relationship with their local CABx.

Reporting

As part of each organisation’s annual planning process, elected/board members and staff of both organisations will come together for a workshop each year. This workshop will be an opportunity to discuss shared issues and projects related to the setting of forthcoming work programmes.

Regular meetings (four to six annually) will be held to support the joint relationship and achievement of the shared work programme. These meetings will focus on:

§ Reviewing progress against the work programme, including timeframes, outcomes and resourcing

§ Sharing information, issues and opportunities and ensuring delivery of the shared work programme

§ General relationship strengthening

§ Celebrating successes

Conflict Management

Both organisations are committed to address any issues that may arise by communicating honestly and openly and at an early stage.

However, if necessary, the Chief Executive of Auckland Council and the ACABx Board Chair, or their delegates, agree to meet and work through any serious issue or conflict in a sensible and practical manner.

If a resolution is not reached via this process, both parties will participate in mediation with a mutually acceptable mediator appointed if necessary by the Chairperson of LEADR NZ Inc. (Lawyers Engaged in Alternative Dispute Resolution).

Evaluation

Both organisations are committed to evaluate and review performance, not only in terms of shared work programmes (via achievement of key milestones and outcomes noted in the shared work programme), but also the effectiveness of this relationship agreement. The latter evaluation will be built into the annual workshop between both organisations and a broader biennial relationship review undertaken as part of the development process of any further agreement between the parties.

Schedule 3. Biennial Work Priority Areas

· Shared Outcomes and Key Work Priority Areas

As noted in this strategic relationship agreement, the Auckland CABx and local councils have worked together for many years and both organisations acknowledge the contribution that each has made.

This agreement reflects a partnering way of working, which is also reflected in the biennial work priority areas with key resourcing to support shared projects over the two-year period identified in Auckland Council’s Long-term Plan 2015-2025 and ACABx Strategic Plan.

Work Priority Areas for the 2016-2018 period include:

§ Partnering –clarifying the Council-ACABx relationship framework in practice

§ Annual work programme development–refining the annual joint programme of work that will progress our shared outcomes

§ Policy development–enabling a process for ACABx to contribute to council’s social policy development

Additional priorities can be incorporated to the biennial work programme, providing there is shared agreement and careful consideration of resourcing implications.

BIENNIAL WORK PROGRAMME FOR 2016/2017 – 2017/18

Objectives	Parties Involved	Outputs
1. Partnering Support development of the collaborative relationship and partnering as a fundamental way of working. Define approach and language to build upon this agreement and to be built into ongoing agreements.	ACABx representatives and Community Empowerment Unit (CEU), Auckland Council staff	Partnering language and approach developed collaboratively and clearly articulated and documented by ACABx and council by June 2017.
2. Annual work programme development Acknowledging both parties are working toward outcomes to contribute to positive social change at a local and regional level – refine the joint programme of work. Year one – Work collaboratively to define approach and tools that ensure the value and outcomes of ACABx work is communicated and measured working towards a better articulation of the value that CABx provide to Auckland communities. Build capability to address network provision, including development of tools to ensure ACABx and CABx responsiveness to : · growth in service need or provision particularly relating to vulnerable communities · demographic change · information exchange needs · digital service provision Year two – Test and apply approach to be completed and reviewed at the end of year two.	ACABx representatives and CEU staff	Co-develop via regular meetings a model of gathering and analysing, information and communicating the impact of CABx in the community. Co-develop model that will capture both quantitative (how much did we do), and qualitative (how well did we do it?) and impact (what changed as a result) data. Agree model by June 2017 for application in 2017-18 year by ACABx. Co-develop and agree approach and tools for responding to the changing needs of Auckland’s communities to be tested in 2017-18 year by ACABx. From June 2017 apply model of capturing, reporting and communicating impact and responsive network provision. March-June 2018 collaboratively review application of the model.
3. Policy development – analyse and interpret statistics, case studies, anecdotal evidence, knowledge and experience to share to support policy development enabling positive social change within Auckland’s communities.	ACABx and CABx representatives, CEU, RIMU, Community and Social Policy staff	Co-develop an approach to ensuring information is shared effectively and communicated in a way that is valuable for all parties. AC will work with ACABx so that relevant ACABx information is received and distributed across Council and informs Council policies and practice. Approach to be developed and confirmed by June 2017 and applied in the financial year 2017-18.

