Agenda of Māngere-ŌtāhuhuLocal Board

1 Welcome

2 Apologies

Togiatolu Walter Togiamua tabled his apology for absence.

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Māngere-Ōtāhuhu Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 18 October 2017, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Deputation - Youth Line and Action Education

Purpose

Julia Rahui from Youthline and Action Education would like to present to the board on who they are and what they are doing.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board thanks Julia Rahui for her attendance and presentation.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

There were no notices of motion.

Māngere-Ōtāhuhu Local Board

15 November 2017

Local Board Leads and Appointments Report

File No.: CP2017/22800

Purpose

1. This item allows the local board members an opportunity to present verbal and written updates on their leads and appointments meetings.

Resolution number MO/2016/182

MOVED by Chairperson L Sosene, seconded by Member C O'Brien:

Organisation	Lead	Alternate
Community Impact Forum for Kohuora Corrections Facility	Makalita Kolo	Lemauga Lydia Sosene
Mangere Bridge BID	Tauanu’u Nick Bakulich	Lemauga Lydia Sosene
Mangere Town Centre BID	Tafafuna’i Tasi Lauese	Makalita Kolo
Mangere East Village BID	Tauanu’u Nick Bakulich	Togiatolu Walter Togiamua
Otahuhu Business Association	Christine O’Brien	Makalita Kolo
South Harbour Business Association BID	Carrol Elliott	Makalita Kolo
Aircraft Noise Community Consultative Group	Tafafuna’i Tasi Lauese	Tauanu’u Nick Bakulich
Tamaki Estuary Environmental Forum	Carrol Elliott	Togiatolu Walter Togiamua
Youth Connections South Local Governance Group (3 members)	Christine O’Brien, Makalita Kolo, Lemauga Lydia Sosene	Tauanu’u Nick Bakulich (appointed 15 March 2017)
Maori input into local board decision-making political steering group (1 lead, 1 alternate)	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Ambury Park Centre	Christine O’Brien	Lemauga Lydia Sosene
Mangere Mountain Education Trust	Lemauga Lydia Sosene	Togiatolu Walter Togiamua
Local Board Leads
Infrastructure and Environmental Services lead	Carrol Elliott	Lemauga Lydia Sosene
Arts, Community and Events lead	Tafafuna’i Tasi Lauese	Togiatolu Walter Togiamua/ Christine O’Brien
Parks, Sport and Recreation lead and Community Facilities	Tauanu’u Nick Bakulich	Togiatolu Walter Togiamua/ Tafafuna’i Tasi Lauese
Libraries and Information Services lead	Christine O’Brien	Togiatolu Walter Togiamua/ Makalita Kolo
Local planning and heritage lead – includes responding to resource consent applications on behalf of board	Togiatolu Walter Togiamua (Planning) Carrol Elliott (Heritage)	Lemauga Lydia Sosene
Transport lead	Lemauga Lydia Sosene	Carrol Elliott/ Makalita Kolo
Economic development lead	Christine O’Brien	Togiatolu Walter Togiamua
The Southern Initiative Joint Steering Group	Lemauga Lydia Sosene	Togiatolu Walter Togiamua (appointed 17 May 17)
Liquor Licence Hearings – Delegation to represent	Tauanu’u Nick Bakulich (appointed 17 May 17)
Manukau Harbour Forum	Carrol Elliott (appointed 19 April 2017)	Togiatolu Water Togiamua (appointed 19 April 2017)

Recommendation/s

That the verbal and written updates from local board members be received.

Attachments

There are no attachments for this report.

Signatories

Authors	Janette McKain - Local Board Democracy Advisor
Authorisers

Māngere-Ōtāhuhu Local Board

15 November 2017

Mangere-Otahuhu Local Board Quick Response Round Two 2017/2018 grant applications

File No.: CP2017/22682

Purpose

1. The purpose of this report is to present applications received for the Māngere-Ōtāhuhu Quick Response Round Two 2017/2018. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $202,000 for the 2017/2018 financial year. This will be allocated in two local grant rounds and three quick response grant rounds.

3. A total of $12,617 was allocated for Quick Response Round One 2017/2018 (MO/2017/172) and a total of $74,922 allocated to Local Grant Round One (MO/2017/198). A total of $114,461 remains to be allocated for two quick response rounds and one local grant round.

4. Fourteen applications were received for Quick Response Round Two requesting a total of $28,382.00 including one multi-board application (Attachment A).

Recommendation/s

That the Māngere-Ōtāhuhu Local Board considers the applications listed in Table One and agree to fund, part-fund or decline each application in this round.

Table One: Māngere-Ōtāhuhu Local Board Quick Response Round Two grant applications

a) Consider the applications listed below and agree to fund, part-fund or decline each application in this round.

Application ID Applicant	Requesting funding for	Focus area	Amount requested
QR1809-201 South Auckland Traditional Country and Western Club	Towards the cost of venue hire at the Metro Hall, Mangere for the South Auckland Traditional Country and Western Club	Community	$2,000.00
QR1809-204 The Parenting Place - Attitude Youth Division	Towards the cost of delivering 37 mental health and wellbeing presentations for 4,300 students in six high schools in the Mangere-Otahuhu Local Board area	Community	$3,770.00
QR1809-207 Auckland Cambodian Youth and Recreation Trust	Towards the costs for volunteers including petrol, administrative expenses, office maintenance and audit fees	Community	$2,000.00
QR1809-210 Te Roopu Taurima o Manukau	Towards costs of venue hire, catering, prizes for the Tangata Superheroes Ball in December at Te Mahurehure Cultural Marae at Point Chevalier	Events	$2,000.00
QR1809-212 Musu Taito	Towards sports tournament supplies and prizes for the “Auckland Samoa Soccer 7s” tournament at William Green Football Turf, Pakuranga.	Sport and recreation	$2,500.00
QR1809-214 Totara Hospice South Auckland	Towards costs of purchasing four nebulizers to be used at Totara Hospice in-patient unit and the surrounding communities.	Community	$1,396.00
QR1809-215 Ohomairangi Trust	Towards costs associated with two facilitators and two child carers to provide support for groups with children with disabilities.	Community	$2,000.00
QR1809-217 Otahuhu Town Hall Community Centre Incorporated	Towards costs of catering, speaker fees and advertising for the Otahuhu network monthly meetings at Otahuhu Town Hall Community Centre.	Community	$1,500.00
QR1809-218 Otahuhu Town Hall Community Centre Incorporated	Towards costs associated with the “Holi Festival of Colours” on 1 March 2018 at High Street in Otahuhu.	Events	$1,600.00
QR1809-219 Otahuhu Town Hall Community Centre Incorporated	Towards costs of the workshops, sound system and lighting for the Matariki wearable showcase and night show.	Arts and culture	$2,000.00
QR1809-220 Tararata Stream Team	Towards costs of a Tararata fish refuge installation.		$1,000.00
QR1809-223 Tane Moana	Towards costs of purchasing 12 life-jackets for the Tane Moana group for the Waka Ama national event at Lake Karapiro in January 2018.	Sport and recreation	$1,000.00
QR1809-224 Youthline Auckland Charitable Trust	Towards the cost of workshops to support youth into employment programmes in the Mangere-Otahuhu Local Board areas.	Community	$1,616.00
		Total Request	$24,382.00

b) Considers the Local Grant multi-board application listed in table two and agree to fund, part-fund or decline the application.

