Agenda of Maungakiekie-Tāmaki Local Board

Maungakiekie-Tāmaki Local Board

26 September 2017

Adoption of the Maungakiekie-Tāmaki Local Board Plan 2017

File No.: CP2017/18919

Purpose

1. To adopt the final version of the Maungakiekie-Tāmaki Local Board Plan 2017.

Executive summary

2. Under the Local Government (Auckland Council) Act 2009 each local board is required to adopt a local board plan by 31 October 2017.

3. The Act also requires local board plans to be developed using the special consultative procedure. The consultation period for the 2017 local board plans ran from 22 May to 30 June.

4. The local board have considered submissions received and feedback gathered from the consultation period. As a result of this consideration, a range of changes were considered and discussions. These proposed changed are listed in paragraph 15 of this report.

5. The Maungakiekie-Tāmaki Local Board Plan 2017, amended to include the proposed changes, is attached to this report. Pending adoption of the plan, photos and other design features will be added to prepare it for publication.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the changes, as outlined in this report, that have been made to the draft Local Board Plan 2017 as a result of the feedback from our community.

b) adopt the amended document in Attachment A as the final Maungakiekie-Tāmaki Local Board Plan 2017.

c) delegate authority to the Chair to approve any minor edits that may be necessary.

Comments

6. The Local Government (Auckland Council) Act 2009 requires local boards to produce and adopt a local board plan every three years. This means that the Maungakiekie-Tāmaki Local Board Plan 2017 must be adopted by 31 October 2017.

7. Local board plans are strategic plans for the following three years and beyond. The plans reflect the priorities and preferences of the community. They guide how the local board:

· makes decisions on local activities and projects

· provides input into regional strategies and policies.

8. The plans form the basis for development of the annual local board agreement for the following three financial years and subsequent work programmes. They also inform the development of council’s 10-year budget.

9. Under Section 83 of the Local Government Act 2002 local boards are required to use the special consultative procedure in adopting their local board plan. The consultation period ran from 22 May to 30 June 2017.

10. Submissions were made through the following channels and coded together:

· online form available on the Shape Auckland website

· hard copy form included in the household summary document

· via email or post.

12. In total 292 written submissions were received on the draft Maungakiekie-Tāmaki Local Board Plan 2017. In addition, there were other submissions received from people engaged at various events. An estimated 270 community members attended an event that was hosted by community partners such as TANI, contractors such as YMCA (who organised youth events and collected youth feedback) or at Council-hosted Have Your Say events. Community members gave verbal submissions/feedback at these events. A further 11 pieces of feedback were gathered through Facebook.

Consideration of submissions and feedback

13. The board has considered the submissions and feedback gathered. They received data analysis reports and all submissions and feedback to read on 5 August and held a workshop to discuss this on 15 August and 5 September. Advice has been sought from staff on matters raised in the consultation period and this is reflected in the table included later in this report.

14. Public feedback on the draft plan was very positive with 75% of feedback supporting or strongly supporting the draft plan. Less than 3% of submitters disagreed with the draft plan. A summary of issues raised in submissions was discussed in a report to the local board on 22^nd August 2017.

15. Key feedback points are outlined in the table below. Analysis of these points, and any resulting substantive proposed changes to the outcome chapters, are outlined in the corresponding columns.

Key public feedback points	Analysis	Proposed changes
Support for more and secure cycling and walking infrastructure	The local board position on cycling and walk ways is nuanced and prioritises support for recreation cycleways. The feedback suggests the community recognises that the development of recreation and commuter pathways does not have to be mutually exclusive.	Review and strengthen commitment to prioritization of cycling and walking infrastructure for both commuter and recreation purposes
Public transport and in particular light rail	Public transport is a theme covered in the plan however aspirations regarding rail, in particular light rail and connections to the airport, is an area that wasn’t covered sufficiently, given the level of community interest.	Outline position on rail issues in particular a preferred position on rail to the airport (timing, alignment etc)
Acknowledgement of and initiatives for ethnic and migrant communities, included refugees as well as others who feel excluded by the perceived focus on youth	We know the board is supportive of all communities and that it is committed to funding initiatives eg welcome packs that facilitate better engagement with migrant communities. You may wish to clarify that the strategic focus on youth does not necessarily mean neglecting the needs of other members of the community. The board is increasingly forging connections with hard to reach communities and catering to the needs of disabled people in infrastructure developments is part of business as usual etc.	Include acknowledgement of and initiatives for ethnic and migrant communities, included refugees in the draft plan as well as clarify that focus on youth does not preclude catering to all
Focus on youth	Most of the feedback on initiatives for young people are aligned to the initiatives in the drat local board plan	No need for substantive changes. There are some non-substantive changes that can be made in the plan to better align the language with the voice of young people so that they can recognise their aspirations in the draft
Chemical spraying (glyphosate use)	Whilst the board has expressed its concern over this issue, this initiative in the draft local board signals a more pragmatic approach by not committing to advocating for the elimination of this practice.	Strengthen the position to respond to the call for consideration of health impacts.
Environmental sustainability and greening the economy	Environmental issues were one of the most important issues raised by submitters. The community cares about the environment and restoring waterways. They recognize that the environment supports people and the economy. One submitter made a suggestion that there is potential to create more environmental/green jobs in this area. This can leverage the great natural assets in this local board area. There is already business and industry that are working on environmental solutions eg Visy, and there are many more businesses that have an appetite for supporting environmental outcomes because they take social and corporate responsibility seriously. There are also many grassroots groups that residents groups that are engaged in environmental conservation and willing to lead or partner on green projects eg developing the concept of nature walk that connects the Omaru through Wai-o-taiki which can be used for recreation, education and tourism (Wai-o-taiki Residents Association, water cycle community education (Rixen, Rivertalks).	Consider inclusion of other environmental issues not sufficiently covered in the draft. Eg climate change, tree planting, No other substantive change. Minor changes can include elaborating on the leadership role the local board is committed to. Include suggested actions that reflect ideas that came through the feedback.
Conservation of bird life	Community feedback pointed to the absence of any reference to bird or birdlife protection in this draft plan. Recent events brought to life the presence of rare birdlife in this local board area. This ranges from the shag colony at Panmure basin to the roosting sea birds at Point England and Wai-o-taiki.	The plan can signal a commitment to work to protect the rare birdlife that is present in its part of the Auckland isthmus as this is an important part of your biodiversity
Public safety	One of the key initiatives proposed by the board is to review and continue implementation of the local boards Safety and Alcohol Harm Reduction plans. Highlighting some of the key actions embedded into this plan can help the community understand what they will deliver.	Outline some of the key features of these plans to give assurance to the community of the types of actions that will be undertaken/ reviewed.
Heritage	The community is concerned that redevelopment may threaten or destroy heritage sites – natural, built and cultural. A suggestion has been made for the board to create an inventory of heritage sites. This inventory can cover natural and built heritage as well as sites of significance to mana whenua. The board may want to consider including this in the plan	Include a section on heritage and agree to any of the suggestions from the community as an action to pursue
Look after the community from all the disruption or redevelopment	The community is well aware of the redevelopment that is happening throughout the local board area. They want the local board to influence these so that they can deliver positive outcomes for the community. We recommend the board elaborates on its vision for the different parts of the local board area in the plan. This vision can help guide and set the standard for any planning and developments that will take place in your area.	Set a clear community vision for each area focusing on suburbs undergoing a lot of redevelopment. This vision can be used to guide developers, Council and other agencies and help the board and the community to set the expectations.
Develop town centres and guide redevelopment of suburbs	The community recognizes the importance of town centres and want these to be done up. Many of the smaller town centres are tired and needing upgrades. Fortunately, there are many opportunities for town centre redevelopments presented through transformation programmes which include programmes committed to and/or signaled for Tāmaki, Panmure, Onehunga. These are being led by Council controlled agencies or external partners however the board can seek to influence these plans and it will be helpful if it was able to articulate their communities’ vision for these areas that can be used in future discussions. This can also avoid having to go back to community over and over to ask what they want from their different town centres or suburbs.	Outline a community vision for town centre redevelopments and redevelopments of suburbs. The vision can set the expectation for developers and others who will be making decisions that will impact the community.
Quality infrastructure and good guality urban design	The community is concerned about growth and the ability of the current infrastructure to cope with it. There are strong calls to prioritize infrastructure development and ensure that development of housing and town centres follow good quality urban design principles. There is an outcome dedicated to this issue and the concerns and aspirations of the community align well with those of the local board.	No substantive changes.

Changes to the Maungakiekie-Tāmaki Local Board Plan 2017

16. The Maungakiekie-Tāmaki Local Board Plan 2017, with proposed substantive changes to the outcome chapters as described in the above table, is attached to this report.

17. Other minor changes, made for the purposes of clarification, are also included.

18. There were additional suggestions from the local board after considering the feedback. These were substantive additions that the board captures some of the aspirations that came through in the feedback. They have been included in the changes made. They include:

· A reference to the Tāmaki Guarantee – a requirement on Tāmaki Regeneration Company to ensure that current social housing tenants in Tāmaki who want to stay in Tāmaki can remain there

· Including the development of a business hub around Waikaraka Park

· Working to support other business areas to develop business associations eg Lunn Ave – feedback on this was received by the Orakei Local Board but this business area is on the boundary of Orakei and Maungakiekie-Tāmaki

· The development of a transport hub in Onehunga – this came through from previous community feedback

Consideration

Local board views and implications

19. The local board’s views have driven the development of the plan attached to this report.

20. In developing the plan, the board considered:

· what we already know about our communities and what is important to them

· submissions received via online forms, hardcopy forms, emails and post as well as feedback provided by people at engagement events and gathered through Facebook

· regional strategies and policies, including Auckland Plan, Thriving Communities, Auckland Growing Greener and the I Am Auckland status report

· staff advice which take into account regional strategies, policies and plans

21. stakeholder views from individuals, community groups, mana whenua and mataawaka

Māori impact statement

22. As part of developing the plan, the board considered views expressed by mana whenua authorities in submissions and were mindful of previous feedback from Māori within the local board area.

23. The Maungakiekie-Tāmaki Local Board Plan 2017 promotes outcomes or issues of importance to Māori by including a strong focus on the environment. Furthermore it recognises the need to work with mana whenua and mataawaka on local issues and projects that are of interest to and may affect them.

Implementation

24. Pending adoption of the plan, minor edits may be necessary. This report recommends that responsibility for approving these are delegated to the Chair.

25. Photos and other design features will then be added to the plan to prepare it for publication.

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Local Board Plan 2017	21

Signatories

Authors	Shirley Coutts - Senior Local Board Advisor
Authorisers	Victoria Villaraza - Relationship Manager

Ngā upoko kōrero

Contents

Mihi	2
Contents	3
From the Chair	4
Maungakiekie-Tāmaki Local Board area	5
About local boards	6
About local board plans	6
Developing our plan	7
Outcomes
Maungakiekie-Tāmaki is an active and engaged community	8
Maungakiekie-Tāmaki is a community that cares about its environment	11
Maungakiekie-Tāmaki is the place to be	14
Maungakiekie-Tāmaki has quality infrastructure to match growth	19
Carrying out our plan	24
Funding information	25
Your Maungakiekie-Tāmaki Local Board members	26
Appendix one: Financial overview	28
Appendix two: Local activities and levels of service	29

He kōrero mai i ngā Heamana

From the Chair

Naku te rourou nau te rourou ka ora ai te iwi

With your basket and my basket, the people will live

As you will see, there is a lot of change happening in our area. Tens of thousands expected to move here. We need to prepare for growth but also look into Council assets that have degraded over time.

The environment, water quality, safety, housing and unemployment are all major issues for our community which we will work in partnership with central government, industry and the community to address.

Collaboration is going to be a major focus for us in the next 3 years.

We will progress meaningful partnerships with mana whenua, we also know that we are diverse with large numbers of Māori, Pacific and ethnic communities who generally do not engage in Council planning. Community engagement is another priority for our local board. We have started our term with successful turnouts at public meetings however we will explore other ways to engage as we know that the town hall style ‘one size fits all’ approach will not achieve our reach to diverse communities.

You voted us in to be strong advocates for you and this plan sets the priorities and projects you want us to pursue. Thank you for being involved in your community. By working together, we can achieve great things for Maungakiekie-Tāmaki.

So'o le fau i le fau ~ Join the hibiscus fibre to hibiscus fibre*

*Samoan proverb about achieving strength and unity by coming together as one

Josephine Bartley

Chair, November 2016 to April 2018

Chris Makoare

Chair, April 2018 to October 2019

Te Rohe ā-Poari o Maungakiekie ki Tāmaki

Maungakiekie-Tāmaki Local Board area

The Maungakiekie-Tāmaki Local Board covers the south-eastern part of the isthmus, including the suburbs of One Tree Hill, Royal Oak, Onehunga, Penrose, Mt Wellington, Panmure and Glen Innes. Bordered by two bodies of water, the Manukau Harbour to the south and the Tāmaki Estuary to the east, Maungakiekie-Tāmaki is home to many outstanding natural features including Kaiahiku (Panmure Basin) and Waipuna (Van Dammes Lagoon). Additionally, there are five significant maunga (volcanic cones) in the board area, including Maungakiekie (One Tree Hill) and Maungarei (Mt Wellington). It also has the large retail areas of Sylvia Park, Onehunga, Royal Oak and Panmure town centres.

He kōrero mō ngā poari ā-rohe

About local boards

Auckland Council has a unique model of local government in New Zealand, made up of the governing body (the mayor and 20 governing body members) and 21 local boards. The governing body focuses on Auckland-wide issues while local boards are responsible for decision-making on local issues, activities and services and provide input into regional strategies, policies and plans.

These local issues, activities and services include:

· supporting local arts, culture, events and sport and recreation

· providing grants and partnering with local organisations to deliver community services

· maintaining and upgrading town centres and facilities including parks, libraries and halls

· caring for the environment and preserving heritage.

Local boards also have a role in representing the view of their communities on issues of local importance.

About local board plans

Local board plans are strategic documents that are developed every three years to set a direction for local boards. Reflecting community priorities and preferences, the plans guide local board activity, funding and investment decisions. They also influence local board input into regional strategies and plans, including the Auckland Plan (the 30-year vision for Auckland), the council’s 10-year budget and annual budgets.

Auckland Plan
				Local board plans




Auckland Council's financial plans Includes the council's 10-year budget and annual budget (which includes local board agreements)

Local board agreements

A key role of local board plans is to provide a basis for developing annual local board agreements. Agreed between the council’s governing body and local boards, these are part of Auckland Council’s budget setting process and set out local funding priorities, budgets, levels of service, performance measures and targets by activity for each financial year. Each local board develops annual work programmes alongside adoption of their local board agreement.

Te whakawhanake i tā mātou mahere

Developing our plan

Our plan comprises aspirational outcomes, objectives we want to achieve and some of the key initiatives we will carry out to achieve them. To make this happen will take the efforts of many working together.

During May and June 2017 we consulted on a draft of this plan for feedback. The draft was developed by considering what we know about our community, having worked closely with you over the last six years and heard your views on a wide range of things.

We acknowledge the members of our community who have told us - and continue to tell us - what is important to them.

Whakaotinga 1: He hapori ngangahau me te tāuteute a Maungakiekie-Tāmaki

Outcome 1: Maungakiekie-Tāmaki is an active and engaged community

We believe that a community is made stronger and a better place for all its members when we have a shared sense of identity and values, and can find unity in our diversity.

Putting people first

Our people are at the heart of this plan. We will listen to and work with our community to deliver the outcomes that we have agreed in this plan. We will be fearless advocates on their behalf.

We know our community is concerned about harm caused by alcohol, drugs and smoking. They are also concerned about homelessness, rough sleeping and mental health issues such as youth suicide. Where we can add value to the work of social services agencies working on these issues, we will support these initiatives because the health and wellbeing of our people is important to us.

We will provide opportunities that will enable different groups including new immigrants, new residents and resettled communities, to come together in the hope that they find their place in the community. We want a united and inclusive community.

We will advocate strongly to development partners and organisations working in our local board area to always consider the impact of their decisions on people’s lives and livelihoods. We will advocate for more affordable and social housing options for those members of our community that are being affected by large development projects. We are concerned about the potential displacement of local residents as a result of social housing redevelopments happening in our area. We will advocate to the relevant decision makers to ensure that our community is well taken care of through this process.

We will make improvements to our facilities so that they are accessible and cater to the needs of all.

Our community wants more education opportunities. We recognise the valuable contribution of our many community partners in delivering community education.

Active participation

We will be asking and encouraging residents to be active members of the community. We want everyone to be able to come together, participate and role-model good community values.

We will support local events and activities that bring our diverse community together. We will promote the arts and celebration of our diverse cultures.

Creating opportunities for our young people

Our community recognises that we must give our young people opportunities to participate, and prepare them to be the future leaders of our community.

Our young people have told us they want to have a stronger voice and be more involved and engaged in our community. We will focus on creating opportunities for them to contribute positively to our community outcomes outlined in this plan.

We will look to develop a partnership programme of youth activities with the community that will target disengaged youth and focus on pathways into training and employment. We know that ensuring our young people can find good, local, jobs is important to you. This involves working with our local businesses providing opportunities and continuing to develop strategic partnerships with youth providers, community mentors and groups that support youth employment initiatives.

Our community has told us that we should support activities and programmes aimed at helping young people who face challenging circumstances. We support a wide range of activities and programmes that are beneficial to our community and make a difference for our young people.

A safer community

Ensuring that everyone in our community feels safe is a priority for our board. You have told us safety is a concern because of crime rates and anti-social behaviour in some areas. You have asked us to address anti-social behaviour in our public spaces.

We will ensure the design of parks, open spaces, local facilities and town centres deters anti-social behaviour and enhances safety. We have a key opportunity to achieve this through our open space network plan and in working with developers in our area.