Māngere-Ōtāhuhu Local Board

17 August 2016

CABx services are provided at the following sites as well as through 0800FORCAB (0800367222) and www.cab.org.nz.

The following table denotes the service as at May 2016. Hours of operation are subject to change.

CAB Site	Address	Weekdays		Saturdays	Local Board
Albany (Agency of Browns Bay)	Upper Harbour Local Board Office 3 Kell Drive, Albany	Mon	12.00pm - 2.00pm		Upper Harbour
Avondale	Carpark behind Avondale Library 93 Rosebank Road, Avondale	Mon-Fri	9.30am - 1.00pm		Whau
Birkenhead	Birkenhead Library Building Cnr Rawene Road and Hinemoa Street, Birkenhead	Mon-Fri	9.00am - 4.30pm		Kaipatiki
Botany (Agency of Pakuranga)	25I Town Centre Drive, Botany Town Centre, East Tamaki	Mon-Fri	9.30am - 1.00pm		Pakuranga
Browns Bay	2 Glen Road, Browns Bay	Mon-Fri	9.00am - 4.30pm		Hibiscus and Bays
CAB Language Link (Not funded by AC)	521D Mt Albert Road, Three Kings	Mon-Fri	9.00am - 4.00pm		Puketepapa
Central Auckland	First Floor, Central Auckland Library 44-46 Lorne Street, Auckland CBD	Mon-Thu	9.30am - 4.30pm	10.00am - 12.00pm	Waitemata
Central Auckland		Fri	11.00am – 3.00pm	10.00am - 12.00pm	Waitemata
Eden-Albert	Adjoining Mt Albert Library Building 82 St Lukes Road, Mt Albert	Mon-Fri	9.00am - 4.00pm		Albert-Eden
Glen Eden	Glen Eden Library Complex Cnr Glendale Road and Glenmall Place, Glen Eden	Mon-Fri	9.00am - 4.30pm		Waitakere Ranges
Glen Innes	Plunket Rooms 100 Line Road, Glen Innes	Mon-Fri	9.00am - 4.00pm	9.30am – 11.00am [Legal Advice Clinic by appointment only]	Maungakiekie-Tamaki