Table Two: Māngere-Otahuhu Multi-board application

LG1807-205

Hindu Heritage Research Foundation(New Zealand)

Towards costs of a stage truck for the Papatoetoe Family Fun Day in December 2017

Events

$4,000

Total requested

$4,000

Comments

5. The implementation of the Community Grants Policy commenced on 1 July 2015. The policy supports each local board to adopt a grants programme for 2017/2018 and the Māngere-Ōtāhuhu Local Board adopted its grants programme on 19 July 2017 (see attachment B).

6. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

7. The Māngere-Ōtāhuhu Local Board will operate three quick response and two local grant rounds for this financial year.

8. The local board community grant programmes have been extensively advertised through the new council grant webpage, local board webpages, local board e-newsletters and Facebook pages, council publications, radio, local newspapers and community networks. Staff have also conducted a series of public workshops in local board areas.

9. For the 2017/2018 financial year, the Māngere-Ōtāhuhu Local Board set a total community grants budget of $202,000.

10. A total of $12,617 was allocated for Quick Response Round One 2017/2018 (MO/2017/172) and a total of $74,922 allocated to Local Grant Round One (MO/2017/198). A total of $114,461 remains to be allocated for two quick response rounds and one local grant round.

11. Fourteen applications were received in this Quick Response round two requesting a total of $28,382.00 including one multi-board application (attachment A)

Consideration

Local Board views and implications

12. Local boards are responsible for the decision-making and allocation of local board community grants. The Māngere-Ōtāhuhu 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.

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

Māori impact statement

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

Implementation

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

16. Following the Māngere-Ōtāhuhu Local Board allocating funding for Quick Response Round Two, Commercial and Finance staff will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a ⇩	Māngere-Ōtāhuhu Local Board Local Grants Programme 2017/2018	17
b ⇩	Mangere-Otahuhu Quick Response Round Two 2017/2018 grant applications	21

Signatories

Authors

Catherine Bolinga - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Shane King - Operations Support Manager

Neil Taylor – Acting Relationship Manager

Māngere-Ōtāhuhu Local Board

15 November 2017

Māngere-Ōtāhuhu Social Enterprise Collective Funding 17/18

File No.: CP2017/18737

Purpose

1. To approve funding of $30,000 to Mangere Town Centre on behalf of the Māngere Ōtāhuhu Social Enterprise Collective (MOSEC) as per Attachment A MOSEC Work Programme and Attachment B MOSEC Coordinator Position Description.

Executive summary

2. The Arts, Community and Events (ACE) 2017/2018 work programme allocated $30,000 to build capacity for community-led economic development and social enterprise for the Māngere-Ōtāhuhu community.

3. The Māngere-Ōtāhuhu Local Board funded $20,000 to MOSEC in the 2016/2017 financial year. This budget has increased for 2017/2018.

4. The plan for the future is to build on the successes of the 2016/2017 year by continuing to provide a platform to support a diverse cross-community collective based in Māngere-Ōtāhuhu to:

· drive development and provision of opportunities

· support performing and visual artists, both traditional and contemporary

· provide for the intergenerational transfer of cultural skills and heritage

· showcase arts and culture

· develop business models for the sustainability of social enterprise in Māngere-Ōtāhuhu through the PopUp South initiative

· contract a coordinator to organise and facilitate the participation of MOSEC in social enterprise initiatives.

5. Mangere Town Centre will recruit and manage the coordinator and provide mentoring advice to MOSEC.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) approve these social enterprise initiatives planned for 2017/2018 under work programme ID 631 ($30,000):

• engage a project coordinator ($16,500)

• engage a project mentor ($2,500)

• waterfront container popup shop ($6,000)

• customer development ($5,000).

b) approve payment of $30,000 to Mangere Town Centre Inc, as project mentor, to be applied for the above purposes, including to contract and manage a coordinator for the Māngere Ōtāhuhu Social Enterprise Collective to deliver these activities.

c) request that funding by Māngere-Ōtāhuhu Local Board be acknowledged in all related activities and promotions.

d) request that board members be informed about future MOSEC events and activities that have board funding.

Comments

Background

6. MOSEC established an informal group of member organisations that work with Auckland Council in 2015. Member organisations of MOSEC include Taulanga U.

7. In 2016, the local board approved $20,000 for to act as host organisation for MOSEC. The funding was to support capacity building for social enterprise entrepreneurship to improve economic outcomes for local Pacific and Māori communities.

8. MOSEC is not currently an established entity so 2016 funding was administered by CIDANZ.

9. MOSEC is a community-led social enterprise initiative. It showcases Māngere-Ōtāhuhu’s rich and unique diversity by:

· supporting local talented people to use their skills and traditions to create unique products.

· sourcing places to exhibit and sell those products.

· using traditional skills which creates positive inter-generational social and cultural impact.

· generating a source of income for local artists.

Achievements in 2016-2017

10. MOSEC created a collective brand called popup South which serves to create trading and market opportunities for family/community arts, craft and food producers from Mangere-Otahuhu.

11. Activities have largely centred around popUP South activities in Wynyard Quarter alongside activities and markets at CIDANZ and Vaka Manu’kau Niue Community Trust. They also included a retail outlet shop in Old Papatoetoe.

12. MOSEC worked in collaboration with The Southern Initiative and partnered with Pānuku Development Auckland on a retail container at Wynyard Quarter in December 2016 and April-May 2017. During the December pop-up, 27 out of 29 vendors sold items with total sales of $11,104. During the April-May pop-up, 15 out of 16 vendors sold items with total sales of $4,456.45.