We will ensure our community spaces are well maintained, so we can all take pride in our area. We will also work with the community on initiatives that encourage people to treat the different spaces in our town centres and neighbourhoods with respect.

We will encourage the community to work together so we can improve the perception of safety. We will build relationships across the community to support this, and continue working with current partners such as Police and community groups to support and build on existing safety programmes.

Outcome: Maungakiekie-Tāmaki is an active and engaged community
Objective	Key initiatives
People are cared for and enabled to participate, celebrate and contribute to the community	Champion initiatives that raise awareness, encourage people to participate and to be engaged citizens, celebrates cultural diversity and helps bring people together
	Enhance relationships between social services so our community can benefit from a more connected support network.
	Support and grow community gardening initiatives
Our young people are engaged in the community and have access to a wide range of opportunities	Support the Youth Connections programme and work with partners to reduce the number of local young people not in education, employment and training (NEET)
	Work with schools, alternative education, tertiary institutes, training providers, and others in the education sector to create pathways for youth and opportunities to be engaged
	Advocate for local development projects to create job and training opportunities for local people including youth
	Create opportunities for young people to have their say and work with us on what’s important to them
Our community is a safer place	Review and continue implementation of the local boards Safety and Alcohol Harm Reduction plans
	Work with and support the community, Police, business associations, volunteer safety groups and other organisations to find collaborative ways to build a safer community which will reduce and prevent crime
	To grow and develop the Junior Neighbourhood Support Programme throughout Maungakiekie-Tāmaki

Whakaotinga 2: He hapori aronui a Maungakiekie-Tāmaki ki tōna taiao

Outcome 2: Maungakiekie-Tāmaki is a community that cares about its environment

We encourage our community to be kaitiaki (guardians) of our natural environment. They have told us that a cleaner environment is essential to their quality of life. It is important that we protect our environment from further degradation and ensure we mitigate any adverse effect from current and future developments taking place in our area.

We will work with mana whenua and mataawaka, our community and industry to achieve these environmental outcomes.

Environmental leadership

We will take a leadership role to coordinate the many different groups that have an impact on our environment, and foster a collaborative approach across Maungakiekie-Tāmaki.

We will enable and empower our communities to be champions of environmental sustainability and to help our community to appreciate and care for our ecosystems. We will do this by providing grants, help to navigate council processes and work in partnership to deliver local environmental programmes.

We know you are concerned about the health impacts of using chemicals for weed management in our parks and streets. We want to adopt effective weed management methods that are not detrimental to the health of the people and the environment. We will advocate to end the use of carcinogenic chemical herbicides in streets, parks and reserves across Auckland.

Our community wants us to plant more trees, including fruit trees. Trees will not only help combat our carbon emissions, but improve the health of our waterways by preventing erosion and run-off, and reducing siltation. Increasing our green areas will also enhance biodiversity and bring back native bird populations.

Endangered species such as the dotterels, and pied shags are in dire need of protection. We will work with local groups to protect the birdlife in our local board area and to eliminate any possible threats to their habitats from development or other activity. These birds add to the richness of our natural environment and we are committed to their protection for future generations to see and enjoy.

We have great natural features we want to protect. They include lava caves in Onehunga, Te Hopua tuff ring, Panmure basin and our maunga. We will continue our ecological restoration programmes and work on creating habitats for native plants and animals.

Clean water and beautiful waterways

Our waterways and harbours should have clean, healthy water but they are suffering from neglect and pollution.

We will contribute to restoring the mauri (life force) of these waterways. The Tāmaki Estuary and Manukau Harbour both have poor water quality. We will work with other local boards and community groups in the future restoration of these waterways.

Omaru Creek and Miami Stream are among the most polluted waterways in Auckland. We will focus our efforts on a waterways management plan for the Omaru Creek with the intention of replicating it in other parts of our local board area.

We will support initiatives that will have a positive impact on the rating of these waterways. We will also strongly advocate to the governing body for more resources to ensure Council is effective in ensuring compliance with rules and regulations, especially from businesses and industry.

We will ensure all local planning considers water sensitive design, stream restoration and facilities such as paths, seats and viewing platforms, where appropriate, that will enable our community to interact with and enjoy the waterways. We will champion the extension of the coastal walkway that connects Wai-o-Taiki reserve through to Tahuna Torea Nature Reserve. We will be seeking to connect this walkway through to the Glen Innes town centre running alongside the Omaru Creek. This walkway has the potential to provide a unique ecological experience for locals and visitors alike as the proposed path traverses wetlands, a fresh water stream and the coast. There is rich birdlife with up to 57 bird species spotted in this area in Wai-o-Taiki reserve alone.

Heading towards zero waste

We will continue preparing our community to be ready for a ‘zero waste’ Auckland by 2040. You have told us you want our town centres waste free. We will look at ways to support this and other waste minimisation initiatives that reduce the amount of waste going to landfill.

Outcome: Maungakiekie-Tāmaki is a community that cares about its environment
Objective	Key initiatives
Demonstrate environmental leadership and support community sustainability initiatives	Work in partnership with mana whenua to restore our highest priority parks and waterways
	Advocate to the governing body for the elimination of chemical spraying
	Adopt and implement a chemical-free maintenance plan for our local parks and reserves
	Support community initiatives that protect and look after the environment
	Develop a destination nature walk that offers a rich biodiversity and ecological experience (coast, stream, wetlands ecology) along the Omaru Creek connecting through Wai-o-Taiki Reserve to Tahuna Torea
	Work with community groups to identify and protect birdlife such as the shag colony at Panmure basin and dotterels and other shorebirds at Point England
	Support waste minimisation initiatives that help our community to transition towards zero waste
	Advocate to the Governing Body and Council controlled organisations to ensure sustainable and carbon neutral work practices
	Start a tree planting programme
Clean, beautiful waters and waterside areas	Develop a waterways management plan that outlines an effective ecological management and restoration approach to lift the quality and rating of the Omaru Creek
	Work with the Tāmaki Estuary Environmental Forum to identify, advocate and implement initiatives that will improve the ‘F’ rating of the Tāmaki Estuary
	Work with community and key stakeholders on efficient water use, education around stormwater drains and pollution.
	Work with the Manukau Harbour Forum to identify, advocate for, and implement initiatives that will clean up, improve and protect the Manukau Harbour
	Advocate to the governing body through Council’s 10-year budget process for investment in coastal protection to address coastal erosion issues that are affecting parts of our area such as Dunkirk Reserve and Wai-o-taiki Bay

Whakaotinga 3: Ko Maungakiekie-Tāmaki te tino wāhi nei

Outcome 3: Maungakiekie-Tāmaki is the place to be

Our area has a distinct identity that attracts people from all over Auckland, and beyond, to live, do business, and play.

A thriving local economy

Maungakiekie-Tāmaki is the economic engine-room of Auckland. Our massive industrial area generates GDP second only to the central business district^{^[1]}. We will support our business community, encourage investment, and promote our area as an excellent place to do business.

We will do this by leveraging development opportunities and large infrastructure projects to transform our town centres which are essential to a thriving local economy. We want our town centres and business areas to be well served by ultra-fast broadband and other infrastructure.

We will enhance the streetscape and provide better connections to ensure they are accessible by residents and visitors.

Building relationships with our business community will be another key priority for us. We want to better understand its concerns and interests so we can work together as effectively as possible to build on our economic strengths and create conditions that attract investment and produce more jobs. We will use the tools that are available to us to encourage investment and protect and support local businesses.

We also have an important role to play in building networks with other organisations across our community, and beyond, to benefit our business community and help it achieve their outcomes. We will plan better and ensure that we have identified all the levers we can influence.

Quality urban environment

Our area is growing and changing quickly. There are a significant number of large-scale development projects underway that will bring in many new people and permanently alter the landscape. You have told us that you want development where cars have off-street parking, parks are near houses and where it’s easy to go for coffee and a walk.

We support development, and the opportunities it brings, but we want to see it done well and in a way that builds on our area’s unique character, retain a sense of community and provides a safe environment.

We want our residential suburbs to have well-designed residential developments that are highly sought-after places for people to live. But we also recognise that there is a social and economic cost to high desirability so we will continue to advocate for a range of housing options including affordable housing.

We will work to ensure the well-being of current and future residents is planned for by advocating for the inclusion of high-quality infrastructure and services and other features that make our area a great and accessible place to live.

Our commitment is to champion planning for the future which does not sacrifice the needs of the present. It is crucial to listen and respond to the needs of those who are here now while planning for the needs of those yet to come.

There are significant housing and roading developments happening in our area but sit outside our areas of decision making. This includes the housing regeneration in Tāmaki, the East-West Link road in Onehunga and the Auckland to Manukau Eastern Transport Initiative (AMETI), all of which our community is deeply concerned about. While we will focus on where we can make a difference on those projects, in all cases, we will strive to be fearless advocates for the communities’ views.

Destination areas

Our local board area is situated close to the Auckland central business district, airport and accessible to all parts of the Auckland region. This makes it an attractive location to live and work. We have sought after suburbs with great natural features and lots to offer. Large-scale projects offer an opportunity to enhance our streets and town centres and we will seek to influence these projects, where we can, and align them to aspirations of our community.

Onehunga

We want Onehunga to be known as a destination for dining and entertainment with safe and well connected residential areas. We will work with Panuku Development Auckland to guide the transformation projects that will take place here and to ensure we retain the heritage character of Onehunga.

The wharf redevelopment is crucial to transforming Onehunga. A world-class mixed use development on the wharf is essential to enhancing the entertainment offerings that will set Onehunga apart, and helps to restore the community’s connection to the Manukau Harbour. This is a key site for achieving the strategy of creating a healthy, activated foreshore environment identified in the council’s high-level plan for this area.

Our community wants people-centred design to influence a transport hub that co-locates bus and rail interchanges and provide for park-and-ride amenities. We want to ensure that this facility can accommodate light-rail links and connections to the Onehunga Wharf, airport and Mangere in the future.

Our community have told us time and time again that the high voltage transmission powerlines are an eyesore. They do not align with our plans to beautify Onehunga so we will continue to advocate strongly to Transpower to commit to putting these lines underground.

We are also keen to build on sports activities on offer in Onehunga to create an adventure precinct and redevelop Waikaraka Park and Onehunga Bay Reserve which currently offer speedway, wakeboarding and other sports that bring people to our area. We want to encourage the development of a business hub around the speedway facility.

We will seek to influence any future housing developments in Onehunga and Oranga by working with developers to ensure they deliver good quality design, safe connections and enhanced open spaces.

Panmure

From the popular Panmure Basin, to the majestic Maungarei/Mount Wellington and the contiguous reserves along the Tāmaki estuary, Panmure has great natural features that we want to protect, enhance and promote.

We will leverage development opportunities to give the Panmure town centre its own point of difference and enhance its historic character. We will prioritise the securing and development of a civic space in the heart of the town centre for our community to gather and hold events. We will work with Panuku Development Auckland to unlock development opportunities around the centre and the transport hub. The Panmure Business Association, Panmure Action Group, Panmure Historical Society are some of our key community partners that we will work with to guide this project.

We will be working with Auckland Transport over the next few years to ensure there are positive outcomes for Panmure as a result of the Auckland to Manukau Eastern Transport Initiative (AMETI).

Glen Innes

We will work to leverage the Tāmaki transformation project to upgrade the Glen Innes town centre, enhance our local parks and reserves and upgrade our infrastructure. We will continue to advocate for good quality residential developments that do not further compromise our natural environment.

We recognise that our current residents have played a crucial role in developing the identity of the Tāmaki community and we must ensure they continue to play a strong role in enhancing the essence of this community in the future. We will work closely with the Tāmaki Regeneration Company (TRC) to ensure the redevelopment of housing in Tāmaki caters to all our community and stays true to their Tāmaki Guarantee – a promise that those who wish to stay in Tāmaki, can. We will collaborate on the redevelopment of the town centre, local reserves and in designing and delivering community programmes.

The adjoining Maybury and Ruapotaka Reserves are traditionally the heart of this community and it is crucial that we invest in and redevelop them. We are supportive of the redevelopment of Ruapotaka marae which will be a key feature in the redevelopment and design of these reserves. We are committed to redeveloping the open space network to offer quality places that are vital to the wellbeing and quality of life for our people. We will ensure there are places to enjoy nature, places for sport and recreation and that these are connected and accessible by our walking and cycling tracks.

We want to ensure the Glen Innes town centre will become vibrant and attractive with good connections to the sea, and easily accessible to and from other parts of Auckland.

Sylvia Park and Mount Wellington

Our retail districts of Sylvia Park and Mt Wellington are popular destinations for the region. They are a predominantly industrial urban area which can readily accommodate large- scale infrastructure.

We will continue to look for opportunities we can influence to enhance the visitor experience, attract more people, and engage our resident community so that it does not compromise any of their immediate needs.

There is a gap in the council’s community facilities network in this area and this is why we’re advocating for a facility in this area. There is work to do to enhance the pedestrian and cycle connectivity and streetscape amenity, and we will work with Auckland Transport to ensure these are planned and budgeted for. We want pedestrian connections between Sylvia Park and Carbine Road.

We believe that neighbouring Riverside, Penrose and Southdown will benefit from the redevelopment of the larger town centres and the retail districts.

Outcome: Maungakiekie-Tāmaki is the place to be
Objective	Key initiatives
Our businesses, town centres and industry flourish and provide high quality jobs	Develop an economic development plan for Maungakiekie-Tāmaki that builds on the strengths of the area and a business engagement strategy to strengthen and build our relationships with local business groups
	Partner with local business associations to support the ongoing growth and development of town centres and develop signature events in our town centres
	Support the development of a business hub around the speedway facility at Waikaraka that attracts and encourages businesses that use this facility to be based in our area
	Advocate for ultra-fast broadband in our business areas
	Actively promote and market Maungakiekie-Tāmaki to attract key players who will add value to our town centres and business areas
New developments are high-quality and reflect the flavour and character of our area	Work with Panuku Development Auckland to leverage the council’s assets and resources to reinvest in transformation projects in our local board area
	Work with existing and new housing providers including Housing NZ Corporation to ensure there are a range of good quality housing options for our community
	Develop an inventory of heritage sites (built, natural and cultural sites) to inform decisions and advocacy to the governing body and developers
	Work with Panmure Historical Society to protect and maintain the Panmure stone cottage
Our suburbs and town centres are sought-after destinations to live, work and play	Advocate to the Governing Body through the 10-year budget process for a world-class waterfront development at the Onehunga Wharf that features good connections to the town centre and incorporates a mix of uses that promote multiple opportunities for the public to visit and enjoy the waterfront
	Develop an adventure sports precinct in Onehunga that features speedway, wakeboarding, a park designed for all levels of skateboarding and water-based activities at Taumanu Reserve.
	Review the concept plan for Onehunga Bay Reserve
	Work in partnership with Tāmaki Regeneration Company to ensure delivery of quality redevelopment and improved infrastructure in Tāmaki
	Implement the Maybury and Ruapotaka Reserves concept plan and advocate to the Governing Body through the 10-year budget process for funding that recognises the importance of these reserves as the community heart of Glen Innes
	Advocate to the Governing Body through the 10-year budget process for confirmation of funding for the Ruapotaka Marae redevelopment
	Secure funding to redevelop the civic space and community facilities in the heart of the Panmure town centre
	Work with the Ōrākei Local Board to facilitate the formation of a business association in the Lunn Ave business precinct
	Address the lack of community facilities in Mt Wellington by exploring partnership opportunities and advocating to the Governing Body to contribute funding through the 10-year budget process

Whakaotinga 4: He rite ngā kounga whakahaere ō Maungakiekie-Tāmaki mō tōna whakatupu

Outcome 4: Maungakiekie-Tāmaki has quality infrastructure to match growth

Our current infrastructure is barely coping as it is. It is crucial that we receive appropriate investment to put in place infrastructure that keeps pace with the massive amount of development in our area. We will work with key partners to ensure development plans consider the impact on our area and ensure our needs can be met and any adverse effects are mitigated.

Safe and improved community facilities

We will ensure the community facilities and spaces we already have are not overlooked. We will advocate for them to receive the investment required to ensure they are maintained and enhanced, to attract use and meet needs of our community.

But as we grow, we will need more and better. We will be working on identifying what these needs are and factoring them, where possible, into future plans for the council and we will advocate for their inclusion in the plans of our development partners. We will seek out opportunities in large scale developments that are happening in our local board area.

We will work hard to make sure Maungakiekie-Tāmaki has the places we all need to come together and participate in community events and activities, and that these places are family friendly and can cater for all abilities. We will encourage the development of multi-purpose facilities so that we are getting the biggest bang for our buck.

Ruapotaka Marae in Glen Innes is a hub of community activity and special to urban Māori and the wider community. It is long overdue for redevelopment and we will work to ensure council’s commitment to this is honoured. We pledge to ensure Ruapotaka Marae is given a place of prominence in the reconfiguration of Maybury Reserve.

Te Oro Music and Arts Centre is the jewel in the crown of our local community facilities. We will continue to ensure its programmes meet the needs of the community and that it is seen as a place for everyone.

Good quality open spaces

Our community has told us that they want to use our outdoor spaces to do more sport and fitness activities, to experience nature and for families to spend time. Through the development of our open space network plan, we will look at how to make the best use of our existing parks to meet these current and future needs, and cater for the loss to our open space network from the sale of land at Point England Reserve.

We will ensure any investment decisions are guided by the needs and aspirations you have identified and where possible, we will advocate for acquiring more open space so we can continue to have a good supply when our population increases.

We will ensure our local parks and community spaces are maintained to a high standard. We will review and update existing concept plans for our parks and will implement as funding allows. If needed, we will advocate for more resources from the Governing Body to ensure these plans and any future concept plans are implemented fully. We will prioritise the implementation of plans at Maybury and Ruapotaka in Tāmaki, Fergusson Reserve and Onehunga Bay Reserve in Maungakiekie.