CAB Site	Address	Weekdays		Saturdays	Local Board
Glenfield	Glenfield Library Building 90 Bentley Avenue, Glenfield	Mon-Fri	9.00am - 4.30pm		Kaipatiki
Grey Lynn-Ponsonby	Grey Lynn Community Centre 510 Richmond Road, Grey Lynn	Mon-Fri	9.00am - 4.00pm	9.00am – 4.00pm	Waitemata
Helensville	27 Commercial Road, Helensville	Mon-Fri	10.00am - 3.00pm		Rodney
Henderson	11 Trading Place, Henderson	Mon-Fri	9.00am - 4.30pm		Henderson-Massey
Hibiscus Coast	Orewa Community Centre 40-46 Orewa Square, Orewa	Mon-Fri	9.00am - 3.30pm	10.00am - 1.00pm	Hibiscus and Bays
Mangere	Shop 17, Orly Avenue Mangere Town Centre	Mon-Fri	9.00am - 4.00pm	9.30am - 12.30pm	Mangere-Otahuhu
Manurewa	Library Complex 7J Hill Road, Manurewa	Mon-Fri	9.00am - 4.00pm	9.00am - 11.00pm	Manurewa
Massey	Massey Library Building Cnr Don Buck Road and Westgate Drive Massey	Mon-Fri	9.00am - 4.30pm		Henderson-Massey
Mt Roskill	Mt Roskill Library Building 546 Mt Albert Road, Three Kings	Mon, Wed, Thu	9.30am - 4.00pm	10.00am – 12.00pm	Puketepapa
Mt Roskill	Mt Roskill Library Building 546 Mt Albert Road, Three Kings	Tue, Fri	9.30am - 1.00pm	10.00am – 12.00pm	Puketepapa
New Lynn	New Lynn Library Building 3 Memorial Drive, New Lynn	Mon-Fri	9.00am - 4.30pm	10.00am - 1.00pm	Whau
Northcote	Northcote Library Buildings 5 Ernie Mays Street, Northcote	Mon-Fri	9.15am - 3.30pm		Kaipatiki
Onehunga	Onehunga Community Centre and Library Building 83 Church Street, Onehunga	Mon, Tue, Thu, Fri Wed	9.30am - 4.00pm 9.30am – 5.15pm	10.00am - 12.00pm	Maungakiekie-Tamaki
CAB Site	Address	Weekdays		Saturdays	Local Board
Otahuhu (Agency of Mangere)	Toia Precinct, 30-34 Mason Avenue, Otahuhu	Mon-Fri	10.00am – 2.00pm		Mangere-Otahuhu
Otara	Shops 1 and 2, 46 Fair Mall Bairds Road, Otara Town Centre	Mon-Fri	9.00am – 4.00pm	9.00am – 12.00pm	Otara-Papatoetoe
Pakuranga-Eastern Manukau	Pakuranga Library Building Aylesbury Street, Pakuranga	Mon-Fri	9.00am - 4.30pm	9:30am - 11:30am	Howick
Panmure-Ellerslie	Panmure Community Centre 7-13 Pilkington Road, Panmure	Mon-Fri	9.30am – 12.45pm		Maungakiekie-Tamaki
Papakura	4a Opaheke Road Papakura	Mon-Thu	9.00am - 4.30pm		Papakura
Papakura	4a Opaheke Road Papakura	Fri	9.00am – 4.00pm		Papakura
Papatoetoe	35a St George Street, Papatoetoe	Mon-Fri	9.00am - 4.00pm	9.00am – 12.00pm	Otara-Papatoetoe
Remuera-Eastern Bays	4 Victoria Avenue, Remuera	Mon-Fri	9.00am - 5.00pm		Orakei
Sylvia Park	Shop N230, Level 1, Sylvia Park Mall 286 Mt Wellington Highway, Sylvia Park	Mon-Fri	9.00am - 4.30pm	10.00am – 12.00pm	Maungakiekie-Tamaki
Takapuna	Takapuna Community Services Building 7 The Strand, Takapuna	Mon-Fri	9.00am - 4.30pm		Devonport-Takapuna
Takapuna	Takapuna Community Services Building 7 The Strand, Takapuna	Thu	7.00pm – 8.30pm		Devonport-Takapuna
Waiheke	141 Ocean View Road, Oneroa, Waiheke	Mon-Fri	9.00am - 1.30pm	9.00am - 12.00pm	Waiheke
Wellsford	Wellsford Community Centre 1 Matheson Road, Wellsford	Mon-Fri	10.00am - 3.00pm		Rodney

Māngere-Ōtāhuhu Local Board

17 August 2016

Draft Annual Report 2015/2016 - Mangere-Otahuhu Local Board report

File No.: CP2016/14673

Purpose

1. This report compares actual activities and performance with the intended activities and level of service set out in the Local Board Agreement 2015/2016. The information is prepared as part of the local board’s accountability to the community for the decisions made throughout the year.

Executive summary

2. The Auckland Council Annual Report 2015/2016 (AR) is currently being prepared and progressed through an external audit process. In late September, the audit is expected to be completed and the final report will be approved and released to the public. The AR will include performance results for each local board.

3. The local board is required to monitor and report on the implementation of the Local Board Agreement for 2015/2016. The requirements for monitoring and reporting are set out in the Local Government (Auckland Council) Act 2009. These requirements include providing comment on actual local activities against the intended level of service, and for the comments to be included in the AR.

4. The 2015/2016 local board agreements formed part of the Long-term Plan 2015-2025 (LTP). The performance measures included in the LTP changed significantly from the previous LTP. This AR is the first time that we are reporting back externally against these new performance measures.

5. The attached report is proposed for approval by the local board. The report includes the following sections:

- Message from the chairperson

- The year in review

- How we performed

- Financial information.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Notes the monitoring and reporting requirements set out in the Local Government (Auckland Council) Act 2009 and the draft local board information proposed for the Auckland Council Annual Report 2015/2016.

b) Receives the draft local board report to be included in the Auckland Council Annual Report 2015/2016.

c) Approves the message from the chairperson, which provides the local board’s comments on local board matters in the Annual Report 2015/2016.

d) Gives authority to the chairperson and deputy chairperson to make typographical changes before submitting for final publication.

Comments

6. The local board is required to monitor and report on the implementation of Local Board Agreement 2015/2016. The requirements for monitoring and reporting are set out in the Local Government (Auckland Council) Act 2009, as follows:

Section 23 monitoring and reporting

(1) Each local board must monitor the implementation of the local board agreement for its local board area.