13. Basic infrastructure is now in place with VEND HQ retail system and EFTPOS in place.

14. Website is live and operating with further work to be done to maintain and improve it.

15. Marketing collateral and signage produced.

16. CIDANZ delivered the administrative umbrella role for MOSEC during 2016/2017.

Allocation of budget for 2017/2018

17. MOSEC held an open day on 6 September 2017 to grow membership and set direction. Three new groups have since joined: Māngere East Access Trust (Māngere East Community Centre), Māngere Mountain Education Centre and Repfm, a youth focussed and driven radio station based in Māngere. MOSEC is supported by the Community Empowerment Unit and The Southern Initiative. These organisations bring partnerships with local artists, expertise in entrepreneurship as well as systems knowledge.

18. The following project focus points for 2017/2018 have been identified:

a) Building the collective to incorporate a broader cross section of local artists and organisations.

b) Continued development of a comprehensive database of talent from Māngere-Ōtāhuhu.

c) Continued development of customer base and initial customer feedback channels, such as the website.

d) Building MOSEC’s internal infrastructure towards a successful and sustainable organisation ie capacity building, administration, marketing.

e) Development of new sales channels through existing sales outlets e.g. design stores, libraries, community places and facilities, and commercial outlets.

f) Development of local makers and artists to ensure quality and output targets are able to be achieved.

g) Development of a diverse income strategy to ensure continued development into the future.

19. To achieve the objectives above MOSEC has proposed the following projects:

Project strand	Notes	Timeframe	Proposed budget
Engage a project coordinator	To support with the administrative, marketing and logistical coordination for MOSEC activities: 1. Develop internal administrative systems including financial management, database management and a collective communications and decision making strategy. 2. Organise logistics of the waterfront market/PopUp shop. 3. Ensure communications with artists, customers and the wider community are clear. 5. Support the broader vision of the collective. 6. Seek and scope out additional locations for point of sale initiatives.	Recruit for role ASAP, in place by October.	$16,500
Engage a project mentor	To oversee the contracting and management of the Project Coordinator for the first 3 months of the contract period to ensure targets are met, appropriate systems developed and key tasks completed.	October to December 2017	$2,500
Waterfront container popup shop	To work in partnership with Pānuku to present a third Auckland Waterfront market for Māngere Ōtāhuhu crafts-people to sell their products to regional and international visitors. - Budget to ensure professional design and staffing of pop up experience.	December 2017 for three weeks.	$6,000
Customer development	To develop and implement a marketing strategy for the collective including targeted social media, advertising and point of sale print collateral.	Ongoing	$5,000
		Total	$30,000

20. A project mentor – umbrella group to administer the funding – needs to be identified because MOSEC is not a legal entity. The organisation is growing and a coordinator is now required to advance opportunities for MOSEC to participate in. A paid coordinator would remove the pressure of responsibility from one group to manage administrative duties and allow for fuller participation from all groups.

21. A coordinator would also provide the opportunity for the collective to grow, support providing an income to local artists through social enterprise and brand Māngere-Ōtāhuhu as a destination which provides quality traditional and contemporary arts and crafts.

22. The coordinator would be engaged in empowering and building the capacity of community groups in Māngere-Ōtāhuhu.

23. The funding requested is required to achieve the objectives of MOSEC for this financial year, assisted by the appointment of an umbrella group and coordinator. Should the funding not be approved, MOSEC will be unable to progress its objectives.

Consideration

Local board views and implications

24. The following outcomes in the Māngere-Ōtāhuhu Local Board Plan 2017 are supported by the work that MOSEC engages in with the community:

· we are the heart of Māori and Pasifika culture.

· a strong local economy.

· a place where everyone thrives and belongs.

Māori impact statement

25. The strategic broker for Māngere-Ōtāhuhu is actively recruiting local marae onto MOSEC to ensure Māori representation on the collective and participation in the community.

Implementation

26. Staff will work with MOSEC to identify an appropriate umbrella group and process the funding agreement.

27. In the future the social enterprise initiatives under MOSEC may be able to be expanded into a multi-board programme, this would be the next step beyond this year’s deliverables.

Attachments

No.	Title	Page
a ⇩	MOSEC Work Programme	73
b ⇩	MOSEC Coordinator Position Description	77

Signatories

Authors

Helen Grant - Community Development Facilitator

Natia Tucker - Advisor

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Neil Taylor - Senior Local Board Advisor

Māngere-Ōtāhuhu Local Board

15 November 2017

Auckland Transport Update - November 2017

File No.: CP2017/23490

Purpose

1. The purpose of this report is to; respond to resolutions on transport-related matters, provide an update on the current status of Local Board Transport Capital Fund (LBTCF) and, provide transport related information on matters of specific application and interest to the Māngere-Ōtāhuhu Local Board (MOLB) and its community.

Executive summary

2. This month a decision is not required and information is provided about the following matters:

· Auckland Transport Quarterly Reporting.

· A response to last month’s MOLB ‘Resolutions’.

· Auckland Transport’s strategic alignment and how it impacts on people in this community will be discussed.

· How Auckland Transport is supporting the MOLB’s Local Board Plan.

· The Local Board Transport Capital Fund including an update on existing projects and a request for a guidance by ‘resolution’ from the MOLB.

· Information about Auckland Transport projects being delivered in the area.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) note the Auckland Transport Update – November 2017 report.

b) thanks Auckland Transport for the update on the Bader Drive/Idlewild Roundabout provided at the completion of the ‘investigation and concept’ stage of design as was requested by resolution of the Mangere-Otahuhu Local Board in July 2017.

c) authorises Auckland Transport to continue design work on the Bader Drive/Idlewild Roundabout, based on the update provided.

Response to Resolutions

3. The Resolutions are recorded below in bold. Auckland Transport’s response is below the Resolution is in normal font.

Resolution Number MO/2017/197

d) request a workshop on Local Board Transport Fund options

4. Auckland Transport notes the MOLB’s request and has booked a workshop.

e) request a progress report on the Bader Drive road resurfacing concerns and options to mitigate these matters

5. The uneven road surface around the intersection of Bader Drive and Mascott Road was reported to Auckland Transport by the MOLB at the October 2017 public meeting. The matter was reported to Auckland Transport’s South Auckland Maintenance Team who quickly inspected the area.

6. The team found that there were issues, and deployed contractors to immediately make the area safe while a plan was developed to find out what the issues were and fix them. On 25 October 2017 the team forwarded photos of the temporary repairs to the MOLB’s Auckland Transport Relationship Manager. See Fig 1 below:

Figure 1: Temporary Road Repairs on Bader Drive

7. The repairs are temporary and are designed to make the road safe until more detailed investigation is complete. When this is finished a more permanent repair will be made.