Our playgrounds need to be able to cater to all ages and abilities. We will conduct an audit of our existing playgrounds to guide our investment decisions.

Better connections and transport infrastructure

Our community continues to raise concerns with us about roads, transport and connectivity in our area. They want to see improvements in the public transport system and they value safe and secure walking and cycling connections. They want to be assured that our forward planning accommodates their long-term aspirations.

We want to make it easy for people to travel between the many places they want to visit in Maungakiekie-Tāmaki. Building better connections across our area, joining our parks and community facilities, transport hubs, town centres and industrial areas will be a priority. Our community supports investment in infrastructure that supports and incentivises the use of public transport particularly park-and-ride facilities and bike parking stands.

We want the development of a transport hub in Onehunga to be prioritised. This needs to start with the relocation of the existing bus and rail stations and must not preclude the inclusion of future public transport connections such as light rail. Planning for this now is a key opportunity that will contribute positively to the regeneration of Onehunga.

We will advocate for road infrastructure that reduces congestion and improves the efficiency of the key movement corridors. We will ensure these projects do not compromise our natural environment, and the look and feel of our neighbourhoods. We will look for opportunities to influence large-scale roading developments to ensure they are done sensitively and that we reap benefits to help achieve the things the community have said are important.

One of our key priorities is to work with Council to negotiate a mitigation package from New Zealand Transport Authority to address adverse impacts of the proposed East-West Link project, should it proceed, and ensure this is reinvested fully in our area on priority projects such as the development of the Onehunga wharf.

Redeveloping the Onehunga wharf to include a ferry service will open up opportunities for housing and connections to rural and other parts of Auckland situated around the Manukau inlet. In this regard, it is vital to include a public transport connection to the airport in future plans for the wharf. We will work with all relevant parties to advocate for these opportunities and influence the design of the wharf redevelopment.

We recognise that walking and cycling contribute indirectly to other outcomes desired by our community, particularly health and wellbeing, as well as reducing carbon emissions and traffic congestion.

We will look at ways to create better public transport options, and support transport hubs that feature bus, train, ferry and car options. We will continue to work closely with Auckland Transport to ensure we are being responsive to the needs of the community during times of rapid development, to actively manage disruptions to our centres and residential areas, and to respond to concerns about the transport network and associated infrastructure.

Keeping up with growth and development

Many infrastructure projects and assets are not directly led or controlled by us. Our role is to connect, advocate and partner. We will work with developers and organisations such as Watercare, Auckland Transport, New Zealand Transport Authority, KiwiRail and Transpower to advocate for the needs of our community, and to raise your concerns.

There is frequent flooding in many areas in Tāmaki when there is heavy rainfall. This is a sign that there are pressing infrastructure issues being experienced now that must be addressed as soon as possible. Planning for future growth is important but dealing with inadequacies in the infrastructure at present must be prioritised so that we are not forsaking the needs of those that are here now.

We will focus on ensuring our community gets as many benefits as possible out of major transformation projects and that we minimise the disruption and inconvenience to local residents when these projects are taking place.

Our community wants the high voltage powerlines that interrupt views of the Onehunga harbour and coast line put underground. We recognise that the cost of doing this is high but we will continue to advocate to Transpower to do this because we know that this is crucial to the transformation of Onehunga harbour area including the wharf that we want to redevelop.

We will be smart negotiators and strong advocates, to central government and the governing body, to address the need for appropriate infrastructure and services to support our fast-growing areas.

Outcome: Maungakiekie-Tāmaki has quality infrastructure to match growth
Objective	Key initiatives
Safe and improved community facilities	Investigate the need for new or additional local facilities such as multi-sport venues, library upgrades, community hubs, and hall upgrades in areas of high growth
	Champion the inclusion of high-quality social infrastructure as part of transformation projects
	Explore partnership opportunities to address the lack of community facilities in Mt Wellington
	Optimise our current community recreational facilities and prioritise the heating of outdoor swimming pools at Panmure Lagoon Pools and Jellicoe Pools
	Change the use and service specifications for the Panmure Hall so that our community can use this as a community centre
Good quality open spaces	Develop an Open Space Network Plan (OSNP) for Maungakiekie and the rest of our local board area and implement as funding allows
	Work with Tāmaki Regeneration Company to upgrade and deliver high-quality parks and open spaces in Tāmaki during the regeneration programme
	Advocate for the acquisition of land in Tāmaki to make up for the loss of reserve land from Point England Reserve
	Champion the retention of our parks and other open spaces in all areas with new developments
	Conduct an audit of playgrounds to ensure they are meeting the needs of our diverse community and that they cater to all ages and abilities
	Progress the implementation of the Fergusson Domain masterplan as funding allow
Better transport connections and improved transport infrastructure	Advocate to Auckland Transport to deliver a high-quality transport hub in Onehunga that co-locates bus and rail interchanges and is able to accommodate future light-rail and other public transport connections.
	Work with Council to negotiate a mitigation package to address adverse impacts of the proposed East-West Link project, should it proceed, and advocate for investment in our area on priority projects such as the development of the Onehunga wharf
	Support and fund the development of cycleways and walkways through our local parks
	Advocate to Auckland Transport to increase the frequency of train services to/from Onehunga
	Advocate to Auckland Transport for more park-and-ride facilities, including secure parking for bikes
	Advocate to Auckland Transport to address the safety issues associated with the current underpass at Glen Innes Train station and explore solutions such as an overbridge
	Advocate to Auckland Transport for prioritisation of a rail connection to the airport that goes through the Onehunga Wharf
Other infrastructure needs	Advocate to the Governing Body for development contributions and proceeds of any local asset sales to be reinvested back in our area
Other infrastructure needs	Advocate to Watercare for the prioritisation of stormwater facilities upgrades in Tāmaki to address the ongoing flooding issues

Te whakatutuki i tā mātou mahere

Carrying out our plan

To deliver against the outcomes of our plan we will:

· prioritise our budget to focus on the initiatives in the plan

· make the best use of our assets such as our community centres and parks

· set direction for council staff who are responsible for delivering our annual work programme

· work with others, including community organisations and partners, to deliver projects and services

· represent your views on matters of local importance.

In some instances, our role is limited to representing your views on matters of local importance because we do not have the decision-making authority and/or funding to carry it out. When this is the case, we will use our time and energy to influence the relevant decision-maker. We do this by advocating on your behalf or making formal submissions, ensuring decision-makers are aware of your views and our support for them.

Budget information can be found on page 25.

Empowering communities

We seek to empower and enable our communities. This means listening to what you want to achieve, directing council resources towards community aspirations, and supporting diverse communities to have an input into the things they care about and which matter uniquely to them.

We will prioritise activities led by the community, encourage and support people from all walks of life to actively participate in their community, and fully use their diverse talents, insights and contributions. We will work with others to enable our communities to achieve their goals.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi and its broader statutory obligations to Māori.

The Maungakiekie-Tāmaki Local Board values its relationships with mana whenua and mataawaka, and we are looking for new ways to grow and cement these relationships. Many of the aspirations and concerns we have heard from Māori are echoed across the wider community. We want to deliver meaningful outcomes and benefits for all.

He kōrero take pūtea

Funding information

The purpose of this section is to provide information on local board funding.

How local boards are funded

Funding is allocated to local boards through the council’s budget setting process. This involves the council’s Governing Body adopting a 10-year budget every three years and an annual budget every year. Local board agreements, briefly described in page six, make up part of the annual budget.

A financial overview for the Maungakiekie-Tāmaki Local Board for the 2017/18 financial year is included in Appendix 1.

The council’s budget setting process involves allocating funding gathered through revenue sources such as rates and user charges. It also involves setting levels of service for council activities and corresponding performance targets.

Details on levels of service for local activities are included in Appendix 2.

Auckland Council’s 2018-2028 10-year budget

In June 2018 the council’s Governing Body will adopt the 2018-2028 10-year budget informed by local board plans. The 10-year budget will need to consider all funding needs for Auckland and balance these with the need to keep rates and other council charges affordable. This balancing act may impact local boards’ ability to carry out all the key initiatives in their local board plans.

Auckland Transport’s Local Board Transport Capital Fund

Local boards can also access funding from Auckland Transport’s Local Board Transport Capital Fund, which is allocated to deliver small transport related projects.

The fund allocated to the Maungakiekie-Tāmaki Local Board in the 2016/17 financial year was $535,924

How local boards spend their budget

Much of the budget available to local boards is required to keep our services going and maintain our local assets including parks, community centres, libraries and halls.

Local boards also have additional, discretionary funding they can spend on local projects or programmes that are important to their communities.

More information about local board budgets can be found in Auckland Council’s Local Board Funding Policy on the council website.

The council is currently looking at ways to provide local boards with more flexibility over their budgets.

Ngā Mema o tō Poari ā-Rohe o Maungakiekie ki Tāmaki

Your Maungakiekie-Tāmaki Local Board members

	Members’ details
	Josephine Bartley - Chairperson Phone: 021 287 5599 josephine.bartley@aucklandcouncil.govt.nz
	Don Allan – Deputy Chairperson Phone: 021 715 349 don.allan@aucklandcouncil.govt.nz
	Debbie Burrows Phone: 021 534 930 debbie.burrows@aucklandcouncil.govt.nz
	Bernie Diver Phone: 021 537 337 bernie.diver@aucklandcouncil.govt.nz
	Nerissa Henry Phone: 021 729 422 nerissa.henry@aucklandcouncil.govt.nz
	Chris Makoare Phone: 021 0206 2990 chris.makoare@aucklandcouncil.govt.nz
	Alan Verrall Phone: 021 069 1547 alan.verrall@aucklandcouncil.govt.nz

Appendix One

Financial overview

Income, expenditure and capital investment by local activities for the period 1 July 2017 to 30 June 2018

Annual Plan Financials			2017/18 ($000s)
Operating revenue
Local community services			492
Local parks, sport and recreation			34
Local planning and development
Local environment services
Total operating revenue			526
Operating expenditure
Local community services			4,524
Local governance			1,064
Local parks, sport and recreation			6,492
Local planning and development			1,103
Local environment services			165
Total operating expenditure			13,348
Net operating expenditure			12,822
Capital expenditure
Local community services			1,134
Local governance
Local parks, sport and recreation			6,401
Local planning and development
Local environment services
Total capital expenditure			7,535

Appendix Two

Local activities and levels of service

Local board responsibilities, provided for directly in legislation or allocated to boards, are summarised into local activities. These are described in the table below, along with levels of service statements.

More information regarding of levels of services, including performance measures and performance targets, can be found in the Maungakiekie-Tāmaki Local Board Agreement 2017/2018. This is available on the Auckland Council website.

Local activities	Levels of service statements
Local parks, sport and recreation This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation. Local recreation includes swimming pools and leisure centres servicing communities in the local area.	Provide a range of recreational opportunities catering for community needs on local parks, reserves and beaches. Provide sports fields that are fit for purpose and cater for community needs. Provide programmes and facilities that ensure more Aucklanders are more active more often.
Local community services This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate, and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.	Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communities. Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permitting. Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communities. Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities.
Local planning and development This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.	Develop local business precincts and town centres as great places to do business.
Local environmental management Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.	Provide leadership and support to protect and conserve the region’s natural environment, historic heritage and Māori cultural heritage.
Local governance Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparations of local board plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Maori communities, and democracy and administrative support.	The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2015-2025 where the survey measures determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2016/2017.

Local activities

Levels of service statements

Local parks, sport and recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation. Local recreation includes swimming pools and leisure centres servicing communities in the local area.

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beaches.

Provide sports fields that are fit for purpose and cater for community needs.

Provide programmes and facilities that ensure more Aucklanders are more active more often.

Local community services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate, and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communities.

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permitting.

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communities.

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities.

Local planning and development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

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

Local environmental management

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

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

Local governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparations of local board plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Maori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2015-2025 where the survey measures determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2016/2017.

Maungakiekie-Tāmaki Local Board

26 September 2017

Maungakiekie-Tāmaki Local Board Local Grants: Round One 2017/2018 grant applications

File No.: CP2017/17312

Purpose

1. The purpose of this report is to present applications received for round one of the Maungakiekie-Tāmaki Local Board Local Grants 2017/2018. The local board is requested to fund, part-fund or decline these applications.

Executive summary

2. The Maungakiekie-Tāmaki Local Board has set a total community grants budget of $120,000 for the 2017/2018 financial year.

3. Twenty-six applications were received in local grant round one, requesting a total of $136,142.66. This total includes four multi-board applications.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) consider the local grant round one applications listed in table One and agree to fund, part-fund or decline each application in the table:

App ID	Applicant	Project Focus area	Project requesting funding for	Amount requested	Eligibility
LG1811-101	Father and Child Trust	Community	Towards costs of rental payments, internet and phone services for the community room in Onehunga.	$5,000.00	Eligible
LG1811-103	Onehunga Chinese Association Incorporated	Community	Towards costs for venue hire, healthy outdoor activities and accountant fees for groups based in Onehunga.	$9,900.00	Eligible
LG1811-105	Communicare (CMA) (Auckland) Inc.	Community	Towards costs of venue hire for the Royal Oak Baptist Church.	$1,043.00	Eligible
LG1811-106	Extra Talk under the umbrella of Dunkirk Road Activity Centre Incorporated	Community	Towards costs of venue hire for three weekly two hour sessions at Dunkirk activity Centre Panmure, Onehunga Community Centre.	$1,968.00	Eligible
LG1811-111	One Tree House Limited	Arts and culture	Towards costs of translations and the design requirements for print ready artwork for multi-lingual children's books.	$10,000.00	Eligible
LG1811-113	Community Impact Trust	Events	Towards costs of indoor sporting equipment, sound system, computer, and stationery for the “Growth and Connect nights” programme at Mount Wellington.	$4,000.00	Eligible
LG1811-115	Community Impact Trust	Community	Towards costs of equipment for gardening and tools for furniture regeneration in Maungakiekie-Tāmaki communities.	$5,000.00	Eligible
LG1811-114	Glen Innes Chinese Friendship Group Incorporated	Community	Towards costs of mid - autumn event and office items including computer, printer and office supplies.	$10,000.00	Eligible
LG1811-116	The Parenting Place	Community	Towards the cost of delivering 22 mental health and wellbeing presentations at three high schools (One Tree Hill, Onehunga, Tāmaki College and providing 625 Hardwired (drug and alcohol education) hand books for schools.	$2,862.00	Eligible
LG1811-118	Auckland Kids Achievement Trust	Community	Towards wages for five staff (Kiwi Can leaders) responsible for delivering Kiwi Can Programme in the schools including Glen Taylor School, Glenbrae Primary, Panmure Bridge and Tāmaki Primary.	$10,000.00	Eligible
LG1811-119	New Zealand Centre for Gifted Education Limited	Community	Towards costs of supporting children to access MindPlus Auckland services in the Maungakiekie-Tāmaki areas including Ellerslie school, Royal Oak Intermediate, Stanhope Road, St Mary's Ellerslie and Saint Pius X Catholic school.	$5,000.00	Eligible
LG1811-120	Shanti Niwas Charitable Trust	Community	Towards costs of marque, publicity, sound systems, koha for volunteers, prizes, facilitation for an international day of elderly at the Shanti Niwas Center.	$10,000.00	Eligible
LG1811-124	New Zealand Nepal Society Incorporated	Arts and culture	Towards costs of hall hire for a class room, teachers cost, stationary costs and morning tea.	$8,000.00	Eligible
LG1811-125	Mojde Owlad (under the umbrella of New Zealand Ethnic Social Services)	Events	Towards costs of funding the Farsi language workshops and family day event in Onehunga on 1 October 2017.	$1,450.00	Eligible
LG1811-126	The Asian Network Incorporated (TANI)	Community	Towards costs for a series of health education, empowerment and self-management seminars for migrant and refugee communities including the cost of quarterly newsletters, and a bilingual community worker based in Onehunga	$10,000.00	Eligible
LG1811-127	Tāmaki Estuary Protection Society Incorporated.	Environment	Towards costs of signage and bird rescue kits for the Panmure Basin	$7,000.00	Eligible
LG1811-128	Parent and Family Resource Centre Inc. trading as Disability Connect	Community	Towards cost of public address system forvarious seminars, expos and public events.	$2,423.00	Eligible
LG1811-129	The Synergy Projects	Community	Towards costs of hireage of equipment, permit fees, portaloos, signage, printing and advertising of the event at Oranga, Fergusson Park on 4 November 2017.	$5,000.00	Eligible
LG1811-131	YWCA Auckland	Community	Towards programme costs of two female students from Onehunga High School to participate in YWCA Auckland's future leaders programme, including costs of salaries, workshop costs, mentee support costs, annual leadership costs, and transportation, mobile phones, and office supplies.	$4,000.00	Eligible
LG1811-132	Tāmaki Community Development Trust	Community	Towards costs of transportation for young people and children, afternoon tea costs, koha for a facilitator, for the end of seasons prize giving event at Kohimaramara Beach.	$3,000.00	Eligible
LG1811-133	New Zealand Dance Advancement Trust	Arts and culture	Towards the costs of youth engagement performances and workshop delivery in the Maungakiekie Tāmaki area including salaries of dancers, transport, and rehearsal space hire.	$7,000.00	Eligible
LG1811-135	AIESEC in Auckland City Incorporated.	Community	Towards administration fees, entrepreneur projects costs and internship fees for the overseas volunteer programme.	$3,900.00	Eligible
				$126,546.00

b) consider the Multi-Board applications listed in table two and agree to fund, part-fund or decline each application in this round:

LG1807-111	Royal New Zealand Foundation of the Blind	Community	Towards costs of purchasing digital talking books for 184 blind or low vision residents in the Maungakiekie-Tāmaki Local Board area.	$2,000.00	Eligible
LG1802-119	StarJam Charitable Trust	Community	Towards costs for running eight weeks of community music performance workshops for 19 youth with a disability from Maungakieki-Tāmaki areas, including salary and travel costs for the regional programme coordinator fees, venue hire and tutor fees for each workshop.	$3,407.00	Eligible
LG1803-124	Elvis in the Gardens	Community	Towards costs of performers’ fees, advertising, equipment and operational costs for Elvis in the Gardens 2018 festival at Auckland Botanic Gardens on 4 March 2018.	$1,000.00	Eligible
LG1721-203	Big Buddy Mentoring Trust	Community	Towards costs of laptop computers and a salary contribution for volunteer coordinators	$3,189.66	Eligible
				$9,596.66

Comments

4. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme. The Maungakiekie-Tāmaki Local Board adopted their 2017/2018 grants programme in May 2017 (see Attachment A).

5. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· Any additional accountability requirements.

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

7. For the 2017/2018 financial year, the Maungakiekie-Tāmaki Local Board set a total community grants budget of $120,000.00.

8. Twenty-six applications were received in local grant round one, requesting a total of $136,142.66 this includes four multi-board applications.

Consideration

Local board views and implications

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

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

11. A summary of each application, including the applicants funding history is attached (see Attachment B).

Māori impact statement

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

Implementation

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

18. Following the Maungakiekie-Tāmaki Grant Committee allocating funding for round one local grant, Commercial and Finance staff will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Local Board Grant Programme 2017/2018	57
b ⇨	Maungakiekie-Tāmaki Local Grant Round One 2017/2018 grant applications (Under Separate Cover)

Signatories

Authors

Catherine Bolinga - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Victoria Villaraza - Relationship Manager

Acquisition criteria	Comment	Rating
Meeting community needs, now and in the future	High priority: · the proposed land exchange would improve physical access into Taniwha Reserve and will lead to improved safety outcomes as the current accessway is only three meters wide.	High priority
Connecting parks and open spaces	High priority: · the proposed land exchange would improve the connectivity of the network of open space walkways throughout the area.
Protecting and restoring Auckland’s unique features and meanings	Not a priority: · there are no known heritage, cultural or natural values of significance located within the areas proposed for exchange.
Improving the parks and open spaces we already have	High priority: · the proposed new access would provide high quality access and improve the functionality of Taniwha Reserve.

Maungakiekie-Tāmaki Local Board

26 September 2017

Allocation of the Environmental Priorities Fund for the 2017/2018 Environment work programme

File No.: CP2017/18423

Purpose

1. To approve projects for the Environmental Priorities Fund ($53,000) for the 2017/2018 local environment work programme for the Maungakiekie-Tāmaki Local Board.

Executive summary

2. The Maungakiekie-Tāmaki Local Board has identified an aspiration in their Local Board Plan 2014-2017 to achieve ‘a healthy natural environment enjoyed by our communities’ in their board area.

3. To give effect to this aspiration, the local board approved a $165,000 environment work programme at is meeting on 28 June 2017 (Resolution No. MT/2017/108). Decision making on $53,000 of that work programme was reserved to allow for further discussion on environmental priorities.

4. This report recommends that the board allocate the Environmental Priorities Fund ($53,000) to six projects focused on sustainable and low cabon living.

Recommendations

That the Maungakiekie-Tāmaki Local Board:

a) approve local environment projects to deliver the Environmental Priorities Fund ($53,000) as summarised in the table below:

Project	Budget
Healthy Rentals	$ 8,000
Project Home Wise	$ 8,000
Bike Hub Feasibility	$ 9,000
Love your Neighborhood	$ 8,000
Eco-Festival	$10,000
Reduce Single Use Plastic Bags	$10,000

Total budget	$53,000

Comments

5. At its business meeting held on 28 June 2017, the board approved $165,000 of its 2017/2018 budget to support the delivery of a local environment work programme in line with the local board plan outcome of ‘a healthy natural environment enjoyed by our communities.’ (Resolution No. MT/2017/108)

6. As part of the local environment work programme, the board committed funding of $53,000 towards an Environmental Priorities Fund and resolved to further investigate project options at a workshop held on 5 September 2017.

7. Based on those discussions, it is recommended six projects will be delivered by the Infrastructure and Environmental Services directorate as part of the board’s 2017/2018 local environment work programme.

8. A brief description of each is provided below.

Healthy Rentals ($8,000) (Maungakiekie-Tāmaki)

9. The Healthy Rentals project aims to reduce household energy use and associated carbon emissions and to improve the quality of rental homes by keeping houses warmer and drier. Building Research Association of New Zealand (BRANZ) house condition survey in 2011 reported that nearly twice as many rentals were in poor condition compared to owner-occupied houses, including more evidence of damp and mould in rental housing.

10. According to 2013 census data, 47% of households in the Maungakiekie-Tāmaki households owned the dwelling they lived in, which was lower that the regional average of 61%. This means that 53% of Maungakiekie-Tāmaki households do not own the dwelling they live in. The percentage of households that rent from Housing New Zealand is 19%.

11. The board have previously supported funding towards this project and in 2013 a Housing Quality Improvement pilot was successfully delivered in the local board area. It noted that tenant education is a key component with in-house conversations helping raise knowledge and change tenant behaviour.

12. The project would involve:

· Providing landlords with a free independent, technical assessment of their rental property using a housing warrant of fitness model.

· Supporting landlords to make physical improvements that increase the overall energy efficiency and health of the rental home, such as installation of energy efficient lighting and heating, and interventions that reduce dampness in the home such as kitchen and bathroom extraction or other targeted energy efficiency products/devices. The local board support will complement existing schemes such as EECA’s Warm Up NZ insulation programme and Retrofit your home.

· Educating tenants on how they can improve the health of their home and save money on their power bills through home management and behaviour changes.

13. The funding will enable 8-10 houses to receive subsidies for practical improvements with a larger number receiving the home assessment and tenant education.

14. Auckland Council currently give consideration around promoting information about healthy homes and subsidies by optimizing information on the Auckland Council public website, promotion of the Healthy Rentals programme. The recent launch of the ‘Live Lightly’ regional low carbon living campaign which has dedicated website and Facebook presence where programmes to enable healthy homes will also be promoted. Staff will also work alongside events supported by Waste Solutions to promote the programme.

Project HomeWise ($8,000) (Maungakiekie-Tāmaki)

15. The Home Wise project will a focus on ethnic and faith based communities and vulnerable households within the Maungakiekie-Tāmaki area. It aims to increase their skills, knowledge and resources to make positive choices for sustainable living and reduction of the ecological footprint.

16. The project will deliver a minimum of six workshops to be provided on topics such as:

· waste minimisation (how to sort your household rubbish, including home composting, options and demonstration)

· water saving (how to reduce your water consumption and bills)

· energy efficiency (cut power bill expenses)

· sustainable living

Bike Hub ($9,000) (Maungakiekie-Tāmaki)

17. The Bike Hub project is an opportunity for the board to educate their communities about active transportation and to have access to enabling an active transport option. The communities will also engage in education and skill sharing around repair and resource recovery.

18. The project will deliver the following:

· identify location and community partners for a repair centre for secondhand bikes in the board area

· develop a sustainable operating model for the Bike Hub that will result in predictable operating hours for users

· secure funding and support from other sources to enable the development of the Bike Hub and its programmes

Love your Neighbourhood ($8,000) (Maungakiekie-Tāmaki)

19. The funding will be an opportunity to enable community volunteers and not-for-profit Maungakiekie-Tāmaki early childhood centres to undertake practical environmental initiatives.

20. Specifically the project will deliver the following:

· Provide rapid response assistance up to a value of $500 to support volunteer-driven practical environmental initiatives e.g. environmental clean ups and restoration, community planting and food growing.

· Includes providing practical assistance to not-for-profit preschools to enable environmental education initiatives; in particular edible gardens and water saving/collection devices.

· Promote the availability of the assistance through appropriate networks across the Maungakiekie-Tāmaki Local Board area

· Respond to requests from the Maungakiekie-Tāmaki Local Board to support community action.

Eco Festival ($10,000) (Maungakiekie-Tāmaki)

21. The Eco Festival will help to develop strong and thriving communities to participate, celebrate to make positive choices for sustainable living and reduction of their ecological footprint.

22. Funding to support the running of an Eco Festival which will run from March-April 2018 specifically towards:

· Provide a community-based environmental festival with access to free public events

· Design and deliver a festival that provides information and practical ideas for making sustainable living easy

· Market the festival to businesses, institutions and community groups acknowledging the board’s funding

· Promote the festival in ways that target the diversity and distribution of the population

· To work collaboratively with other agencies who may be delivering similar events in the other sub-regions at same time

23. The Eco Festival will also have a focus on Māori history and kaitiakitanga, similar to that of the previously hosted festivals by the west boards.

Reduce Single Use Plastic Bags ($10,000) (Maungakiekie-Tāmaki)

24. In 2015/2016 and 2016/2017 the board funded a plastic bag reduction project delivered by the Tāmaki Waste Reduction Action Project (Tāmaki WRAP).

25. It is proposed that this project be continued in the 2017/2018 work programme and will deliver on the board’s priority to support and promote community initiatives to reduce single-use plastic bags in the local board area. The campaign is being led by two local women. The focus is on developing collaborative ways of working with the community to minimise waste.

26. The project has had a high level of community engagement in 2015/2016 and 2016/2017 and continued investment in 2017/2018 will allow the community group to build on and scale up all of the work that has been done to date.

27. The budget this financial year will deliver:

· ten workshops

· development of plastic reduction initiatives at Panmure Bridge School

· planning for Plastic Bag Free month launch event July 2018

· organising and facilitation of and Auckland plastic bag free group hui

· ongoing campaign through media and social media

28. These activities complement the other waste minimization work being catalyzed by Tāmaki WRAP and Multi-education Support Trust.

Consideration

Local board views and implications

29. The projects noted above align with the local board outcome: ‘a healthy natural environment enjoyed by our communities,’ as noted in the Maungakiekie-Tāmaki Local Board Plan. The specific projects presented in this report were discussed with the board at a workshop in September 2017

30. At the September 2017 workshop, the board requested that staff investigate the Hawkes Bay Ready to Rent initiative. Currently the programme is contextualized to Hawkes Bay and there was a lengthy process with stakeholders to develop a programme tailored to local needs. It is delivered by volunteer workshop presenters and venues have been provided free of charge. A number of other agencies are interested in a widespread rollout of the programme (Salvation Army, Ministry of Business, Innovation and Employment, Ministry of Social Development, District Health Boards and Corrections). As this option would require additional time to customise a programme for Maungakiekie-Tāmaki and would require an agency to roll this project out, this project was not presented as an option for delivery in this financial year as it would not be able to be delivered.

Māori impact statement

31. This report provides information on local environmental projects. It is recognised that environmental management, water quality and land management has integral links with the mauri of the environments and concepts of kaitiakitanga.

32. Some of the identified activities are of interest to Māori and, where appropriate, provisions for mana whenua participation, contribution, and consultation will be incorporated. Table three below highlights how each project in the board’s work programme is expected to contribute to Māori outcomes and which require consultation and engagement.

Project	Māori Outcome Assessment
Healthy Rentals	Māori iwi and groups have previously participated in Project HomeWise workshops in other local board areas and opportunities to engage Maori groups will be actively pursued.
Project Home Wise	Māori iwi and groups have previously participated in Project HomeWise workshops in other local board areas and opportunities to engage Maori groups will be actively pursued.
Bike Hub Feasibility	There is potential for the Bike Hub initiative to contribute to Māori wellbeing through educating groups about active transport options which could result in financial savings and positive health outcomes. There are opportunities to partner with Māori organisations to establish Bike Hub service will be explored.
Love your Neighbourhood	The Love your Neighbourhood project has the potential to contribute to the development of Māori capacity through supporting applications for this assistance from Māori organisations.
Eco Festival	The Eco Festival events held in other local board areas have demonstrated a focus on Māori history and kaitiakiagnga and will also in the
Plastic bag reduction (Tāmaki WRAP)	Local iwi and mataawaka will have an opportunity to participate in planning and implementation of the project, but it is not anticipated that this will be at a significant level.

Implementation

33. Regular reporting on project delivery will be provided through the quarterly performance reports. Any major changes to the projects will be brought to the board for its consideration.

Attachments

There are no attachments for this report.

Signatories

Authors

Desiree Tukutama - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 September 2017

Approval of the scope and engagement approach for the Waikaraka Park master plan

File No.: CP2017/18448

Purpose

1. To seek endorsement from the Maungakiekie-Tāmaki Local Board for the recommended scope option for the development of the Waikaraka Park master plan.

Executive summary

2. Waikaraka Park (the Park) and cemetery is a 30 hectare, unclassified recreation reserve situated in Onehunga.

3. The site consists of four main areas, speedway, sports fields, cemetery and the park extension on Captain Springs Road. There are multiple community leases in place for facilities in the Park.

4. The local board approved the development of scope and funding options for a master plan in August 2016.

5. This report presents the three scope options evaluated for the development of the master plan and the engagement approach. The three options assessed are a ‘renewals’ plan, an ‘optimisation’ plan and a ‘regeneration’ plan.

6. The recommended option is the development of an ‘optimisation’ plan. This will best provide for current and future community needs whilst making the most of existing facilities on site.

7. The recommended approach for engagement is to collaborate with key stakeholders and consult with the wider community as much as possible throughout this project.

8. Staff have carried out an assessment of the feasibility to accommodate Auckland Stock and Saloon Car Club and Springs Promotions Limited at a joint speedway facility at the Park. The outcome of the assessment is that the Park is suited to accommodate a joint facility. This knowledge enables a better understanding of the future use of the site, the potential space requirements and helps clarify the scope of the master plan to be developed.

9. The development of the master plan is funded by Panuku Development Auckland.

10. It should be noted that additional funding may be required for the implementation of the plan should facilities be upgraded or new facilities constructed.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) endorse the development of an ‘optimisation’ master plan for Waikaraka Park

b) appoint Member D Burrows as local board contact for staff on the Waikaraka Park master plan

c) delegate to Member D Burrows authority to provide feedback and guidance to staff on the direction being taken for the master plan development.

d) note that the aim of the engagement is to work collaboratively with key external stakeholders throughout this project and consult with the community on the draft master plan.

Comments

The site

11. The Park is an approximately 30 hectare site in Onehunga (see location map in Attachment A). The majority of the site is vested in trust in Auckland Council, by the Crown, as an unclassified recreation reserve under the Reserves Act 1977 (the Act).

12. The Park contains four main areas with ancillary and connecting infrastructure such as car parks and walkways:

· a speedway, leased to the Auckland Stock and Saloon Car Club; this includes the council-owned, condemned grand stand

· sports fields and ancillary infrastructure; this includes the Onehunga Combined Sports Trust lease, adjacent to the sports fields, and three other community leases, the Auckland Canine Agility Club, Auckland Studio Potters and City of Sails Auckland Brass Inc., all along the eastern boundary of the Park adjoining Captain Springs Road

· a cemetery, which has recently been transferred to Community Parks

· the park extension (also referred to as Waikaraka Park South), a former landfill site, which is to be developed as sports fields. This is held in fee simple.

Context for the development of the master plan

13. In August 2016, the local board did not approve the concept plan for the Park, but instead resolved to “approve the development of scope and funding options for a wider master plan that considers the impacts of projects being planned for the wider Waikaraka Park area” (Resolution number MT/2016/150).

14. Since the above resolution has been passed, several pieces of work which have an impact on the master plan have been progressed and the council now has more clarity on a number of issues surrounding the site, such as extent of the proposed land take for the East-West Link proposal, future aspirations for the speedway facility and land status of the site, as an unclassified reserve under the Act.

15. Certain requirements apply to reserves subject to the Act, such as the need to classify land, the requirement to prepare a reserve management plan, and to publicly notify the intention to grant a new lease, even for existing activities in the park.

16. Formal classification of the reserve prior to considering new lease applications is mandatory under the Act and best practice prior to drafting of a reserve management plan.

17. A master plan is a non-statutory document and does not fulfil the same function as a reserve management plan prepared under the Act, which sets out policy direction for the use, management, protection and development of a reserve.

18. For the purpose of this project a master plan is defined as a spatial layout plan which aims to integrate development across the Park. It will show areas where values are to be protected (e.g. historic features), areas where types of activities may occur (e.g. sports fields area, community use area), key access points and types of connections sought (e.g. walk - and cycleways through the park).

Further considerations for the development of the master plan

19. The following are further considerations for the development of the master plan for the Park:

· relevant resolutions passed by the local board in regards to the Park which include approval of the demolition of the existing grand stand (Resolution MT/2016/94), the installation of artificial cricket wickets (Resolution MT/2016/174) and the inclusion of options for a motor sport facility at the Park (Resolution MT/2016/231)

· several renewals projects planned to be undertaken in the Park including pathways and furniture at the cemetery, all of which are currently on hold pending the development of the master plan

· the recent approval by the Auckland Council Planning Committee of the High Level Project Plan for the Transform Onehunga project led by Panuku Development Auckland (Resolution PLA/2017/34)

· the proposed development of the East-West link directly adjacent to the Park along the foreshore. The New Zealand Transport Agency is proposing to use the Park extension as storage and holding yard during the construction period and will require a portion along the southern boundary of the Park permanently

· the Winter and Summer supply and needs study for outdoor sport facilities, available in late 2017. The documents will help guide the provision and development of outdoor sporting facilities on Council land across Auckland

· the Greenways Plan for Maungakiekie- Tāmaki, which includes a number of walkway/ cycleway connections through the Park

· Auckland Transport projects along Neilson Street and Captain Springs Road

· Healthy Waters project to replace a major storm water pipe, running through the Park extension.

20. This report outlines the options, the scope and engagement approach for the development of the master plan for the Park, as workshopped with the local board and key internal stakeholders.