(2) Each annual report of the Auckland Council must include, in respect of local activities for each local board area, an audited statement that –

i) compares the level of service achieved in relation to the activities with the performance target or targets for the activities (as stated in the local board agreement for that year); and

ii) specifies whether any intended changes to the level of service have been achieved; and

iii) gives reasons for any significant variation between the level of service achieved and the intended level of service.

7. Each local board must comment on the matters included in the Annual Report under subsection (2) in respect of its local board area and the council must include those comments in the Annual Report.

8. This report focuses on the formal reporting referred to in Section 23 above. Attachment A provides the draft local board information for inclusion in the Annual Report 2015/2016. The report contains the following sections:

	Section	Description
a)	Message from the chairperson	Legislative requirement to include commentary from the local board on matters included in the report.
b)	The year in review a. - Financial performance b. - Key achievements c. - Key projects d. - Challenges in our area e. - Looking forward	Snapshot of main areas of interest for the community in the local board area.
c)	How we performed	Legislative requirement to report on performance measure results for each activity, and to provide explanations where targeted levels have not been achieved.
d)	Financial information	Legislative requirement to report on financial performance results compared to LTP budgets, together with explanations about variances.

9. Local board comments on local board matters in the annual report will be included in the Annual Report as part of the message from the chair.

10. The next steps for the draft Annual Report are:

· Audit during August 2016

· Report to the Finance and Performance Committee on 22 September

· Report to the Governing Body for adoption on 29 September

· Release to stock exchanges on 29 September

· Publication on 7 October

· Copies of the Annual Report will be provided to the local board offices, Auckland Council libraries and council service centres.

Consideration

Local board views and implications

11. Local board comments on local board matters in the Annual Report will be included in the Annual Report as part of the message from the chair.

Māori impact statement

12. The Annual Report provides information on how Auckland Council has progressed its agreed priorities in the Long-term Plan over a 12-month period. This includes engagement with Māori, as well as projects that benefit various population groups, including Māori.

Attachments

No.	Title	Page
a View	Draft 2015/2016 Annual Report	173

Signatories

Authors

Faithe Smith - Lead Financial Advisor

Judy Kerling - PA to Group Financial Controller

Authorisers

Christine Watson - Manager Financial Advisory Services - Local Boards

Neil Taylor - Senior Local Board Advisor

Māngere-Ōtāhuhu Local Board

17 August 2016

Objections made to off-licence applications by the Māngere-Ōtāhuhu Local Board

File No.: CP2016/17048

Purpose

1. For the Māngere-Ōtāhuhu Local Board to endorse the Portfolio holder’s objection to application by the Phoenix Sports Club Incorporated for the issue of a new Club Licence in respect to the premises situated at 26 Avenue Road, Ōtāhuhu and trading as Phoenix Sports Club Incorporated.

Executive summary

2. In February 2014, the Local Board resolved to lodge objections to alcohol off-licenses as follows:

11.1

Notice of Motion - Objections to Off-Licence Applications

Resolution number MO/2014/19

MOVED by Deputy Chairperson CM Elliott, seconded by Member CF O'Brien:

a) That the Notice of Motion: Objections to Off-Licence Applications report be received.

b) That the Māngere-Ōtāhuhu Local Board lodges objections to liquor licences in its local board area for:

i) all new off-licence applications, in line with the local board’s intent to reduce harm from alcohol abuse through a reduction in outlet numbers

ii) all renewals of existing off-licences, including new owners of existing premises with the exception of applications with appropriate conditions such as limited hours of operation

c) delegates authority to the local board portfolio-holders of Local planning, policy and governance; regulatory, bylaws and compliance (Lydia Sosene – lead and Carrol Elliott – alternate) to consider liquor licence applications in the local board area, and to make objections and present evidence on behalf of the local board.

d) allocate $20,000 from its Community Response Fund to develop a consistent local board framework for response to liquor licence applications, including the compilation of technical evidence and preparatory support for hearings.

CARRIED

3. The Local Board also resolved to appoint Member Nick Bakulich as lead representative, specifically for alcohol licensing matters (RN MO/2015/74 on 20 May 2015).