Comments

Auckland Transport Quarterly Reporting

8. Auckland Transport provides quarterly reports about the organisation’s activities.

· Attachment A provides information about Auckland Transport’s regional and local activities.

· Attachment B provides information about Auckland Transport’s work with local schools.

Strategic Alignment

Long Term Plan and Regional Land Transport Programme

9. Auckland Transport is a ‘delivery agency’ of Auckland Council that operates, maintains and builds Auckland’s transport infra-structure. We are funded by Auckland Council, by our own commercial operation and by central government. The recent national election and forthcoming Long Term Plan discussion will have major effect on what projects and service are delivered.

10. Early next year Auckland Transport and Auckland Council will be working with all elected members and the community to discuss and plan budgets for the next three years. Auckland Transport advises all local boards to carefully consider their key issues and to engage in these processes because once budgets are confirmed by Auckland Council’s Governing Body the opportunity to start new projects is small. It is therefore very important that any transport related issues or concerns are raised so they can be considered at the time when there is greatest flexibility in budgets.

AT Metro ‘Go’ Campaign

11. Aucklanders are increasingly using public transport and record numbers of people are choosing to use public transport. In August this year Auckland’s commuter train network surpassed all its passenger forecasts to record 20 million train trips in one year, a mark that the network wasn’t expected to hit for another three years in 2020. This meets the strategic goals originally set for Auckland Transport in the Auckland Plan and re-iterated in successive ‘Statements of Intent’.

12. Part of this success is the development of Auckland’s public transport infra-structure. Electrification, new stations, new bus networks and AT HOP all contribute but it is also a product of regular promotional activities. The latest of which is the ‘Go’ campaign. In coming months’ posters and promotions like the one below will start to be seen around the City all contributing towards Auckland Transport’s work to get more people using public transport.

Figure 2: Example ‘Go’ campaign poster

AT’s actions against advocacy plans

13. This section provides a regular report about how Auckland Transport is supporting the MOLB ‘Advocacy Initiatives’. The Board’s ‘Advocacy Initiatives’ are recorded in the MOLB Local Board Plan. In this month’s report the MOLB’s ‘Advocacy Initiatives’ from the 2016-19 term have been recorded in the table below.

14. Auckland Transport will start providing a summary of their status as soon as possible including whether some individual initiatives can be influenced by Auckland Transport. This is because some of the projects are in parks or other areas that Auckland Transport has limited ability to support.

15. Generally, Auckland Transport’s work supports support most of these initiatives over time specific work will be reported that meets the MOLB plan’s aims. This is to demonstrate the linkage between the Local Board Plan and Auckland Transport’s work programme.

Table 1: Advocacy Initiative Status

Advocacy Initiative	Key Initiative	Status
A well-connected area, part of a great, affordable public transport network that makes it easy for all to move around.	Deliver projects with the governing body and Auckland Transport including: · Improving street connections between the Ōtāhuhu bus/train station and town centre · Upgrading the street environment around Māngere East shopping area and community facilities · Completing the Māngere town centre bus station upgrade · Support walking and cycling connections around popular parks like Walter Massey and Māngere Centre	Auckland Transport has a range of projects underway supporting this initiative including: · The recent release of public consultation information for the walking and cycling routes that will link Otahuhu and Mangere. · We are still delivering Otahuhu’s Streetscape work. · The MOLB plan for upgrading the Mangere-East Town Centre will soon be discussed with the Governing Body · In this Financial Year Auckland Transport also aims to improve the amount of shelter at the Mangere Town Centre Bus Station.
Attractive, accessible and safe cycle ways and walkways.	Champion and support the Ōtāhuhu Portage route project to open the area for recreation, walking and cycling.	Being reviewed.
	Implement Norana path walkway and fund priority Local Paths projects	Being reviewed.
	Continue supporting Te Ara Mua-Future Streets and identify options to increase use of cycle ways and walkways	In recent months Auckland Transport has provided advice about a number of projects that could be delivered to improve Future Streets. The projects have been considered by the MOLB and one has been chosen for design work. Improving the walking and cycling route through Ashgrove Reserve. More importantly Auckland Transport has a range of ‘activation’ activities including large event held on 23 September 2017.
	Partner with Te Wānanga o Aotearoa to use digital technology to popularise and increase use of new paths.	Being reviewed.
Safe, attractive and well-maintained streets for all.	Develop and deliver improvements to Bader Drive, e.g. a roundabout at the Idlewild Road intersection and road widening near Māngere town centre.	Currently, Auckland Transport is supporting the MOLB to deliver two LBTCF projects on Bader Drive

Local board transport capital fund (LBTCF) update

16. The LBTCF is a capital budget provided to all Local Boards by Auckland Council and delivered by Auckland Transport. Local Boards can use this fund to deliver transport infrastructure projects that they believe are important but are not part of Auckland Transport’s work programme. The limitations being that the project must:

· Be safe.

· Not impede network efficiency.

· Be in the road corridor. Although projects running through parks can be considered if there is a transport outcome.

17. MOLB’s funding in this term is approx. $ 1.8 million.

Projects

18. The MOLB identified a number of possible projects and the table below summarises the projects that are currently progressing.

Table 2: Local Board Transport Capital Fund Projects

Projects	Current Status	Problem or Opportunity Being Addressed	Current Status
Upgrading the footpaths in and around the Mangere East Town Centre.		Providing better pedestrian facilities in and around Mangere East.	‘Rough Order of Cost’ approx. $700,000 - 1,000,000. The project is marked ‘red’ because we are waiting for the Council budget process to provide some clarity about the level of support. The re-development of the Mangere East Town Centre is the MOLB’s main priority during the Long Term Plan. A business case has been developed to test Auckland Council’s support for the proposal to improve the area.
Building a two lane roundabout at the intersection of Bader Drive and Idelwild Road		Easing congestion at the intersection of Bader Drive and Idle wild Roads.	Rough Order of Costs: (21 June 2017) $700,000 - $1 million. More design work has been completed and a detailed map is included below. There is more work to be done before a ‘Firm Cost Estimate’ is provided but the project is progressing.
Widening Bader Drive in front of the Cosmopolitan Club		Remove the road 'narrowings' near the Mangere Town Centre that create congestion on Bader Drive.	Rough Order of Costs: (21 June 2017) $200,000 More design work has been completed and a detailed map is included below. There is more work to be done before a ‘Firm Cost Estimate’ is provided but the project is progressing.
Ashgrove Reserve Cycle Route		Build a new improved walking and styling pathway through Ashgrove Reserve.	Rough Order of Costs: (16 August 2017) $400,000
Notes: A ‘traffic light’ code is used to summarize the status of projects. The colours are used as follows: Green – Project progressing ‘on time’ and within budget. Orange – An issue has been identified that may need to be resolved. Red - An major issue has been identified that needs to be resolved Black – The project has been investigated and the HLB has decided not to pursue it at this time.