Motor sport at Waikaraka Park

21. As a preliminary step for the development of the master plan, staff deemed it necessary to assess the feasibility of accommodating the Auckland Stock and Saloon Car Club, the existing lessee, and Springs Promotions Limited, currently at Western Springs, at a joint speedway facility at the Park; and comparing it with a potential site at Colin Dale Park in the Ōtara- Papatoetoe Local Board area.

22. Criteria were developed to assess the sites against each other. These included physical and functional fit of a facility, compatibility with the land status (zoning and classification), enablement under the AUP existing motor sports precincts, group preference and known local board views. For each site cost implication and timeframes were also considered.

23. The purpose of the assessment was to determine whether such a facility could be accommodated at the Park. If this would not have been the case, this could have potentially opened up opportunities to use the speedway site for different activities and had a major impact on the scope of the master plan development.

24. The outcome of the assessment is that Waikaraka Park is better suited to accommodate a joint facility, with the underlying assumption that the two organisations can come to an agreement about working together.

25. The above outcome is based on the degree of enablement of the activity under the AUP, the preference of the two organisations for Waikaraka Park and the likely lower cost for the development or upgrade of a facility, due to existing infrastructure and utilities at the Park.

26. In summary, having done the assessment now gives clarity on how this part of the site is likely to be used in the future and how much space joint facility might need and the scope for the master plan development.

27. The assessment was carried out in collaboration with Regional Facilities Auckland (RFA) and the council’s Active Recreation and Sports Field teams. To achieve the best outcome for the site and its users, staff will aim to work in collaboration with RFA throughout the development of the master plan.

Options considered and recommended option

28. Three options were evaluated for the development of a master plan for the Park and presented to the local board; a renewals plan, an ‘optimisation’ plan and a ‘regeneration’ plan.

29. A renewals plan would provide for the existing services, activities and assets “as is, where is”. The output of this option is not a plan, but rather the continuation of business as usual. The purpose of an optimisation plan is to make the best of the site, and provide for current services and activities, by optimizing existing facilities and space on the site. The regeneration plan looks to revitalize the site and in addition to existing activities and services investigates opportunities for new ones. Attachment B outlines the options in more detail, including anticipated outputs, risks, benefits and levels of community engagement.

30. As the site has a number of existing activities and uses, which are unlikely to change and has very limited opportunity for additional activities, the ‘optimisation’ plan is anticipated to provide the best outcome overall for the site and is the recommended option to be progressed. Some of the existing uses may be intensified i.e. more sports fields.

31. The output of the project will be a master plan for the Park, outlining the integrated development of the site in the medium term. Scope elements will include engagement with key internal and external stakeholders and the wider community, based on a communications and engagement plan. The investigation of parking requirements for current and future use and potential economic development activities also form part of the scope.

Resourcing

32. Panuku Development Auckland has made funding available for the development of the plan (as noted in Resolution MT/2017/110).

33. Internal resources will be used during the project as much as possible.

High-level timeframes for development of the master plan

34. The table below outlines the elements within scope and anticipated timeframes for the development of the master plan, based on the recommended option:

High level project plan
Deliverables	By when
Report to LB to approve approach	Sept 2017
Iwi engagement	Sept 17 - ongoing
Communications and engagement plan	Oct 2017
Facilitation of key stakeholder workshops	Oct/ Nov/ Dec 2017
Parking investigations	Oct/ Nov 17
Investigation of commercial opportunities for parks and surrounding area	Oct/ Nov 17
Draft master plan	Nov/ Dec 17
Release of master plan for public consultation by the local board	Dec 17
Public consultation on master plan	Feb 18
Feedback analysed and recommendations made on changes	Feb/Mar 18
Draft master plan amended based on feedback	Mar 18
Political report for endorsement of plan	Mar/ Apr 18
Final master plan	Apr 18
Master plan handed over to business owner	Apr 18

Consideration

Local board views and implications

35. As outlined above, the local board has passed a number of resolutions which are relevant for the development of the master plan for the Park.

36. In the 2014 Maungakiekie-Tāmaki Local Board Plan the continued improvement of the Park was one of the key initiatives. This was to be achieved by working with relevant sports clubs, associations and regional bodies to explore opportunities to maximise use of the park’s recreational space.

37. In the 2017 draft local board plan, the Park also forms part of one of the key initiatives - to look at opportunities to maximise use of local facilities and create destination areas, including the opportunity to develop an adventure sports precinct in Onehunga by continuing to host a speedway facility at Waikaraka.

38. Following the adoption of the PSR work programme, a workshop was held with the local board on 11 July 2017 to present the options for the development of a master plan and to co-design the scope and engagement approach.

39. During the workshop board members expressed support for the development of an ‘optimisation’ plan.

40. The recommended engagement approach is to collaborate with key external stakeholders. The wider community will be informed of the start of the master planning process and, consulted with following development of the draft master plan. (NB: Engagement levels are based on the spectrum developed by the International Association for Public Participation (IAP2). Attachment C outlines the IAP2 spectrum, the goals for participation at the different levels of the spectrum and corresponding promise to the public).

41. During the workshop the board agreed to appoint Member Debbie Burrows as the main contact for staff for the master plan in order to expedite matters. The board is being asked in this report to confirm this delegation to Member Burrows to provide feedback and guidance to staff on behalf of the board.

Māori impact statement

42. Whilst there are no known sites of significance to mana whenua within the Park, the contribution of parks outcomes is of significant importance to mana whenua, their wellbeing, values, culture and traditions.

43. Maintaining the integrity of the land and waterways, seeing cultural histories reflected in designs, all help in restoring a sense of place for tangata whenua.

44. Many of the priorities in the Auckland Plan in relation to Auckland’s Māori reflect this important connection, such as

· enabling tangata whenua to participate in the co-management of natural resources

· exploring partnerships with mana whenua to protect, identify and manage wāhi tapu sites

45. The Auckland Design Manual includes a section on Māori design principles, which is highly relevant to the design of the master plan.

46. Specific consultation has not yet been undertaken with mana whenua on the development of the master plan for the Park, but mana whenua have previously provided feedback on the development of the concept plan.

47. Mana whenua have been made aware of the project and will be engaged with throughout this project.

External key stakeholders

48. Key external stakeholders for this project are the existing lessees and clubs operating in the Park, including Auckland Stock and Saloon Car Club, Onehunga Combined Sports Trust, Auckland Canine Agility Club, Auckland Studio Potters and City of Sails Auckland Brass Inc.

49. No direct engagement has yet been undertaken with the key stakeholders on the development of the master plan for the Park, however feedback provided by key stakeholders on the 2015/16 concept plan, and during presentations to the local board, will be used to help inform the development of the plan.

50. A series of workshops is planned to be held with the key external stakeholders to confirm issues raised during the preparation of the concept plan and use a co-design approach to find and test solutions to optimise the use of the site.

Community views

51. No direct engagement has been undertaken with the wider community on the development of the master plan for the Park.

52. Known sources of feedback, such as submissions received as part of the 2017 local board plan feedback process, will help inform the development of the plan.

53. The wider community will be informed of the start of the master planning process and feedback will be sought from the wider community on the draft plan.

Implementation

54. The first step following the approval of the scope and engagement approach will be to set up workshops with the key external stakeholders to confirm issues raised during the preparation of the concept plan.

55. Funding is allocated as part of the Community Facilities work programme to undertake various renewals and development projects in the park (Resolution MT/2017/111), but additional funding requirements will be identified for full implementation of the plan.

56. An option to address a potential future funding shortfall is for the local board to consider allocating locally-driven initiative (LDI) funding.

57. The implementation of any projects identified within the plan will have to follow the relevant processes, such as resource consenting for new development, should they not be permitted activities under the Auckland Unitary Plan (AUP).

Attachments

No.	Title	Page
a ⇩	Location map	81
b ⇩	Master plan options	83
c ⇩	IAP2 spectrum	85

Signatories

Authors

Nicki Malone - Service and Asset Planner

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 September 2017

Renewal and variation of lease to The Auckland Stock and Saloon Car Club Incorporated at Waikaraka Park, 175-243 Neilson Street, Te Papapa

File No.: CP2017/19136

Purpose

1. To seek approval from the Maungakiekie-Tāmaki Local Board to grant a renewal and variation of lease to The Auckland Stock and Saloon Car Club Incorporated for its occupation of the premises at Waikaraka Park, 175-243 Neilson Street, Te Papapa.

Executive summary

2. The Auckland Stock and Saloon Car Club Incorporated occupy its premises at Waikaraka Park, commonly known as Waikaraka Park Speedway, for the purposes of motorsport and pursuant to a lease with Auckland Council. The club own the existing building and other improvements on the site, excluding the original council-owned grandstand (Attachment A).

3. The lease to the club commenced on 24 September 2004 for an initial term of five years with two rights of renewal for five years respectively

4. The final renewal was due to commence on 24 September 2014. This was deferred pending a decision on the future of the grandstand which was closed after a structural assessment deemed it unsafe, and the finalisation of the proposed wider masterplan development.

5. The Auckland Stock and Saloon Car Club Incorporated have since continued to occupy the site on a month-by-month basis on the same terms and conditions of the original lease.

6. The Maungakiekie-Tāmaki Local Board requested staff to report on the leasing options for the club and to confirm the tenure arrangements for the site.

7. This report recommends that the Maungakiekie- Tāmaki Local Board grant a renewal of the lease and variation of the rent, commencing on 24 September 2014 until final expiry on 23 September 2019.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) grant a variation and renewal of the lease to The Auckland Stock and Saloon Car Club Incorporated at Waikaraka Park, 175-243 Neilson Street, Te Papapa, Auckland subject to the following terms:

i) term - 5 years commencing 24 September 2014

ii) a rent variation to $1.00 plus GST per annum if demanded

b) request officers undertake an investigation regarding the long term occupation of the premises by the club after confirmation of the masterplan development for Waikaraka Park.

Comments

Land

8. The land occupied by The Auckland Stock and Saloon Car Club Incorporated at Waikaraka Park, 175-243 Neilson Street, Te Papapa comprises of Part Allotments N44, N45 and N61 Small Lots, Onehunga contained in title NA47A/1200 (Attachment A). The land is held by the Crown and vested, in trust, to Auckland Council as an unclassified recreation reserve, subject to the Reserves Act 1977.

9. Under the provisions of the Reserve Act 1977, any new lease granted over the land requires public notification and iwi engagement in accordance with sections 119 and 120 of the Act and section 4 of the Conservation Act 1987. Given the underlying Crown ownership, any new lease will likely require a treaty settlement clause identifying the land to be used as redress.

The Auckland Stock and Saloon Car Club Incorporated

10. The Auckland Stock and Saloon Car Club Incorporated was incorporated on 13 December 1976 under the Incorporated Societies Act 1908. The primary objective of the club is for the promotion of stock car racing and other forms of motorsport.

11. The club operates from the site at Waikaraka Park, 175-243 Neilson Street, Te Papapa commonly known as the Waikaraka Park Speedway. The club owns the clubroom building and other improvements on the land, except for the council-owned grandstand (Attachment A).

12. The grandstand, with a capacity of approximately 1,548 people, was constructed by United States servicemen in the mid 1940’s. It was used for public sporting and events until 1967 when the current stock car track was built alongside the grandstand. The grandstand has been used for stock car and motorsport events ever since. Under the Auckland Unitary Plan, the grandstand is categorised as having historic heritage of considerable significance to the area.

Lease Details

13. The current occupation by the club is pursuant to a lease agreement which commenced on 24 September 2004 for a term of five years with two five year right of renewals, effecting final expiry on 23 September 2019.

14. The initial rent at the commencement of the lease was $10,000 plus GST per annum. The rent was calculated in line with the lease policy in place at the time and which allowed for community groups to be charged a standard community rental of $500 per annum, plus an additional five percent of the market rental for income derived from a group’s commercial activity.

15. The first renewal was exercised and commenced on 24 September 2009. The renewal included a variation of the rental to $24,400 plus GST per annum to be phased in over the following three years, between 2009 and 2011.

16. The second and final renewal was due to commence on 24 September 2014. However, specialist condition reports found that the existing council-owned grandstand was structurally unsound, at seismic risk and did not meet minimum New Zealand standards. The grandstand was subsequently closed in September 2014 and remains closed.

17. The closure of the grandstand has affected the clubs operations. The club has seen a drop in attendances as a result of the reduced seating capacity. This has reduced the revenue generated by the club through its operations.

18. Under the lease, council is not obliged to undertake any repair or replacement of the grandstand. Council however, through Regional Facilities Auckland, has provided the club with the use of 1,200 temporary seats at no hire cost. The equivalent hireage value for the temporary seating is valued at approximately $250,000 per season. The club was required to pay for the related installation costs. The temporary seating has been installed at the site since the 2015/2016 season and is currently still in situ at Waikaraka Park.

Leasing Options

19. There are three leasing options presented in the table below for the board’s consideration.

Cost / Value	Benefits	Drawbacks
Option One: Maintain status quo
Up to $250,000 per year	· Allows time for the completion of the heritage assessment · Provides more time to explore the wider park masterplan development including the proposed consolidation of the club with Springs Promotions Limited who manage motorsport at Westerns Springs · Rental income will offset OPEX	· Council to continue to supply temporary seating to the club · Club may cancel the lease · Club rent maintained · Risk to future viability of the club
Option Two: Renewal of lease on the same terms and conditions until final expiry in 2019
Up to $250,000 per year	· Renewal provides certainty of tenure to September 2019 · Rent levels maintained - but offset by OPEX · Allows time to complete heritage assessment and wider park masterplan development	· Council to continue to supply temporary seating to the club · Club may not agree to lease renewal terms · Club may cancel the lease · Club rent maintained · Risk to future viability of the club
Option Three (preferred option): Renewal of lease and variation of rent to $1 until final expiry in 2019
Up to $24,400 per year	· Renewal provides certainty of tenure to September 2019 · Reduced rent to Club · Rent savings can be used by club to provide required facilities · No on-going costs to council or local board to provide temporary facilities	· Reduces rent income to council · Club to provide facilities at its cost · Club may not agree to lease renewal terms · Club may cancel lease

Consideration

Local board views and implications

20. The Maungakiekie-Tāmaki Local Board resolved on 16 June 2016 (MT/2016/94) to demolish the grandstand.

21. Due to the historic heritage overlay, the demolition of the grandstand will require resource consent. To support the resource consent application a heritage assessment will need to be undertaken. Council officers are in the process of engaging heritage architects to complete the heritage assessment.

22. The Maungakiekie-Tāmaki Local Board approved the development of scope and funding options for a masterplan in August 2016 (MT/2016/150). The masterplan development contemplates an integrated approach for the development of Waikaraka Park, including investigating opportunities to maximise the use and optimise the park’s recreational space. The suggested consolidation of The Auckland Stock and Saloon Car Club Incorporated and Springs Promotions Limited, who manage motorsport at Western Springs, will be considered as part of the optimisation. It is prudent that any long term occupation only be considered after the local board has confirmed the wider park masterplan development.

23. At its business meeting on 16 December 2016, the local board noted that the renewal of the lease for The Auckland Stock and Saloon Car Club Incorporated has not been progressed due to the development of the Waikaraka park masterplan and requested council officers to report to local board and consult with the club regarding leasing options (MT/2016/231).

24. At its workshop on 15 August 2017, the local board was briefed by council officers regarding the proposed leasing options and the local board indicated support for the renewal of the lease and variation of rent to $1.

25. The rental expected for the 2017/2018 year has already been allocated to the local board budget. As such, any reduction in rent to $1 and any credit that will accrue as a consequence of the renewal, will affect the 2017/2018 local board budget.

26. The recommendations in this report support the Maungakiekie-Tāmaki Local Board 2014 Plan Outcome for parks, sports and recreational activities that promote healthy lifestyles and enhance well-being.

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 2015-2025, the Unitary Plan and Local Board Plans.

28. Support for Maori initiatives and outcomes are detailed in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

29. No direct engagement has been undertaken because this matter is limited to the existing lease provisions and the term contemplated in the original lease. Future land use and long term occupation for Waikaraka Park will involve iwi engagement.

Implementation

30. Council’s community lease staff will work with the club to finalise the deeds of variation and renewal.

Attachments

No.	Title	Page
a ⇩	Attachment A - Site Plan	91

Signatories

Authors

Yusuf Khan - Senior Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 September 2017

Approval to grant a new lease to Tāmaki Redevelopment Company Limited at Level 1, 7-13 Pilkington Road, Panmure

File No.: CP2017/19166

Purpose

1. To seek approval to grant a new lease to Tāmaki Redevelopment Company Limited (“TRC”) for 176 m² (more or less) of the first floor space at the Panmure Library and Community Hall building, Level 1, 7-13 Pilkington Road, Panmure, together with shared use of common areas.

Executive summary

2. Auckland Council owns the Local Purpose (Community buildings and carpark) Reserve at 7-13 Pilkington Road, Panmure.

3. The Maungakiekie-Tāmaki Local Board Services and the Panmure Library currently occupy the ground floor. The mezzanine first floor space has recently been renovated and reconfigured to provide better utilisation for the Citizens Advice Bureau and other community services.

4. The Tāmaki Redevelopment Company Limited has requested a new lease for part of the space on the first floor of the community building to operate the Tāmaki Community Co-Design Lab. The Lab aims to provide a neutral space to explore co-design opportunities for the Social and Economic regeneration projects currently underway or to be developed within the local board area.

5. The Maungakiekie-Tāmaki Local Board support the proposed activity for the Tāmaki Community Co-Design Lab (the Lab). The local board has agreed to forgo the requirement of an expression of interest given the concept of the Lab is to work with the community to address social service issues and design services that benefit the wider Tāmaki community and whanau.