4. The Phoenix Sports Club Incorporated has made an application to the District Licensing Committee at Auckland for the issue of a Club Liquor Licence in respect to the premises situated at 26 Avenue Road, Ōtāhuhu. The principal purpose of the Club is to sell alcohol. Legislation requires a club must have as its objective participating in or promoting a sport or recreational activity. There is no evidence that clearly shows sport and recreational activity is the objective of the club.

5. There is also a concern that the club will soon apply to reinstate 18 pokie machines recently surrendered by the previous club operator.

6. The Māngere-Ōtāhuhu Local Board Plan 2014 seeks to minimise the impact of gambling and alcohol-related harm in local communities:

“We want to see the communities of Māngere-Ōtāhuhu thriving in safe environments, and having opportunities to contribute to safety. Much of the crime in our area stems from drug and alcohol abuse and we are determined to tackle this issue. The harmful effects of gambling and alcohol are even worse for those in communities who are living on low incomes, in rented homes and not always in employment. Much of the impact is on children, who are denied a fair start in life. We all want our children to have the care and opportunities they deserve. The board will take a lead role in developing local policy around liquor licensing, continuing to push strongly for fewer off-licences to be granted and with stricter conditions, such as shorter opening hours and operating in more socially responsible ways.” (Page 38).

7. A copy of the objection lodged with Alcohol Licensing South on Thursday 4 August 2016 is attached. This was the deadline for lodging of objections, and the board is now requested to confirm the action taken.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) confirm the action taken in lodging an objection to the Phoenix Sports Club Incorporated application to the District Licensing Committee at Auckland for the issue of a Club Liquor Licence in respect to the premises situated at 26 Avenue Road, Ōtāhuhu.

b) delegate to Member Nick Bakulich, or the Board Chair in his absence, to represent the local board at the District Licensing Committee hearing of the application and objection and take any other action needed to resolve the objection.

Attachments

No.	Title	Page
a View	Objection - Phoenix Sports Club Incorporated	201

Signatories

Authors	Carol McGarry - Democracy Advisor
Authorisers	Neil Taylor - Senior Local Board Advisor