Bader Drive Widening

19. The project looking into widening Bader Drive has progressed and more detailed plans have been developed. A copy of the schematic is provided a Figure 3 below.

20. At this time the team is working through costing the project. This is a reasonably complex task because all of the various logistical aspects such as traffic management need to be figured out and incorporated into the final figure provided to the MOLB as ‘Firm Cost Estimate’. In the next report we are aiming to provide a more detailed timeline for the project.

21. The project’s costs appear to be close to the ‘Rough Order of Cost’ provided and at this time the project manager felt that the project’s costs were unlikely to escalate.

Figure 3: Widening Bader Drive

Bader Drive / Idlewild Road Roundabout

22. Building a new two lane roundabout at the intersection of Bader Drive and Idlewild Road is another MOLB project that is progressing. More design work has recently been completed and the schematic is provided in Figure 4 (below) and a larger version has been circulated by email to Members.

23. This project is a bit more complicated than the proposal to widen Bader Drive but is progressing well. In July 2017 the ‘Resolutions’ authorising the start of ‘detailed design and the development of a ‘Firm Cost Estimate’ included a request for a report back after the ‘investigation and concept’ design is complete. This is phase is finished and Auckland Transport requests direction from the MOLB about whether they wish to proceed with the design process. Draft recommendations are included above.

24. Basically, we are trying to fit a reasonably large and complex roundabout into a relatively small space. The current position is that this can be achieved but we need to be 100% sure before a finalised plan and credible a ‘Firm Cost Estimate’ can be provided

25. The next steps will be more technical testing and development of a more detailed timeline and a ‘Firm Cost Estimate. Although this project is more complex than the previous one at this time the project manager is reasonably confident that the project is deliverable for close to the original ‘Rough Order of Cost’.

Figure 4: Bader Drive / Idlewild Road roundabout diagram

Potential Projects

26. At this time the MOLB is getting work done to provide quality advice for decision-making on a number of projects. Until this information is confirmed it will take a measured approach to investigating new projects.

Upcoming projects and activities

Consultations

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

28. In this reporting period, two projects were put forward for comment by the MOLB and details are included in Attachment C.

Traffic Control Committee (TCC) decisions

These are reported on a monthly basis.

Street

Area

Work

Decision

Kiwi Esplanade, Muir Avenue, Ashcroft Avenue, Ambury Road

Mangere Bridge

Temporary Traffic and Parking restrictions

Carried

Coronation Road, Woodward Avenue

Mangere Bridge

Temporary Traffic and Parking restrictions

Carried

Regional and sub-regional projects

Mangere Bridge ‘Safer Community’ project

29. Auckland Transport is delivering a new road safety programme is called ‘Safer Communities’. This programme by concentrates road safety funding in certain areas to get a bigger effect. This means that road safety programmes in these areas will get more funding and deliver larger more transformational projects. The areas are selected based on need and a variety of other social factors.

30. Mangere-Bridge is part of this initiative and initial discussions with key stakeholders are being undertaken by the project team. Details of the proposed engineering relating to the project are still being developed but it is likely that the project will focus on the area around the town centre. This is because the engineering aims to put people first and to make sure that anything delivered is closely linked to local people’s requirements.

31. Auckland Transport will meet with the MOLB on 29 November 2017 at which point the initial information gathered will be presented by the team to the MOLB for feedback.

Future Streets recognised

32. Te Ara Mua - Future Streets, a project encouraging safe walking and cycling around Māngere has taken out the supreme award at the 2017 Bike to the Future Awards.

33. Organised by New Zealand Transport Agency and the Cycling Action Network, the awards celebrate the projects making cycling a better way to get around and were announced at the Asia-Pacific Cycle Congress.

34. Te Ara Mua - Future Streets was also finalist in the Innovation Hub Award category, which recognises excellence in design, engineering or construction of cycling, walking and bus facilities. It also recognises innovative planning processes, materials, designs, partnerships, procurement or delivery models. MOLB was represented at the awards ceremony by the Chair.

Attachments

No.	Title	Page
a ⇩	Auckland Transport's regional and local activities	91
b ⇩	Auckland Transport's work with local schools	101
c ⇩	Auckland Transport's consultation information	103

Signatories

Authors

Ben Stallworthy, Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon, Manager Elected Member Relationship Unit, Auckland Transport

Neil Taylor – Action Relationship Manager

Māngere-Ōtāhuhu Local Board

15 November 2017

Input to the Review of Citizens Advice Bureaux services

File No.: CP2017/20838

Purpose

1. To seek local board feedback on the draft options for supporting the future provision of Citizens Advice Bureaux services to Auckland’s communities.

Executive summary

2. Auckland Council is reviewing Citizens Advice Bureaux services in Auckland following a resolution by the Regional Strategy and Policy Committee in April 2016.

3. The review will determine the appropriate level of Auckland Council support for Citizens Advice Bureaux services from 2018/2019 onwards.

4. Thirty-one Citizens Advice Bureaux operate in the Auckland region.

5. Auckland Council fund Auckland Citizens Advice Bureaux Incorporated $1.839 million a year which then distributes the funds to bureaux.

6. Local boards have provided input to the review on the local relationships, services and funding. Staff have developed draft options to address the issues and opportunities raised. The options are in the table below:

Option 1: Enhanced status quo	Enhancements are a refined funding model, reporting improvements and strengthened local relationships
Option 2: Locally driven	Transfers responsibility for existing budget to local boards
Option 3: Regional service provision	Collective review of funding levels and number and location of service sites

7. Staff consider Option 3 to be the best option to achieve consistent regional service delivery. If CABx and CABNZ do not agree with Option 3, then Option 1 provides for greater consistency of service delivery than Option 2.

8. Staff will incorporate feedback from local boards on the draft options in to the review findings to be reported to the Environment and Community Committee in early 2018.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) provide feedback on the draft options for supporting the future provision of Citizens Advice Bureaux services to Auckland’s communities by 1 December 2017.