6. This report recommends that the Maungakiekie-Tāmaki Local Board grant a new lease to Tāmaki Redevelopment Company Limited for two years commencing on 1 October 2017 with two one year rights of renewal subject to the requirements under the Reserves Act 1977, the Local Government Act 2002 and the Community Occupancy Guidelines 2012.

7. The board intends using the reconfigured open space and presentation room upstairs as required for its business meetings or larger public engagements as its current meeting rooms cannot accommodate more than 15-18 people in its gallery and are insufficient for public meetings.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) agree to forgo the expression of interest process prior to a new lease being considered;

b) grant a new lease to Tāmaki Redevelopment Company Limited to occupy 176m² (more or less) of space at Level 1, 7-13 Pilkington Road, Panmure (Attachment A) subject to the following terms and conditions:

i) term – two years commencing 1 October 2017 (or earlier with the Board’s approval) with two rights of renewal for one year each

ii) rent $25,000.00 plus GST per annum; reviewed two-yearly;

iii) fair proportion of OPEX fee;

iv) that this rental reflects the shared use of the central meeting room with the local board and the intended community use;

c) approve that all other terms and conditions are in accordance with the Reserves Act 1977, Local Government Act 2002 and the Auckland Council Community Occupancy Guidelines 2012.

Comments

8. Council owns the four parcels of land that comprise 7-13 Pilkington Road, Panmure. They are:

· an estate in fee simple containing an area of 809 square metres more or less being Lot 457 Deposited Plan 42010 (NA33A/884)

· an estate in fee simple containing an area of 754 square metres more or less being Lot 458 Deposited Plan 42010 (NA8B/972)

· an estate in fee simple containing an area of 753 square metres more or less being Lot 459 Deposited Plan 42010 (NA33A/840)

· an estate in fee simple containing an area of 809 square metres more or less being Lot 460 Deposited Plan 42010 (NA12C/818)

By a resolution passed by the former Auckland City Council on 19 August 1994, all of the above land was declared local purpose (community buildings and carpark) reserve subject to the Reserves Act 1977 and published in the New Zealand Gazette in1996.

9. On 18 November 2014, the Maungakiekie-Tāmaki Local Board responded to the Tāmaki Community Needs Assessment and considered the proposed funding for the following items:

· Investigate the best use of the space above the Maungakiekie-Tāmaki Local Board offices, with a particular focus on opportunities to support organisations that deliver training and employment services

· The implementation of an appropriate management model for Panmure Hall that will activate the space and provide a welcoming presence

Resolution number MT/2014/225:

10. At its business meeting on 15 October 2015, the board received the feasibility study dated June 2015 for the space above the Maungakiekie-Tāmaki Local Board office and resolved as follows:

· agrees in principle to progress with Masterplan C subject to:

i) funding being available

ii) agreement from the CAB Panmure to relocate

iii) an implementation plan being developed for the leased space and transition

· requests officers provide the board with a report on potential funding and staging options noting that these will be impacted on by the yet to be adopted Local Board Capital Fund allocation.

Resolution number MT/2015/161

11. On 18 February 2016, the board approved funding for the reconfiguration of the community space at 7-13 Pilkington Rd resolved as follows:

· approves expenditure of $606,000 to cover project costs for Masterplan C and $30,300 for project management costs towards reconfiguring the community space at 7-13 Pilkington Rd, Panmure as per the feasibility study

· allocates $105,000 from the 2016 financial year and $531,300 in the 2017 financial year from the board’s Capital Fund towards this project

· notes the proposed time frame for completion of the project of December 2016

· notes that community leases is currently preparing advice on how it will be tenanted

Resolution number MT/2016/13

12. The scope of the reconfiguration works included a separate multi office space for the CAB Panmure and eight rooms consisting of a mix of private office space, and meeting and resource rooms. In addition, a common area consisting of toilet facilities and a lunch room area can be utilised by CAB, other groups occupying the community space and attendees at meetings.

13. At the workshop on 18 July 2017, the local board advised council staff that the space above the Maungakiekie-Tāmaki Local Board office would not be a community leasing space and that the board was looking at other options for use of this space. This was confirmed via board resolution at its business meeting on the 22 August 2017.

Tāmaki Redevelopment Company Limited

14. Tāmaki Redevelopment Company Limited (3937662, ‘the Company’) was incorporated on 6 August 2012. The shareholders are Auckland Council (41.00%), Minister for Finance (29.50%) and Minister for Building and Construction (29.50%). The purpose of the company is to drive the Tāmaki Regeneration Programme including the Social and Economic Regeneration Programme. The Company is developing the Tāmaki Community Co-Design Lab in order to:

· provide a neutral space for the community to come together to safely discuss and design different solutions to tackle community challenges in social services;

· co-locate for the development and operation of a co-design lab in Tāmaki, to work with the community to address social issues and design or re-design services for the Tāmaki community and

· focus on having the Tāmaki community and whanau at the centre of the design process, designing with them while helping develop the skills and capabilities of the Tāmaki community.

15. The proposed rental will be paid to council but the funds will be used and applied by the local board as deemed fit for Tāmaki community benefits.

16. The company will have the normal responsibilities of a lessee. Arrangements between it and other parties involved in the Community Co-Design process will need to be flexible and processed under appropriate delegation.

Consideration

Local board views and implications

17. Community facilities and spaces that work for our communities” is a goal identified in the Maungakiekie-Tāmaki Local Board Plan 2014. Maximising use of the space to accommodate community groups and organisations will support the board in achieving this goal.

18. The board has evaluated and considered four options (Attachment B) for the space and risks associated with them:

· Option 1: Community Lease

· Option 2: Commercial Lease

· Option 3: Strategic partnership with key agencies to deliver key agreed outcomes

· Option 4: Mixed use – Community and Commercial

19. The board at its meeting on 22 August 2017 resolved as follows:

· request officers to progress with the option of Tāmaki Redevelopment Company Limited and Oranga Tamariki having the use of part of Level 1, Pilkington Road office space for a co-design lab

· request that rental income/consideration for the use of the upstairs space be put towards a redevelopment of the Panmure Hall Annex

Resolution number MT/2017/151

20. The board is unanimous in its decision and support the proposed lease to the Tāmaki Redevelopment Company.

Māori impact statement

21. 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 2015-2025 Long-term Plan, the Unitary Plan and Local Board Plans.

22. Engagement with iwi identified as having an interest in the Maungakiekie-Tāmaki Local Board geographical area is required regarding the proposal to grant a lease at 7-13 Pilkington Road.

23. Council has engaged with the iwi at the mana whenua forum at Manukau held on 30 August 2017 concerning the proposed lease. The feedback from the hui was:

· If the large meeting space is required by mana whenua for a hui, then they should be able to use it free of charge;

· The concept of the Tāmaki Community Co-design Lab should be discussed by the Tāmaki Redevelopment Company at its iwi governance forum.

24. The proposed lease space for the Tāmaki Community Co-Design (because of the involvement with Oranga Tamariki and Auckland District Health Board) will maximise the use of the shared space to deliver community outcomes for the benefit of the Tāmaki community.

Implementation

25. Upon the board approving the proposal to grant the lease to the Tāmaki Redevelopment Company, council staff will draft the lease for review, approval and execution by the parties.

Attachments

No.	Title	Page
a ⇩	Attachment A: Pilkington Floor Plan	99
b ⇩	Attachment B: Options Table	101

Signatories

Authors

Yusuf Khan - Senior Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 September 2017

Options Considered For Recently Renovated Space above Maungakiekie-Tāmaki Local Board Offices

Option One	Community lease
Description	Offer the opportunity to lease the space to all interested groups and select tenants based on criteria set Community Occupancy Guidelines 2012
Who Implements?	Community Leases (CF)
What Process?	EOI process open to all groups. Or the Local Board can decide to forgo the EOI at the discretion of the Local Board.
Pros	· Offers opportunity to all community groups
	· Open and transparent process
Cons	· As TRC isn’t a NGO or community organisation, the community occupancy guidelines don’t allow for a commercial or private entity to occupy a community space
	· Not being able to accommodate everyone that might be interested (need to manage expectations raised in process)
	· Local board acts as the landlord only which is contrary to their desire to work collaboratively with other groups and jointly undertake co-design activities that deliver against local board plan outcomes
	· Unlikely to find an anchor tenant which is the desired arrangement to minimise requirements on Council

Risks	· Raising expectations of groups through the EOI process
	· Conversations have been had at a political level and the board has indicated a strong desire to give use of the space to a particular group
Financial Implications	Income to the local board will be minimal ($1.00 p/a. Leases with higher rentals are from legacy councils and will revert to $1.00 when the leases expire)
Resourcing	· No staffing requirements for the facility
	· Staffing resources to manage lease agreement process and monitoring for compliance
	· Maintenance officially sits with council
Option Two	Commercial Lease
Who?	Maungakiekie-Tāmaki Local Board with either Tāmaki Redevelopment Company, ADHB or Oranga Tamariki
Description	Lease of part or all of the premises on commercial terms
Who implements?	Panuku via commercial lease
Pro	· Delivers on community outcomes
	· Potential financial returns from space which could come back into the LB budget
	· Leverages inputs from other agencies, who are contributing funds and resources
	· Location in the community hub
	· Risks reduced by one party taking responsibility for management of space
	· Flexibility and responsiveness
	· Scope for sub-leasing to community groups
	· Can start relatively quickly
Cons	· Perception that other community groups are deprived of the opportunity of the using the space
	· Commercial arrangement may not be aligned with delivery of the best community outcomes
	· In order for Panuku to arrange a commercial lease, the space may be required to transfer into the Panuku portfolio ie: it would transfer out of the LB’s hands (would be contested by LB) · What assurances can the board have that the space would come back to the LB after the terms of the lease expire?
Financial implications	· Potential for commercial/market rate leasing arrangement which could come back into the board’s budget to re-allocate · Board could consider a subsidised rent which reflects that increased collaboration would contribute positively local board outcomes in key areas
Option three	Strategic partnership with key agencies to deliver key agreed outcomes
Who?	Maungakiekie-Tāmaki Local Board, TRC, ADHB and Oranga Tamariki to develop and deliver the Tāmaki Community Co-Design Lab
Who implements?	Panuku (commercial lease) ; Corporate Property or Community Places
What process?	(see above)
Pros	· Responds to the board’s aspiration of collaboration with key strategic partners with resource and reach in local board area
	· Focuses organisations involved in the partnership and challenges them to leverage collective outcomes of benefit to local community
	· Sends a positive message to central government of collaboration between local boards and central government on social issues facing communities
	· Is an innovative approach to addressing shared social outcomes
	· Attempts to build better collaboration and co-ordination between key agencies operating in Tāmaki
	· Responds to community concerns about a ‘lack of joined up’ approach in Tāmaki
	· Co-location of TRC, ADHB, Oranga Tamariki with the Maungakiekie-Tāmaki Local Board creates a community hub with the Library, Panmure Hall, LB offices (one stop shop)
	· Potential to work collaboratively for alignment between the outcomes of the Co-Lab with the LBP outcomes
	· Potential to have more meaningful impact of key social issues (like youth unemployment or community safety) by working to achieve ‘collective impact’ with key strategic partners
	· Aligns with the direction set by the local board to prioritise groups interested in the community space who will generate employment opportunities for the local community
	· Auckland Council has a shareholders agreement which requires the organisation to support and enable TRC to achieve its identified outcomes
Cons	· This sits outside the ‘business as usual’ approach of Auckland Council
	· There would be potentially no financial return to the local board for the lease of its space
	· If the space leased via a commercial lease, Panuku may require it to be transferred to their portfolio.
	· There is a risk that it may not return to the local board at the end of the agreed lease period
	· This option may not be preferred by TRC and partners as they won’t have complete autonomy over space (ie: it seeks to form a strategic partnership which is over and above the leasing agreement)
Risks	· The objectives and agreed outcomes of the strategic partnership (of the Co-Lab) may be broader than the LBP outcomes so board would need to accept that there would be some broadening of scope
	· There may be a perception from communities that the local board is over-investing in the project
	· It is an innovative approach so requires a flexibility/responsiveness that is challenging to facilitate from a large organisation such as council
	· The facility in this regard is part of a contribution to leverage key shared social outcomes. How we (Auckland Council) manage the facility shouldn’t be the driver, rather the social outcomes should drive this opportunity.
Option four	Mixed Use –Hybrid Community/Commercial lease to benefit and deliver community outcomes (Preferred Option)
Who?	Community Facilities and TRC to develop and deliver the Tāmaki Community Co-Design Lab
Who implements?	Community Facilities
What process?	Local Government Act 2002, Reserves Act 1977 and Community Occupancy Guidelines 2012
Pros	· Identify the board’s aspiration and goal for “Community facilities and spaces that work for our communities” in the Local Board Plan 2014-2017
	· Co-location with the Tāmaki Regeneration Programme as part of the Social and Economic Regeneration Programme
	· Co-location with the Maungakiekie-Tāmaki Local Board creates a community hub with the Library, Panmure Hall, LB offices and CAB (one stop shop)
	· Potential to work collaboratively for alignment between the outcomes of the Co-Lab with the LBP outcomes
	· Potential to have more meaningful impact of key social issues (like youth unemployment or community safety) by working to achieve ‘collective impact’ with key strategic partners
	· Aligns with the direction set by the local board to prioritise groups interested in the community space who will generate employment opportunities for the local community
	· Auckland Council has a shareholders agreement which requires the organisation to support and enable TRC to achieve its identified outcomes · Any revenue generated from the leased space would reduce general rates burden and be used for community purposes · Explores a new option for leveraging meaningful community outcomes using Council space.
Cons	· This sits outside the ‘business as usual’ approach of leasing for community space · Staffing resources to manage hybrid lease agreement process and monitoring for compliance
	· This option may be marginally less attractive to TRC and partners as they won’t have complete autonomy over shared space
Risks	· The objectives and agreed outcomes of the TRC and the board may require integration to achieve best results. · Setting a precedent for another occupancy which is out of scope under the Community Occupancy Guidelines 2012

Maungakiekie-Tāmaki Local Board

26 September 2017

New Road Name Review for Fenchurch 2A and Overlea Central Development Sites

File No.: CP2017/19124

Purpose

1. This report provides an update to the Maungakiekie-Tāmaki Local Board on proposed names for new roads and Jointly Owned Access Lots (“JOAL”) within the new Fenchurch 2A and Overlea Central neighbourhoods currently under development in Glen Innes.

Executive summary

2. Tāmaki Regeneration Company (“TRC”), along with its development partners, aims to deliver approximately 400 new mixed tenure houses in Fenchurch and approximately 142 new homes in Overlea development sites. This will require the creation of 25 new public roads and JOALs, plus two pocket parks, across both neighbourhoods.

3. TRC has collected a list of preferred and alternative names for new public roads and JOALs in the Fenchurch 2A and Overlea Central development sites. Auckland Council’s guidelines and criteria for naming new roads have been adhered to in this situation, along with previously agreed steps between TRC and Maungakiekie-Tāmaki Local Board (“board”).

4. Proposed road names have been elicited from the community and key stakeholder groups, such as TRC’s Community Liaison Committee, Lalaga Pasifiki, the Glen Innes and Panmure Business Associations, and other community organisations.

5. Board members were also canvassed for potential new names and a list of qualifying preferred and alternative names has now been prioritised. Permissions and verifications have been obtained where required and New Zealand Post confirmed the viability of all proposed names in August 2017.

6. The list of proposed names was submitted to Mana Whenua for consideration on 17 July 2017 and no objections or comments concerning any of the proposed names were raised.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) review and accept in principle the proposed road names for the Fenchurch 2B and Overlea developments sites, subject to a formal road naming application being made to the local board for each road to be named at a later date (and subject to name approval from Land Information New Zealand), pursuant to section 319(1)(j) of the Local Government Act 1974.

Comments

7. Subject to any objection from BOARD, the list of preferred and alternative names set out in this report will be submitted to Council’s resource consents team by TRC’s development partners in order for a separate road name report and recommendation to be made to the local board for each new road to be named at a later date.

8. Council’s road naming guidelines require three name options to be supplied for each road / JOAL to be named; one preferred name and two alternative name options. A preferred name has been supplied for each road to be named within the development sites. However, rather than assigning specific alternative names to each new public road and JOAL, TRC has provided a pool of names that can be used as alternatives.

9. Maps of the developments sites are attached.

10. Details of the two development sites and proposed names are as follows:

Fenchurch 2A Development Site

11. This development site contains two new public roads and three new JOALs to be named.

12. A consistent theme has been applied to the naming of the new public roads to be vested in this site, with community heroes that have made a significant contribution being prioritised.

13. The names that have been prioritised for new JOALs are non-specific Māori, Cook Islands and English/Scottish words, reflecting the cultural diversity that exists in this well-established neighbourhood.