Māngere-Ōtāhuhu Local Board

17 August 2016

Date	Governance Role	Topic	Purpose	Meeting
1/08/2016	Oversight and Monitoring	Auckland Transport	Confirm budget allocations	Business Meeting
1/08/2016	Oversight and Monitoring	Auckland Transport Quarterly Report	Check in on performance/ inform future direction	Business Meeting
1/08/2016	Oversight and Monitoring	Transport Monthly Report	Review progress with projects	Business Meeting
1/08/2016	Oversight and Monitoring	Omnibus Quarterly Report	Check in on performance/ inform future direction	Workshop
1/08/2016	Oversight and Monitoring	Omnibus Quarterly Report	Check in on performance/ inform future direction	Business Meeting
1/08/2016	Oversight and Monitoring	Holly Trinity Church, Otahuhu Land Purchase	Provide direction on preferred approach	Report requested/pending
1/08/2016	Oversight and Monitoring	Overview of Local Board Achievement	Information dissemination	Workshop
1/08/2016	Local initiatives / Specific decisions	Rangatahi into Governance Programme	Review programme/project proposals	Workshop
1/08/2016	Keeping informed	Maori & Pasifika Trades Training Initiative	Information dissemination	Workshop
1/08/2016	Oversight and Monitoring	Renovation of offices behind the Mangere-Otahuhu Local Board Office at 17R Mangere Town Centre	Information dissemination	Workshop
1/09/2016	Oversight and Monitoring	Transport Monthly Report	Review progress with projects	Business Meeting
1/09/2016	Engagement	ATEED Local Board Engagement and Action Plan	Check in on performance/ inform future direction	Workshop
1/11/2016	Oversight and Monitoring	Omnibus Quarterly Report	Check in on performance/ inform future direction	Workshop
1/11/2016	Oversight and Monitoring	Omnibus Quarterly Report	Check in on performance/ inform future direction	Business Meeting
1/11/2016	Oversight and Monitoring	Financial Planning for Extreme Weather Events	Information dissemination	Report requested/pending
1/01/2017	Setting direction / priorities / budget	Mangere East Delivery Plan	Define opportunities/potential approach	Report requested/pending
1/01/2017	Input to regional decision making	Spatial Priority Area Otahuhu-Middlemore	Provide direction on preferred approach	Report requested/pending
1/01/2017	Setting direction / priorities / budget	Local Economic Development Plan	Review programme/project proposals	Report requested/pending
1/01/2017	Input to regional decision making	Area Plan Progress Report	Provide feedback on policy options	Report requested/pending
1/01/2017	Oversight and Monitoring	Boarding Houses - Report on options to manage prolifercation and diversity issues	Define board position and feedback	Report requested/pending
1/01/2017	Local initiatives / Specific decisions	Mangere Town Centre Canopy Project	Check in on performance/ inform future direction	Report requested/pending
1/01/2017	Setting direction / priorities / budget	Community Facilities Network Plan	Confirm priorities	Report requested/pending
1/01/2017	Oversight and Monitoring	Off-licence Signage Compliant in Mangere-Otahuhu LB Area	Information dissemination	Report requested/pending
1/01/2017	Oversight and Monitoring	Mangere East Community Hub	Information dissemination	Report requested/pending
1/01/2017	Setting direction / priorities / budget	Mangere-Otahuhu Local Discretionary Capital Fund	Receive update on progress	Report requested/pending
1/01/2017	Input to regional decision making	Discuss input into Alcohol Harm Strategy Review	Provide feedback on policy options	Workshop
1/01/2017	Local initiatives / Specific decisions	Dog Access Bylaw - discuss statement of proposal for consultation	Agree priorities for consultation	Workshop
1/01/2017	Local initiatives / Specific decisions	12 High Street Implementation Plan	Provide direction on preferred approach	Workshop
1/01/2017	Oversight and Monitoring	Allocation for Public Art Scoping 2016	Provide direction on preferred approach	Report requested/pending
1/01/2017	Local initiatives / Specific decisions	Grant for Local Community Capacity Building Initiative - Vaka Manu'Kau Niue Community Trust	Provide direction on preferred approach	Report requested/pending
1/01/2017	Oversight and Monitoring	Work Programme Development of Teaching Gardens 2015/16	Provide direction on preferred approach	Report requested/pending
1/01/2017	Oversight and Monitoring	Allocation of the Mangere-Otahuhu Local Board Discretionary Capital Fund	Review progress with projects	Report requested/pending
1/01/2017	Local initiatives / Specific decisions	Public Art Scoping Project	Review progress with projects	Report requested/pending
1/01/2017	Local initiatives / Specific decisions	Auckland Teaching Garden Trust	Information dissemination	Report requested/pending
1/01/2017	Keeping informed	D65Fitness - FITLIFE Dome Project	Information dissemination	Report requested/pending
1/01/2017	Keeping informed	Strive Community Trust/Nga Tapuwae Community Centre and Otahuhu Town Hall Community Centre funding agreements and licences	Review programme/project proposals	Report requested/pending
1/01/2017	Local initiatives / Specific decisions	Mangere Bridge Community Safety Report	Review progress with projects	Report requested/pending
1/01/2017	Keeping informed	Mangere Citizens Advice Bureau agency services in Toia	Receive update on progress	Report requested/pending

[1] Topic 081f, Puhinui Precinct Statement of Evidence Chloe Trenouth Puhinui - Maori Cultural Landscapes, 26 January 2016,

[2] Te Pūkaki Tapu o Poutūkeka Historic Reserve and Associated Lands Co-management Agreement 2010, p4, para 3.2

[3] Ibid, p7 Section 6 council objectives for co-management and p8 section 7 Te Ākitai objectives for co-management

[4] Auckland Unitary Plan Independent Hearings Panel: Hearing 017; Evidence from Te Ākitai Waiōhua Waka Taua Trust (Karen Wilson and Nigel Denny: Available online at: https://hearings.aupihp.govt.nz/hearings/Search?query=017

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

Mangere - Otahuhu	Mangere	Shop 17 Orly Ave Mangere Town Centre	$0	$1	$3,340	$3,341
Mangere - Otahuhu	Otahuhu (satellite of Mangere)	Toia Community Library 30 Mason Avenue, Otahuhu	$0	$1	$530	$531