Comments

Background

9. On 7 April 2016 the Regional Strategy and Policy Committee resolved to:

“seek information from staff regarding a review of the service after consultation with the 21 local boards on the issues raised by the Māngere-Ōtāhuhu Local Board regarding Auckland Citizens Advice Bureaux Incorporated (ACABx) funding, to achieve greater equity and fairness, taking into consideration social issues in local communities across Auckland.” (REG/2016/22)

10. The review scope includes:

· alignment to council policy, strategic priorities, local board plans and policies

· equitable service provision – Aucklanders having access to the services they need across the region, responding to growth and change in Auckland’s communities

· equity of funding for bureaux across Auckland – the basis for how funding is distributed

· how Auckland Council interacts and engages with bureaux across Auckland

· communicating the impact and value of Citizens Advice Bureaux (CAB) services

· council’s governance needs and role with regard to reporting and accountability.

11. Since 2013 Auckland Citizens Advice Bureaux Incorporated (ACABx), a board made up of representatives from across Auckland bureaux, has been distributing the council funding to bureaux using a population-based funding model which replaced previous funding arrangements by legacy councils.

12. ACABx received $1.839 million for 2017/2018, which includes an annual inflation provision. This expenditure is included in the Long-term Plan 2015-2025.

13. Some local boards provide funding to their local bureaux in addition to the core funding allocated through ACABx. Local boards provide support to CAB through accommodation as the majority of bureaux are located in council facilities.

14. ACABx distributes funds to local CAB so that communities are provided with access to information, advice, referral and client advocacy services.

Current Auckland CAB services and alignment with local board plans and council strategies

15. Currently there are 31 Auckland CAB sites in 18 local board areas, with over 900 trained volunteers fielding approximately 300,000 enquiries per annum; 75% of the service is delivered face-to-face.

16. Support for CAB services aligns with the following:

· local board plan outcomes, such as connected communities, employment and housing

· Auckland Plan (strategic direction one): to create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders

· Empowered Communities Approach, where individuals, whānau and communities have the power and ability to influence decisions.

17. The first annual review of the Auckland Council-ACABx Strategic Relationship Agreement (2016-2018) noted the following achievements and issues:

· agreed relationship principles, established a governing group and secured CAB New Zealand (CABNZ) involvement to support the relationship

· work is still in progress to improve measurement and the CAB reporting model

· both parties acknowledged that the current arrangements limit the collective ability to achieve regional level change, including closure, rationalisation or new sites and influencing local service provision

· currently ACABx will not address the overall number and location of service sites operated by member bureaux, which is based on legacy council models. They will not consider opening new sites unless there is an increase in the overall funding envelope. Based on current information shared by CAB it is difficult to determine the value of the service in order for the council to review its funding commitment.

The review of CAB Services in Auckland

18. Local boards provided input to the review during July and August 2017. A comprehensive information pack was provided to resource and support their input. The full summary of local board input is provided in Attachment A.

19. Feedback from boards highlighted what is working well:

· Most boards consider the services are of high value to the community.

· Leverage of council funding as services are delivered by well trained, approachable, multi-lingual and knowledgeable volunteers.

· Connecting people with information and services otherwise out of reach, especially for migrants, older people, international students and lower socioeconomic groups.

20. The review has identified a number of issues, including:

· Inequity in funding of bureaux and service provision across the region – service needs to be responsive to growth and community need.

· The need for better connections between local boards and bureaux to support improved two-way communication.

· The need for bureau data and information on trends and emerging issues at regional and site level.

· Future service sustainability, including awareness of service and better outreach to targeted groups that currently are under-represented as users (e.g. Māori, some migrant groups, young people, rural communities).

21. Some local boards have raised deprivation as a factor that should be taken into account in allocating funding to bureaux. These boards consider that areas of high deprivation should get more funding as there is increased and more complex need. Further investigation is needed and staff are seeking evidence from CAB on what they deliver and from which sites, and where their clients live before deprivation can be considered within the funding model.

Draft options for feedback

22. Three draft options have been developed that respond to the issues and opportunities raised by local boards and the review of the Strategic Relationship Agreement.

Table 1: Review of CAB services: Draft options

Option

Description

Pros

Cons

Implementation

Option 1: Enhanced status quo

· Overall funding envelope unchanged

· Governing Body remains the decision maker for funding

· Council has funding agreement with ACABx

· The funding agreement includes:

- A review of the population-based funding model with up-to-date local board population estimates, current CAB sites and exploring the use of deprivation as a proxy for need

- Improved reporting with consistent trend information at regional and site level

- A local relationship framework developed to support strengthened and more strategic relationships between local boards and bureaux

· Valued community service is maintained

· Continued contribution to regional strategies and improved contribution to local board plan outcomes

· Updated funding model to include some aspects of need, including population growth and potentially deprivation

· Improved reporting on the use and value of the service regionally and locally (who is using the service, why and where)

· Community intelligence is shared to support local decision making and advocacy

· Efficient bulk funding model because Governing Body would allocate bulk funding to ACABx to distribute to the bureaux

· No change to the fixed funding envelope

· Does not address the overall number and location of service sites or opening of new sites in high growth areas

· No strategic approach to the region’s service needs

· Does not address that some local boards are providing additional funding for bureau services from LDI budgets

· Does not address the CAB as a largely passive service with limited resources to undertake outreach to vulnerable groups that are currently underrepresented as users

· Does not address responsiveness of the service to changing demographics and evolving community needs

· Could be implemented for 2018/2019 with a two-year funding agreement (July 2018 - June 2020)

· This is the most achievable of the options

Option 2: Locally driven

· CAB operates as a local service rather than a regional service

· Governing Body transfers responsibility for existing budget to local boards. Locally driven initiatives (LDI) budgets adjusted accordingly

· It would be up to each local board to decide if local bureaux are funded and to what level. From the bureaux perspective, their funding agreement would be with Auckland Council instead of ACABx

· Local boards govern the relationship with bureaux

· The funding agreement includes:

- Meeting local board priorities

- Improved reporting and local relationship framework as under Option 1

· Opportunity to strengthen alignment of bureaux services with local board plan outcomes and with other local community services

· Local boards and bureaux work together to respond to growth and local changes

· Council funding of the service can be more responsive to local need, e.g. seek rationalisation of bureau sites at a local or cluster level, outreach to vulnerable groups that are currently underrepresented as users

· Boards can direct funding to providers best placed to serve the local community

· Improved reporting on the use and value of the service regionally and locally (who is using the service, why and where)