14. A list of the preferred road names for Fenchurch 2A are set out in the table below:

Fenchurch 2A Preferred Names for New Public Roads and JOAL
Preferred Name	Suffix	Background/Significance	Type	Lot
Doreen Williams	Way	Doreen Williams was a Fenchurch Street resident for over 50 years and was a local scout organiser and leader for several decades. The naming of a public road after Mrs Williams recognises the longevity of her contribution to the local community.	Public Road	100
Poroporo	Place	Poroporo means 'purple' in Māori, and is also a tree with purple flowers that have medicinal qualities.	JOAL	101/102
Manea	Lane	Manea is a Cook Islands and Māori word that means: lovely, attractive, beautiful, nice. The submitter of this name said: "Means beautiful - that's how I feel GI is as a Cook Islander".	JOAL	103
Vui Talitu	Way	Leifi David Vui-Talitu (deceased), of Samoan descent, was an employee of Tāmaki Regeneration Company and had also worked for Housing New Zealand Corporation. Mr Vui-Talitu was a strong community advocate and helped establish the Glenbrae KIDS Early Learning Centre on Leybourne Circle in Glen Innes.	Public Road	105
Glenbrae	Glade or Green	Glenbrae is a combination of two Scottish words: “glen” the meaning of which includes ‘a hollow or valley’, and “brae” the meaning of which includes ‘steep or sloping bank of a river’ and ‘a road which has a steep gradient’. The Scottish connection is derived from early European settler, William Innes Taylor, who owned a large farm of some 760 acres that covered most of today’s Glen Innes and Glendowie suburbs. This name also acknowledges the adjacency of the new JOAL to Glenbrae School and North Elstree Reserve.	JOAL	106

15. The pool of alternative names for this site is consistent with the cultural diversity theme referred to above and is set out in the following table:

Pool of Alternative Names for Fenchurch 2A
Proposed Name	Suffix	Background/Significance
Tiaki	Road	Tiaki is a Māori word that means: to guard, to preserve, protect and shelter.
Pōhutuhutu	Lane	Pōhutuhutu is a Māori word that means: to splash about.
Filemu	Road	Filemu is a Samoan word meaning ‘peace’. This acknowledges the existing community’s strong Pasifika roots.
Penina	Road	Penina is a Samoan word meaning ‘pearl’. This acknowledges the existing community’s strong Pasifika roots.
Ukutoia	Way	Ukutoia is the traditional Māori name for Glen Innes (the name means to pull the waka up to the clay).

Overlea Central Development Site

16. A consistent theme has been applied in prioritising preferred names for the roads within this development site. The meaning of both proposed Māori names complements the aspiration for the future well-being of this new neighbourhood, aligned with the spirit of intent described by Reg Pearce's whanau:

Overlea Central Preferred Names for New Public Roads and JOAL
Proposed Name	Suffix	Background/Significance	Type	Lot
Timatanga	Rise	Timatanga is a Māori word that means: beginning, starting, introduction, start, commencement. The submitter said: "This housing development is going to be a great new beginning for many families". The new road has a minor incline from south to north.	Public Road	100 - New Road 1
Reg Pearce	Way	Reg Pearce (deceased) opened a shoe repair business in Glen Innes in 1965, was the chairperson of the business association and was on the organising committee for the local marae. The shop remains an iconic part of the Glen Innes town centre. The Pearce descendants request the road name be suffixed with ‘way’.	Public Road	100 - New Road 2
Piri	Place	Piri is a Māori word meaning: to stick, adhere, cling, keep close. It has been suggested as a word that promotes strong community spirit and unity.	JOAL	200 - JOAL 2

17. A pool of alternative names has been prioritised that is consistent with the overall theme for the Overlea Central development site. The pool of alternative names is set out in the table below:

Pool of Alternative Names for Overlea Central
Proposed Name	Suffix	Background/Significance
Te Taurere	Road	Symbolising a volcanic cave in the local area and Glen Innes’ fertile soil.
Sarah Matthew	Street	Sarah Matthew was the first European woman to explore Waitemata Harbour and Tāmaki estuary in the early 1840s. Her diaries and letters provide a unique insight into the life and growth of early Auckland with her husband Felton Matthew. She was also the first European woman to climb many maunga.
Whanau	Way	Māori word meaning: family, extended family, to be born, give birth.

Road Naming Process for both Development Sites

18. TRC has collected the above lists of preferred and alternative names for new public roads and JOALs in the Fenchurch 2A and Overlea Central development sites. Auckland Council’s guidelines and criteria for naming new roads have been adhered to, along with previously agreed steps between TRC and the board.

19. Proposed road names have been elicited from the community and key stakeholder groups, such as TRC’s Community Liaison Committee, Lalaga Pasifiki, the Glen Innes and Panmure Business Associations, and other community organisations. Board members were also canvassed for potential new names.

20. Permissions and verifications have been obtained where required and New Zealand Post confirmed the viability of all proposed names in August 2017. The names are yet to be checked and verified by Land Information New Zealand, as this will be done as part of the separate individual road name applications to the local board at a later date.

Consideration

Local board views and implications

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

22. The review sought from the Maungakiekie-Tāmaki Local Board for this report does not trigger the Significance policy and is not considered to have any legal or legislative implications or any immediate impact on the community.

23. Subject to any objection from the board, the list of preferred and alternative names set out in this report will be submitted to Council’s resource consents team by TRC’s development partners in order for a separate road name report and recommendation to be made for each new road to be named at a later date.

Māori impact statement

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

25. The list of proposed names was submitted to Mana Whenua for consideration on 17 July 2017 and no objections or comments concerning any of the proposed names were raised.

Implementation

26. The cost of processing, reviews, and approval of the proposed new road names are recoverable in accordance with Council’s Administrative Charges.

27. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once subsequent approvals are obtained for any new road names.

Attachments

No.	Title	Page
a ⇩	Fenchurch 2A Map	109
b ⇩	Overlea Central Map	111

Signatories

Authors

Emerald James - Subdivision Advisor

Authorisers

Ian Smallburn - General Manager Resource Consents

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 September 2017

Remuneration Authority consultation document

File No.: CP2017/19622

Purpose

1. To provide comments on the Remuneration Authority’s Consultation Document “Local Government Review” by 15 December 2017.

Executive summary

2. The Remuneration Authority is consulting local authorities on proposals in its consultation document “Local Government Review”. Feedback is due by Friday 15 December 2017. The Remuneration Authority wants to discuss the proposals with Local Government New Zealand (LGNZ) zone meetings.

3. The Authority has noted that they are seeking the views of councils, not individual elected members or staff. All local boards are being provided the opportunity to respond as is the governing body.

4. The Authority proposes the following long-term changes to the way in which remuneration is decided:

(i) each council is sized according to proposed factors such as population

(ii) a remuneration pool for the council is determined based on the size

(iii) the mayor’s salary is determined by the Authority

(iv) the council then proposes how to allocate the total pool (after the mayor’s salary is deducted) among elected members to recognise positions of responsibility

(v) there is relativity between mayors and MPs, with the Auckland mayor being paid no more than a cabinet minister.

5. The consultation document sets out the proposals and asks for feedback in regard to specific questions.

6. The proposals do not impact on expenses policies or meeting fees for resource management hearings.

7. The body of this report summarises the content of each section of the document and quotes the questions. Comments from staff highlight issues the local board might wish to consider. The document is in Attachment A and provides the full details of the proposals.

8. The proposal to provide each council with a remuneration pool gives councils more flexibility to recognise varying responsibilities among members, but it puts elected members in the position of making decisions about their own salaries.

The consultation document does not discuss local boards. In other councils, community board salaries would be funded from the council pool, unless they were funded by a targeted rate. Local boards are very different from community boards and local boards should make their comments in the context of their role and responsibilities within Auckland Council. Local boards may wish to comment on how, if the remuneration pool concept proceeds, the remuneration of local boards should be decided.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) provide its comments on the Remuneration Authority’s Consultation Document Local Government Review.

Comments

Introduction

9. The Remuneration Authority has circulated a discussion document with a request for comments by 15 December 2017. This is appended in Attachment A. The Authority states that a separate consultation document will be circulated for Auckland Council but that the principles in the current document will apply to Auckland Council.

10. The Authority has noted that they are seeking the views of councils, not individual elected members or staff. All local boards are being provided the opportunity to respond as is the governing body.

11. Currently, the key aspects for setting remuneration for councils other than Auckland are:

(i) a size index for each council based on population and expenditure

(ii) job-sizing council positions in sample councils

(iii) assessing the portion of full-time work

(iv) the Authority’s pay scale

(v) a pool equivalent to one member’s salary for recognising additional positions of responsibility

(vi) a loading of 12.5% for unitary councils

(vii) hourly rates for resource consent hearings.

12. The report summarises the content of each section of the discussion document and quotes the questions. Comments from staff highlight issues the local board might wish to consider. The document is in Attachment A and provides the full details of the proposals.

Council size

13. The discussion document defines council size as “the accumulated demands on any council resulting from its accountability for its unique mix of functions, obligations, assets and citizenry”. It proposes a number of measures on which to base council size such as:

(i) population

(ii) operational expenditure

(iii) asset size

(iv) social deprivation

(v) guest nights.

14. For regional councils, social deprivation would not be used to assess size, but land area would be.

15. For unitary councils, land area would be added to all other factors in order to recognise regional responsibilities. The previous 12.5% loading would not apply.

16. Detailed explanations about why these factors were chosen are in the discussion document.

17. Remuneration Authority questions on sizing factors:

With regard to the proposed factors to be used for sizing councils

· Are there significant influences on council size that are not recognised by the factors identified?

· Are there any factors that we have identified that you believe should not be used and why?

· When measuring council assets, do you support the inclusion of all council assets, including those commercial companies that are operated by boards?

· If not, how should the Authority distinguish between different classes of assets?

18. Comments:

(i) It is noted that prior to 2013, the Authority took population growth into account. The councils experiencing higher growth might be expected to be faced with more complex issues to resolve than councils with stagnant growth.

(ii) In a review conducted in 2012, the Authority stated:

The adjustment for ‘abnormal population growth’ has been discontinued, because it is felt that such growth will be reflected in a council’s expenses

Weighting

19. The discussion document proposes weighting the factors slightly differently for different types of council.

Territorial authorities:

Population, operational expenditure

Assets

Deprivation index, visitor nights

Regional councils:

Operational expenditure, geographic size

Assets, population

Visitor nights

Unitary authorities:

Population, operational expenditure, geographic size

Assets

Deprivation index; visitor nights

20. Remuneration Authority questions on weighting:

· Are you aware of evidence that would support or challenge the relativity of the factors for each type of council?

· If you believe other factors should be taken into account, where would they sit relative to others?

21. Comments:

(i) Staff do not see any issues with this proposal.

Mayoral remuneration

22. Mayors are considered to be full-time positions. The discussion document states that a base rate would be determined and additional amounts would be based on the size of the council as assessed above. The Remuneration Authority would set the mayor’s salary.

23. Remuneration Authority questions on Mayoral remuneration:

· Should mayor/chair roles should be treated as full time?

· If not, how should they be treated?

· Should there be a “base” remuneration level for all mayors/chairs, with additional remuneration added according to the size of the council?

· If so, what should determine this “base remuneration”?

24. Comments:

(i) For Auckland Council, the roles of the mayor, councillors and local board chairs have all been treated as full-time. There has been no diminution in role responsibilities since that was determined. There is no rationale for change.

Councillor remuneration

25. A total remuneration pool would be set for each council and each council would decide how to distribute the pool among elected members (after the mayoral salary has been deducted). A 75% majority vote would be required. The Remuneration Authority would receive each council’s decisions and would then make formal determinations.

26. The pool could be used to recognise additional workload arising from appointments to external bodies.

27. Remuneration Authority questions on councillor remuneration:

· Should councillor remuneration be decided by each council within the parameters of a governance/representation pool allocated to each council by the Remuneration Authority?

· If so, should each additional position of responsibility, above a base councillor role, require a formal role description?

· Should each council be required to gain a 75% majority vote to determine the allocation of remuneration across all its positions?

28. Comments:

(i) Setting a remuneration pool for an entity with the entity then responsible for deciding how it is allocated among members, is a valid remuneration practice.

(ii) One issue to consider relating to the pool proposal is that the size of the pool, once determined, is fixed. If a pool is determined for each local board, then if the number of members on a board is increased or decreased, say by a review of representation arrangements, the amount that each member is paid will decrease or increase accordingly. This issue is acknowledged in paragraphs 102 and 103 of the discussion document.

(iii) In view of this, the local board might wish to consider its view on the assumption that the governance responsibility can be represented by a fixed pool.

(iv) A further issue to consider is that elected members would need to debate how to allocate the pool. The Remuneration Authority currently fully sets Auckland Council’s elected member remuneration. Council has not had to debate how remuneration might be apportioned among governing body and local board members. This would be a major change.

(v) Staff do not see any issues with the proposals for role descriptions and a 75% majority vote.

External representation roles

29. The Authority notes that elected members are increasingly being appointed to represent councils on various outside committees and bodies.

30. Remuneration Authority questions on external representation roles:

· Should external representation roles be able to be remunerated in a similar way to council positions of responsibility?

31. Comments:

(i) There are many bodies such as trusts and co-governance entities to which Auckland Council elected members are appointed. These appointments are currently treated as part of the role of being an elected member.

(ii) If the pool proposal allows councils to recognise additional responsibilities (or workload) attached to representation on external organisations, an issue to consider is whether such recognition of additional workload might then extend to internal committee membership, including the number of committees a member is part of. The issue is how granular the recognition of responsibilities should be.

Appointments to CCOs

32. The Authority notes that some councils make appointments of elected members to CCOs.

33. Remuneration Authority questions on appointments to CCOs:

· Do the additional demands placed on CCO board members make it fair for elected members appointed to such boards to receive the same director fees as are paid to other CCO board members?

34. Comments:

(i) Auckland Council cannot legally appoint elected members to substantive CCOs, other than Auckland Transport.

(ii) In the current term, Auckland Council has not appointed elected members to Auckland Transport, but in previous terms the two appointees received directors’ fees.

Community boards

35. The discussion document includes proposals and questions regarding community boards. Auckland Council does not have community boards and we recommend this is clearly stated in any local board response.

36. Community board salaries would either come from the council pool or be separately funded by way of a targeted rate.

37. Remuneration Authority questions on community boards:

· Should community board remuneration always come out of the council governance/representation pool?

· If not, should it be funded by way of targeted rate on the community concerned?

· If not, what other transparent and fair mechanisms are there for funding the remuneration of community board members?

Local Boards

38. The discussion document does not mention local boards.

39. Most local boards are larger or similar in size to other councils in New Zealand.

40. Local boards have decision-making and governance responsibilities over $500million per annum

Comments:

Local boards should comment

(i) On the merits or otherwise of a bulk funding approach

(ii) If the Remuneration Authority does decide on a bulk funding approach

a. Should the governing body determine remuneration for each local board or

b. Should the Remuneration Authority determine separate bulk funding for the governing body and each local board.

Local government pay scale

41. The discussion document discusses how the role of elected members might compare to other roles and other entities for the purposes of setting a pay scale. It considers local government managers, central government managers and boards of directors. These are not elected member roles.

42. The document then considers parliamentary elected member salaries for comparison.

43. Remuneration Authority questions on local government pay scale:

· Is it appropriate for local government remuneration to be related to parliamentary remuneration, but taking account of differences in job sizes?

· If so, should that the relativity be capped so the incumbent in the biggest role in local government cannot receive more than a cabinet minister?

· If not, how should a local government pay scale be determined?

44. Comments:

(i) The Authority suggests in the document that mayor/chair salaries are related to MPs. The question refers to the “biggest role in local government” which would be the Auckland mayor. By setting the salary of the Auckland mayor to that of a cabinet minister, other mayors would be scaled accordingly.

Timetable

45. A determination setting councils’ remuneration pools will be made around 1 July in each election year. Following the elections, each council is to resolve its remuneration policy on the allocation of the pool for the triennium. In the years between elections, adjustments will be made based on published “Labour Market Statistics”.

Conclusion

46. These proposals constitute a major change for Auckland Council. From its inception, the salaries of Auckland Council elected members have been fully determined by the Remuneration Authority.

47. The remuneration pool proposal provides councils with more flexibility to recognise varying responsibilities among members, but this puts elected members in the position of making decisions about their own salaries.

Consideration

Local board views and implications

48. This report seeks the local boards’ views on the proposals contained in the Remuneration Authority’s discussion document. Local board views will be reported individually to the Remuneration Authority.

Māori impact statement

49. The level at which elected members are remunerated does not impact differently on Māori as compared with the wider community.

Implementation

50. Feedback from the local board will be communicated to the Remuneration Authority.

Attachments

No.	Title	Page
a ⇩	Remuneration Authority Consultation Document Local Government Review	211

Signatories

Authors

Warwick McNaughton - Principal Advisor - Democracy Services

Authorisers

Marguerite Delbet - General Manager Democracy Services

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 September 2017

Panuku Development Auckland Local Board Six-Monthly Update 1 February to 31 July 2017

File No.: CP2017/18611

Purpose

1. To give the Maungakiekie-Tāmaki Local Board an overview of Panuku Development Auckland activities within the local board area for the six months 1 February to 31 July 2017.

Background

2. Panuku Development Auckland (Panuku) was established in September 2015 as a result of the merger of two Council Controlled Organisations – Waterfront Auckland and Auckland Council Property Limited.

3. Panuku helps to rejuvenate parts of Auckland – from small projects that refresh a site or building, to major transformations of town centres or neighbourhoods.

4. Panuku manages around $2 billion of council’s property portfolio, which we continuously review to find smart ways to generate income for the region, grow the portfolio or release land or property that can be better used by others.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) note the Panuku Development Auckland Local Board update 1 February to 31 July 2017.

Local Activities

Development

5. Panuku is contributing commercial input into approximately 50 region-wide council-driven renewal and housing supply initiatives.

6. Panuku works with partners and stakeholders over the life of projects. It also champions best practise project delivery to achieve best value outcomes within defined cost, time, and quality parameters.

7. Below is a high-level update on development activities in the Maungakiekie-Tāmaki Local Board area:

Transform Onehunga:

8. The High Level Project Plan (HLPP) to transform Onehunga, on a similar scale to Wynyard Quarter and Manukau, was approved by the Planning Committee in March 2017 and the Finance and Performance Committee in May 2017. The HLPP was completed involving significant consultation with key stakeholders and communities. Panuku is leading the redevelopment of strategic council-owned land, and working in partnership with Central Government and others, to deliver positive outcomes for the local community.

9. Onehunga Wharf is included in the HLPP as a long-term development opportunity but remains highly dependent on the outcomes of NZTA’s East-West Link major transport project. A pre-masterplan study is underway to provide direction on spatial, infrastructural and use factors. The Board of Inquiry relating to the East West Link is currently going through a hearing process. A draft decision is expected to be made in October and will be finalised in November. This will likely contain numerous conditions of consent. Once the decision is known, Panuku can advance further planning on the Onehunga Wharf and foreshore precinct.