Timeslot	Topic	Presenter	Purpose
1.00 - 1.30pm	Spatial Priority Area - Otahuhu/Middlemore	Nicola Mochrie, Damian Powley, Allan Christensen	The board had a powerpoint presentation on the following: • Co-ordinate and collate existing information, resources into a foundation document • Develop a framework to enter into concept development phase for the Portage route. • Identify key strategies for project direction • Highlight opportunities and risks Great South Rd, Mason Ave, Station Road • Engage consultants / commence design from September • Engagement late 2016 Avenue Road • 10 metres fronting Avenue Road for new Bus Stops – waiting area/ new toilets • Remainder of site for short term use for legacy services
1.30 - 2.30pm	Governance framework review	Gareth Stiven & Chris Gulik	The board gave feedback on the initial findings of the governance review and potential recommendations.
2.30 - 3.00pm	161 Robertson Road, Mangere	Marian Webb, Villy Kotze, Allan Christensen	The board discussed with parks and Panuku officers regarding the future of the property located at 161 Robertson Road. Short term plan to start a clean-up around the outside of the house; roof etc. in the next three months. The house will be considered for residential for 12 months until the centre park plan is finalised with a long term plan for community use.
3.00 - 3.30pm	Movies In Park Debrief	Leanne Roche, Rob High, Uaita Sialii	The board discussed movies in the parks for 2017. Sturges Park Friday 27 January 2017 – Born to Dance. Local artists – Strategic Brokers to investigate. Face painting and acrobat. BBQ free sausages sizzle. David Lange Park Friday 17 February 2017 – Three Wise Cousins Local artists – Strategic Brokers to investigate. Face painting and acrobat. BBQ free sausages sizzle.
3.30 - 4.00pm	ATEED and the Local Board Engagement Activity Plan	Chris Lock	The board reviewed the priorities and state of development and implementation.

Timeslot	Topic	Presenter	Purpose
1.00 - 1.30pm	Art in Public Places Opportunities	Tania Short, Tracey Williams	The board discussed POP temporary art activations to be considered in the MOLB areas in 2017.
1.30 - 2.00pm	Community Arts Broker Work Programme 2016/17	Tania Short, Sally Barnett	The board discussed the work that has been done in the Mangere-Otahuhu area by the Community Arts Broker Work Programme 2016/17.
2.00 - 2.30pm	Mangere Bridge Land use for Construction Crew	Tommo Cutherbert-Ashmore, Tania Utley	The board discussed and gave feedback on the use of land that is proximate to Mangere Bridge to be occupied by the construction crew.
2.30 - 3.00pm	Otahuhu Boarding House Update	Kalam Azad, Mervyn Chetty	The board discussed the completed inspections of the Otahuhu Boarding Houses.
3.00 - 3.30pm	Arts, Community & Events Work Programmes	Shirley Samuels	The board discussed the following: •Established clarity on projects and initiatives for Arts Community and Events work programme. • Confirmed needs for future support (2016/2017) for community-led initiatives to reduce alcohol related harm.
3.30 - 4.00pm	Pukaki Crater Co-Management	Biran Singh	The board discussed the Pukaki Crater Co-Management and included in this will be Ian Lawlor's Archaeological assessment report.

Timeslot	Topic	Presenter	Purpose
1.00 - 2.30pm	Funding Agreements, work programmes for three community houses.	Jacqueline Puna-Teaukura, Bella Tamotu, Jim Daniels, Bill Pearce, Sharon Wilson-Davis, Phil Davis,	The Board were presented with updates on the following work programmes. 1.00pm - Otahuhu Town Hall 1.30pm - Nga Tapuwae 2.00pm - Mangere Community House
2.30 - 3.00pm	Replacement of Sugar Sweetened Beverages with Healthier Alternatives	Anna-Jane Jacob	The Board had a powerpoint presentation on the replacement of sugar sweetened beverages with healthier alternatives in council social infrastructure. A report will be coming to the board.
3.00 -3.30pm	Te Akitai re Road Naming @ Bukem Place Favona	Carrol Elliott	The Board discussed the road name Bukem Place, Favona. This item was deferred from the June business meeting. A Urgent Decision on the new road names was considered.
3.30 - 4.00pm	Maori Language Policy Documents	Rama Ormsby	The Board gave feedback on the Maori Language Policy which will be reported to the Regional Strategy and Policy Committee on 1 September 2016. Local Board would like to speak in support of the policy to the Regional Strategy and Policy Committee on 1 September 2016.

Authors	Kenneth Tuai - Local Board Advisor
Authorisers	Neil Taylor - Senior Local Board Advisor

Authors	Janette McKain - Local Board Democracy Advisor
Authorisers	Neil Taylor - Senior Local Board Advisor