· Community intelligence is shared to support local decision making and advocacy

· The fixed funding envelope constrains the ability to open new sites

· No strategic approach to the region’s service needs

· Significantly higher administrative burden on CAB which will need to seek local board support for funding arrangements

· Would require increased dedicated resource from council (Community Empowerment Unit) to administer multiple funding agreements and accountability reports

· Could be implemented for 2018/2019

· Funding could be ring fenced for the 2018/2019 during phased implementation

· From 2019-2021, local boards could fund on an annual or multi-year basis and could also fund on a local board cluster basis

· This option is achievable but would require significant change for bureaux and local boards

Option 3: Regional service provision

· Assessment undertaken to understand the value of the service which would also determine the appropriate level of Auckland Council support required

· This option requires active participation from CABNZ and Auckland bureaux

· Regional Network Provision Framework developed by council, CABNZ and bureaux that reviews the location of bureau sites across the region to address service gaps and opportunities around accommodation

· Could also include potential for a single CAB entity for whole of Auckland with a mandate to develop the service regionally – requires major constitutional change for bureaux

· Comprehensive review of the CAB service going forward and role for Auckland Council in supporting the service

· Only option that allows for a review of the level of council funding for the service

· Strengthened contribution to regional strategies and local board plan outcomes

· Only option that would be able to comprehensively address the overall number and location of service sites, including new sites

· Strategic approach to the region’s service needs and addresses responsiveness of local service delivery

· Requires significant commitment and change from a volunteer-based organisation

· Relies on substantial council involvement and increased dedicated resource

· The new approach would be developed during 2018/19 and implemented in 2019/2020

· Enhanced status quo would apply in 2018/2019

· This option is the most difficult to achieve and would require long term commitment from all parties and council resourcing to implement

23. Overall Option 3: Regional service provision provides the most likelihood of achieving regional consistency of service delivery to meet changing community need and for this reason staff consider this to be the best option. However, without the agreement of the CABx and CABNZ Option 3 is not achievable. Discussions between council staff, the ACABx board and CABNZ are still ongoing.

24. If Option 3 is not achievable Option 1: Enhanced status quo will provide for greater consistency of service delivery than Option 2: Locally driven.

Consideration

Local board views and implications

25. Local boards have detailed knowledge of both local bureau delivery and of their local communities’ needs. Boards have provided input to the review on their relationship with the local bureau, services and funding, indicating that for most boards there is good alignment of the CAB services with local board plan outcomes.

26. Staff have developed draft options that respond to the issues and opportunities raised by local boards and are seeking feedback on these options.

27. Under Option 1 (Enhanced status quo) the funding model is reviewed and an improved local relationship framework would be available to support reporting and discussions between boards and bureaux. Under Option 2 (Locally driven), boards would take on responsibility for funding local bureaux. Under Option 3 (Regional service provision) a fuller assessment would be undertaken with board involvement to determine a new approach for future CAB service provision across the region.

Māori impact statement

28. For 2016/2017, Māori users of CAB services comprised between 2.5% of users in the central Auckland/Waiheke cluster to 13.2% in south/east Auckland cluster (Source: ACABx Accountability Report to Auckland Council July 2016-June 2017).

29. Options 2 and 3 are more likely to improve Māori engagement with CAB services as they would support more responsive local service provision.

Implementation

30. Staff request local boards provide feedback on the draft options by 1 December 2017. Staff will incorporate this feedback in to the review findings which will be reported to the Environment and Community Committee in early 2018.

Attachments

No.	Title	Page
a ⇩	Summary of local board input July - August 2017	111

Signatories

Authors

Carole Blacklock - Specialist Advisor - Partnering and Social Investment, Community Empowerment Unit, Arts, Community a

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Carol McKenzie-Rex - Relationship Manager

Neil Taylor – Acting Relationship Manager

Māngere-Ōtāhuhu Local Board

15 November 2017

Feedback on draft Waste Management and Minimisation Plan

File No.: CP2017/21297

Purpose

1. To seek feedback from the local board on the proposed direction of the draft Waste Management and Minimisation Plan review.

Executive summary

2. Auckland Council is currently undertaking a review of its Waste Management and Minimisation Plan. This plan is prepared under the Waste Minimisation Act 2008, and is part of council’s responsibility to promote effective and efficient waste management and minimisation in Auckland.

3. This report seeks feedback from the Māngere-Ōtāhuhu Local Board on the revised proposed approach to waste management and minimisation. In particular:

· advocating to central government for a higher waste levy and for product stewardship

· addressing three priority commercial waste streams:

o construction and demolition waste

o organic waste, and

o plastic waste

· addressing waste generated from council and council-controlled organisation’s operational activities, particularly construction and demolition waste.

4. These points were initially discussed with the Māngere-Ōtāhuhu Local Board at its 8 November 2017 workshop on the draft Waste Management and Minimisation Plan.

5. The proposed draft Waste Management and Minimisation Plan will be presented to the Environment and Community Committee in December 2017, seeking approval to publicly notify the draft plan. Feedback from all local boards will be included as a part of this report.

Recommendation

That the Māngere-Ōtāhuhu Local Board:

a) provide feedback on the proposed direction of the draft Waste Management and Minimisation Plan.

Comments

Legislative context

6. Under the Waste Minimisation Act 2008, Auckland Council is required to adopt a Waste Management and Minimisation Plan, as part of its responsibility to promote effective and efficient waste management.

7. The first Auckland Waste Management and Minimisation Plan was adopted by council in 2012. It set an aspirational vision of achieving zero waste to landfill by 2040. It placed initial priority on waste reduction within the waste services that are more directly managed by council, which account for approximately 20 per cent of all waste to landfill in the region.

8. Council is required to review the Auckland Waste Management and Minimisation Plan every six years. This includes conducting a Waste Assessment to review progress, to forecast future demand for waste services, and to identify options to meet future demand. This assessment was completed in mid-2017, and the findings have been outlined below.

Findings of the Waste Assessment: progress and challenges

9. Under the first Waste Management and Minimisation Plan, seven separate council-managed waste services to households are being merged into one standardised region-wide service. This has included:

· introducing a new inorganic collection service

· introducing large bins for recycling across the region

· introducing bins for refuse in areas that had bag collections

· establishing five community recycling centres in Waiuku, Helensville, Devonport, Henderson and Whangaparaoa, with another seven to be established by 2024.

10. Some service changes agreed under the Waste Management and Minimisation Plan 2012 are still to be introduced to standardise the approach across the whole Auckland region, most notably, a food waste collection in urban areas and pay-as-you-throw charge for kerbside refuse collections.