10. Community feedback received through the HLPP consultation and public survey carried out following approval of the HLPP are being used to help inform the Transform Onehunga Framework Plan. A public realm study for the town centre is currently underway to identify deficiencies and potential improvements. Early planning work is also underway on two sites at 3 Paynes Lane and 45 Waller Street. There has and will continue to be ongoing dialogue with the Maungakiekie-Tāmaki Local Board as plans progress.

Transform Panmure:

11. Panuku is developing the Panmure Town Centre HLPP in partnership with the Maungakiekie-Tāmaki Local Board, Tāmaki Regeneration Company (TRC), Auckland Transport (AT), and Auckland Council. Local board workshop and engagement with community leaders started in August 2017, and Panuku will continue to work with project partners toward completing the HLPP by end of the first quarter in 2018.

Tāmaki Regeneration:

12. Significant progress is being made with initiatives towards the four Tāmaki transformation objectives of Social Transformation, Economic Development, Placemaking and Housing Resources:

13. Social – The Tāmaki Response is transitioning into business as usual activity. The Maungakiekie-Tāmaki Local Board has allocated space above its Panmure office for a co-design space, to improve social investment and collective action at the local level. Work involving NZ Treasury, Social agencies and Regeneration agencies is continuing on the potential development of a Regional Response to facilitate social investment and collective action.

14. Economic – highlights include the commissioning of DKO Architecture to lead the development of the Glen Innes Town Centre Development Plan, which will incorporate the outcome of the Tāmaki Transport Modelling work under way and involve the Local Board, the Community and stakeholders. A deconstruction pilot trial is under way, to extract and upcycle materials from houses to be demolished.

15. Placemaking – The Maungakiekie-Tāmaki Local Board has received the Tāmaki Open Space Network Plan, which will now go out for community consultation. The Board has been asked to consider an application for a potential land exchange and detailed design for Taniwha Reserve. The Board has initiated a CPTED study for the Glen Innes Town Centre, focussing on the Ruapotaka Precinct and Maybury Reserve. This is being integrated with the Development Plan, work with the Ruapotaka Marae and the revitalisation initiative for Glen Innes. Housing - The evaluation process for Phase One of Tāmaki Large Scale Development is continuing, with the final evaluation due to be reported to the Project Steering Group in October. TRC continues to engage with the two shortlisted respondents for the Tenancy Management Procurement. Preparations are continuing for additional catalyst projects, with the intention of issuing RFPs later this year.

Portfolio Management

16. Panuku manages “non-service” property owned by the council and Auckland Transport (AT) that are not currently needed for service or infrastructure purposes. These are properties that are not immediately required for delivery of a council service or infrastructure development but are being held for use in a planned future projects, such as road construction, the expansion of parks or development of future town centres.

17. The property portfolio comprises 1,437 properties containing 1,119 leases as at 31 July 2017. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres and a large portfolio of residential rental homes.

18. The return on the property portfolio for the period ending 30 June 2017 was above budget with a net surplus to Auckland Council and Auckland Transport shareholders of $1.12m ahead of budget.

19. The average monthly tenantable occupancy rate for the six month period is more than 98%m which is above the SOI target of 95%.

Properties managed in the Maungakiekie-Tāmaki Local Board area

20. Panuku Development Auckland currently manages 95 commercial and residential properties within the Maungakiekie-Tāmaki Local Board area.

Commercial Properties	59
Residential Properties	36
Total properties managed	95

Business interests

21. Panuku also optimises the commercial return from business interests it manages on council’s behalf. This is comprised of two forestry enterprises, two landfills and four quarries.

22. There are currently such no managed business interests in the Maungakiekie-Tāmaki Local Board area.

Portfolio Strategy

Optimisation

23. The 2015-2025 Long-Term Plan reflects a desire of council to materially reduce or slow down expenditure and unlock value from assets no longer required or which are sub-optimal for service purposes. In response to this, prior to the establishment of Panuku, Auckland Council Property Limited (ACPL) developed a new method of dealing with service property, called optimisation.

24. Asset optimisation deals with “service property”. It is self-funding, it maximises efficiencies from service assets, and maintains levels of service whilst releasing property for sale or development. A key element of optimisation is that the sale proceeds are locally reinvested to advance approved projects and activities on a cost neutral basis. It does not include the Auckland Transport portfolio. Panuku continues to advance this programme of work. This includes the development of a cross-council project to coordinate and execute asset sales and optimisation.

Portfolio Review and Rationalisation

Overview

25. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within council’s portfolio that may be suitable for potential sale and development if appropriate. Panuku has a particular focus on achieving housing and urban regeneration outcomes. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

26. July 2016 to June 2017 Target

Unit	Target	Achieved
Portfolio Review	$75m disposal recommendations	$76.9 million as at 30 June 2017

27. Panuku works closely with the council and AT to identify potentially surplus properties to help achieve disposal targets.

28. July 2017 to June 2018 Target

Unit	Target	Achieved
Portfolio Review	$60m disposal recommendations	$8 million as at 31 July 2017

Process

29. Once identified as a potential sale candidate a property is taken through a multi-stage Rationalisation Process. The agreed process includes engagement with: the council, Council Controlled Organisations (CCOs), local board and Mana Whenua. This is followed by Panuku Board approval, engagement with local ward councillors and the Independent Māori Statutory Board, and finally a governing body decision.

Under review

30. Properties currently under review in the Maungakiekie-Tāmaki Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body.

Property	Details
523A and 525-529 Ellerslie-Panmure Highway, Mt Wellington	Commercial property no longer required for transport infrastructure requirements. Approved for disposal by Council’s Finance and Performance Committee in February 2017. Discussions with the former owner in accordance with section 40 of the Public Works Act 1981 are currently underway.
3 Kings Road, Panmure	Off street car parking no longer required for transport infrastructure requirements. Excludes the western area (approx. 563m²) landscaped as part of the Panmure historic cottage gardens. To be progressed as part of the Panmure High Level Project Plan (HLPP).
59 and 59A Mountain Road, Mt Wellington	Vacant land no longer required for transport infrastructure requirements. To be progressed as part of the Panmure HLPP.
3 Mountwell Crescent, Mt Wellington	Vacant land no longer required for transport infrastructure requirements. To be progressed as part of the Panmure HLPP.
134A Mt Wellington Highway, Mt Wellington	Vacant land no longer required for transport infrastructure requirements. The board endorsed the proposed disposal at its March 2017 meeting. Approved for disposal by Council’s Finance and Performance Committee in July 2017.
3/136B Mt Wellington Highway, Mt Wellington	Residential property no longer required for transport infrastructure requirements. The board endorsed the proposed disposal at its March 2017 meeting. Approved for disposal by Council’s Finance and Performance Committee in July 2017.
58/7 Rowlands Avenue, Mt Wellington	This property was part of the legacy Auckland City Council “Own Your Own” scheme, where council has buy back rights protected by covenant. Auckland Council is seeking to transfer its right to buy this property back from the current owner to Housing New Zealand (HNZ). HNZ own the majority of the surrounding unit titles and the current owner of this property has consented to the transfer to HNZ of Auckland Council’s right to purchase the property back. Panuku will undertake engagement with the board in August 2017.
24 Waipuna Road, Mt Wellington	Residential property no longer required for transport infrastructure requirements. The board endorsed the proposed disposal at its March 2017 meeting. Approved for disposal by Council’s Finance and Performance Committee in July 2017.
Units 1-4, 26 Waipuna Road, Mt Wellington	Residential property no longer required for transport infrastructure requirements. The Board endorsed the proposed disposal at its March 2017 meeting. Approved for disposal by Council’s Finance and Performance Committee in July 2017.
27B Waipuna Road, Mt Wellington	Residential property no longer required for transport infrastructure requirements. The Board endorsed the proposed disposal at its March 2017 meeting. Approved for disposal by Council’s Finance and Performance Committee in July 2017.
1/77 Waipuna Road, Mt Wellington	Residential property no longer required for transport infrastructure requirements. The Board endorsed the proposed disposal at its March 2017 meeting. Approved for disposal by Council’s Finance and Performance Committee in July 2017.
93 Waipuna Road, Mt Wellington	Residential property no longer required for transport infrastructure requirements. The Board endorsed the proposed disposal at its March 2017 meeting. Approved for disposal by Council’s Finance and Performance Committee in July 2017.
145A West Tāmaki Road, Glen Innes	Vacant land no longer required for open space requirements and holding no strategic purpose to retain. The Board endorsed the proposed disposal at its March 2017 meeting. Approved for disposal by Council’s Finance and Performance Committee in July 2017. Final revocation of the reserve status will be subject to Council completing the statutory requirements of the Reserves Act 1977 and Local Government Act 2002, including public advertising.

Acquisitions and Disposals

31. Panuku manages the acquisition and disposal of property on behalf of Auckland Council. We buy property for development, roads, infrastructure projects and other service needs. We manage the sale of properties that are surplus to council requirements. These properties may be sold with or without contractual requirements for development.

Acquisitions

32. 22 properties have been purchased in the 2016-17 financial year for open space purposes around the region at a value of $48.6m, and seven properties have been purchased for storm water purposes at a value of $19.4m.

33. One property had purchase agreements signed in the Maungakiekie-Tāmaki Local Board area during the reporting period.

34. Panuku undertakes acquisitions for Auckland Council Parks and Healthy Waters under delegation from Council’s Chief Executive. Panuku does not unilaterally decide what properties to buy and when but rather follows a directive to manage the commercial transactions following committee approval to purchase a particular property. A prerequisite of the committee resolution is reporting to the Maungakiekie-Tāmaki Local Board.

35. All land acquisition committee resolutions contain a confidentiality clause due to the commercially sensitive nature of ongoing transactions, and thus cannot be reported on while in process.

Disposals

36. For the year ending 30 June 2017, the Panuku disposals team has achieved $22.92m of unconditional net sales proceeds from the sale of 16 properties against the 2016/17 disposals target of $20.0m for the year. The disposals target is agreed with council and is reviewed on an annual basis.

37. None of the properties sold by the disposals team were in the Local Board’s area. However, as part of the wider Panuku disposal target, the property at 150 Mount Wellington Highway, comprising 28 freehold residential unit titles has been placed under contract by the development team, and settlement of that sale will occur on 29 September 2017. The disposals team assisted the development team in the marketing and tender process.

Regional Activities

Highlights

38. Over the year, Panuku achieved key project milestones and performance results in our priority development locations. Panuku categorises three types of priority locations:

39. Transform locations – Panuku ‘Transforms’ locations by creating change through urban regeneration. Panuku leads the transformation of select parts of our region; working alongside others and using our custodianship of land and planning expertise. The catalytic work Waterfront Auckland led at Wynyard Quarter is a great example of the transformation of urban locations.

40. Unlock locations – Panuku also ‘Unlocks’ development potential for others. By acting as a facilitator; using relationships to break down barriers and influence others, including our council family, to create development opportunities.

41. Support locations – Panuku plays a ‘Support’ role to ensure council is making the most of what it already has. Intensification is a key driver in the Auckland Plan. Panuku will support housing demands by enabling development of council-owned land.

Transform locations

42. The Wynyard Quarter is undergoing rapid change both commercially and residentially, with thousands of Aucklanders using this space every week, while regeneration is just beginning in Manukau and Onehunga.

a) The ASB Waterfront Theatre officially opened on 22 September. Developed by Hawkins Construction and home to the Auckland Theatre Company, the theatre seats 650 people and has a 5 Green Star rating.

b) The first three phases of structural steel have been installed at the Park Hyatt Hotel. All up, approximately 2000 tonnes of primary structural steel will be used to construct the luxury five-star hotel, which will span a total area of 37,000sqm.

c) In April 2017, Mayor Phil Goff officially opened the Mason Bros. building, a former industrial warehouse that has been redeveloped into a three-level office space, bringing together a community of entrepreneurs and businesses. It is the centrepiece of Wynyard Quarter’s innovation precinct.

d) Developer Willis Bond is constructing 500-600 apartments of various types and sizes that are set to house around 1100 people. There are two developments currently under construction, Wynyard Central and 132 Halsey. The first residents are expected to move in from September 2017.

e) In June, Panuku handed over to Regional Facilities Auckland (RFA) the management of the Queens Wharf facilities, including Shed 10 and The Cloud. Panuku continues to lead the delivery of place making and the future development of the wharf.

43. Transform Manukau was the first location to have a Framework Plan completed, outlining the five key moves for the project and the vision for Manukau in 2040. We are aiming to get the first housing site underway soon at Barrowcliffe Place. Public realm projects anticipated to start next year include the Council’s Hayman Park Playground and Putney Way street improvements in conjunction with the new bus station is targeted for completion by May 2018. Panuku is also exploring with the Scentre Group on how the shopping mall’s future development could relate to and interface with the town centre.

Unlock locations

44. In Takapuna, Auckland Council owns nearly four hectares of land focused around the Anzac Street carpark and the Gasometer site, consultation on redevelopment of these sites has started.

45. In Northcote, we completed a Framework Plan in November that outlines the initial proposals for the town centre. An information kiosk was also opened by Homes Land Community in April. The town centre masterplan and the Awataha Greenway masterplan is targeted for completion in December 2017 and the acquisition of strategic leasehold interests in the town centre are continuing.

46. Plans to repurpose the iconic Civic Administration Building in Aotea Square into high quality apartments and develop the surrounding area were announced in September 2016, apartment sales are progressing well.

47. Hobsonville 20ha Airfields site - stage one of construction of 102 standalone and terrace homes is underway. Avanda Group have been announced as the developers that will deliver more than 500 homes in stage two, of which a minimum of 10 per cent will be affordable housing.

48. The council’s Planning Committee approved the over-arching plans to redevelop Old Papatoetoe in June. Panuku is leading the redevelopment of the mall, a 2.5ha block of land, which will see the area opened up with a new plaza space, reconfigured shops, upgraded carpark and a revamped New World supermarket. In addition to the upgrade of the mall which is expected to be completed early next year, approximately 110 new homes are planned to be developed in the surrounding area.

49. With the overall plan for Henderson being approved in May 2017, the vision for Henderson is for it to grow into an urban eco-centre. This vision will guide planning and development with an outcome towards ‘liveable growth’ by creating a safe, attractive and vibrant mixed-use environment with a uniquely west Auckland identity.

50. The regeneration of Avondale has been upgraded from a Support location to an Unlock. A High Level Project Plan is underway, identifying opportunities within the development area. Ockham has commenced the construction of 72 apartments on Racecourse Parade, with 10% of the apartments being affordable. Panuku also sold a site in Avondale to Housing New Zealand in December which allowed for the development of 103 social housing units

51. A development agreement was signed with Todd Property for the delivery of more than 350 homes in Flat Bush, Ormiston. In December, Panuku sold a site at 187 Flat Bush School Road for a 30-lot subdivision.

Support locations

52. The Mariner Rise subdivision at 20 Link Crescent, Whangaparoa has been completed by our development partner McConnell Property along with the delivery of a 2700sqm park and playground. Sixty new homes will be built on this new subdivision.

Consideration

Local board views and implications

53. This report is for the Maungakiekie-Tāmaki Local Board’s information.

54. Panuku requests that all feedback and/or queries you have relating to a property in your Local board area be directed in the first instance to localboard@developmentauckland.co.nz

Māori impact statement

55. Tāmaki Makaurau has the highest Māori population in the world with one in four Māori in Aotearoa living here.

56. Māori make up 12% of the region’s total population who mainly live in Manurewa, Henderson-Massey, Papakura, Ōtara-Papatoetoe, Māngere-Ōtahuhu and Franklin. Māori have a youthful demographic with 50% of Māori in Tāmaki Makaurau under the age of 25 years. 5% of the Māori population in the region are currently 65 years and over.

57. There are 19 Mana Whenua in the region, with 14 having indicated an interest in Panuku lead activities within the Maungakiekie-Tāmaki Local Board area.

58. Māori make up 13 percent of the Maungakiekie-Tāmaki Local Board population, and there are three marae located within the local board area.

Chairperson	Josephine Bartley
Deputy Chairperson	Don Allan
Members	Debbie Burrows
	Bernie Diver
	Nerissa Henry
	Chris Makoare
	Alan Verrall

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

Preferred Names for Fenchurch 2B New Public Roads
Preferred Name	Suffix	Background/Significance	Type	Lot
Te Nohutu	Road	Te Nohotu Noel Patuwai, recently deceased, is father of Fenchurch residents Tamati and Ngaraiti: a Ngati Whatua man, and the longest living resident in Fenchurch. He was a coach of the Glen Innes Falcons in the 1980's and had lived in Glen Innes all his life. He resided at number 8 Fenchurch Street and was one of very few Maori in the neighbourhood to purchase his home.	Public Road	No. 3
Aveline	Place	The new road is an extension of Aveline Place. It is requested to retain the road type ‘Place’ out of consideration for the residing property owner on Aveline Place. This road extension will provide a link between the old and new neighbourhoods.	Public Road	No. 2

Pool of Alternative Names for Fenchurch 2B
Proposed Name	Suffix	Background/Significance
Tiaki	Road	Tiaki is a Māori word that means: to guard, to preserve, protect and shelter.
Pōhutuhutu	Lane	Pōhutuhutu is a Māori word that means: to splash about.
Filemu	Road	Filemu is a Samoan word meaning ‘peace’. This acknowledges the existing community’s strong Pasifika roots.
Penina	Road	Penina is a Samoan word meaning ‘pearl’. This acknowledges the existing community’s strong Pasifika roots.
Ukutoia	Way	Ukutoia is the traditional Māori name for Glen Innes (the name means to pull the waka up to the clay).
Poroporo	Road	Poroporo is a Maori word that means 'purple', and is also a tree with purple flowers and medicinal purposes.