11. Whilst the council-managed services have achieved waste minimisation, the total amount of waste to landfill has increased by 40 per cent between 2010 and 2016. This is due to the increased amounts of commercial waste being generated, particularly construction and demolition waste. The amount of waste sent to landfill is projected to continue to grow unless a concerted effort is made to intervene to address this trend.

12. Barriers to waste minimisation in Auckland include the low cost of sending waste to landfill compared to diverting waste to other productive uses, the lack of financial incentives to divert waste from landfill, the lack of council influence over the 80 per cent of waste that is commercially managed, and rapid population growth.

Options analysis

13. The Waste Assessment identified and evaluated three options to guide the direction of the Waste Management and Minimisation Plan 2018, as follows below.

14. Option one: status quo involving full implementation of the Waste Management and Minimisation Plan 2012. Undertaking the actions agreed in 2012 will focus interventions on 20 per cent of waste within council’s direct control. Although this option could be implemented within council’s waste budget envelope it would not meet council’s responsibilities under the Waste Minimisation Act 2008 to minimise waste in Auckland.

15. Option two: expanded focus. Full implementation of the Waste Management and Minimisation Plan 2012 and a focus on three priority commercial waste streams identified in the Waste Assessment - construction and demolition waste, organic waste and plastic waste. This option addresses the 80 per cent of waste outside of council’s direct control and could be implemented within the current waste budget, with some reprioritisation.

16. Option three: significant investment in residual waste treatment technologies. This option requires development of residual waste treatment facilities, with energy from waste (mass-burn incineration facilities) likely to achieve the best diversion. Significant investment is needed from both the private and public sector to develop these technologies, and there would be reputational risks associated with disposal of waste by incineration.

17. It is proposed the council adopts option two, which has the potential to significantly reduce total waste to landfill, and can be undertaken within the current funding envelope.

Proposed updates to the Waste Management and Minimisation Plan 2012

18. It is proposed that the new Waste Management and Minimisation Plan will continue the direction of the 2012 Plan, and extend the focus of council activity from the 20 per cent of waste that is directly managed by council and its contractors, to the other 80 per cent that is commercially managed.

19. The proposed vision of the draft Waste Management and Minimisation Plan is ‘Auckland aspires to be zero waste by 2040, taking care of people and the environment, and turning waste into resources’.

20. It is proposed that zero waste is maintained as an aspirational target. Achieving high diversion rates in Auckland (in the order of 80 per cent as achieved by an exemplar city, San Francisco) is considered to be a successful response to such an aspirational target.

21. To achieve the zero waste vision, three goals are proposed: minimise waste generation, maximise opportunities for resource recovery, and reduce harm from residual waste.

22. Three updated targets are proposed:

· total waste: reduce by 30 per cent by 2027 (no change from the current waste plan)

· domestic waste: reduce by 30 per cent by 2020/2021 (extension of date from 2018 to align with the roll-out of the food waste kerbside collection service; a new target will be set once this is achieved)

· council’s own waste:

o reduce office waste by 60 per cent by 2040 (target doubled from current waste plan)

o work across council to set a baseline for operational waste (generated as a result of council activities such as property maintenance, construction and demolition, and events, and implement these baseline targets by 2019.

23. The proposed draft Waste Management and Minimisation Plan identifies the actions that will be undertaken over the next six years. The priority actions that will have the biggest impact on waste reduction include:

· continued delivery of the Waste Management and Minimisation Plan 2012, including the transition to consistent kerbside services (including introduction of a kerbside organic collection in urban areas and the standardisation of pay-as-you throw kerbside refuse collection across the region), and establishment of the resource recovery network

· a focus on addressing the 80 per cent of waste that council does not directly influence, by:

o advocating to central government for a higher waste levy and for product stewardship

o addressing three priority commercial waste streams:

- construction and demolition waste,

- organic waste, and

- plastic waste

o addressing waste generated from council and council-controlled organisation’s operational activities, particularly construction and demolition waste.

24. The draft Waste Management and Minimisation Plan will put emphasis on partnership and engagement with other sectors that are relevant to the priority action areas. Council recognises that it cannot achieve its waste minimisation responsibilities by acting alone.

25. It is important to note that council has limited tools to address commercially managed waste. Achieving policy changes at central government level will be essential to achieving waste to landfill reductions in Auckland. If council is unsuccessful in its advocacy, targets will not be met.

Request for local board feedback

26. Local boards are being asked whether they support the proposed approach taken in the draft Waste Management and Minimisation Plan, and in particular the focus on:

a) advocating to central government for a higher waste levy and for product stewardship.

b) addressing three priority commercial waste streams:

o construction and demolition waste

o organic waste, and

o plastic waste.

c) addressing waste generated from council and council-controlled organisation’s operational activities, particularly construction and demolition waste.

Financial implications

27. The actions proposed in the draft Waste Management and Minimisation Plan can be achieved within existing waste funding. Funding will be obtained through a combination of:

· pay-as-you-throw domestic refuse collections, which will be progressively introduced across the region

· rates funding, and

· revenue from the waste levy (from the $10 per tonne waste levy that is administered by the Ministry for the Environment, 50 per cent of which is distributed to councils, amounting to $6.1 million for Auckland Council in 2016).

28. Infrastructure to enable commercial resource recovery will require investment from external sources such as government and the private sector.

29. The budget for implementing the Waste Management and Minimisation Plan will be considered through the Long-term Plan 2018-2028 process.

Consideration

Local board views and implications

30. A workshop was held with the Māngere-Ōtāhuhu Local Board on 8 November 2017 to discuss the proposals set out in this report. Feedback provided at this workshop will be summarised and tabled at the meeting.

Māori impact statement

31. Mana whenua and mātāwaka have been actively engaged in implementing the Waste Management and Minimisation Plan 2012. A number of initiatives have enabled waste minimisation from a te ao Māori context. Through Para Kore ki Tāmaki, marae in the Auckland region are able to foster kaitiakitanga practices and affirm their connections with the natural world. More than 2,000 whānau participate in the programme annually, and over 50 Para Kore zero waste events have been held since the programme rolled out in 2014. The programme provides a catalyst for taking the kaitiakitanga message from the marae into homes and the community. Protecting Papatūānuku, connecting with traditions and showing respect for customs has become a priority for whānau through this programme.

32. The proposed draft Waste Management and Minimisation Plan seeks to present a stronger mana whenua and mātāwaka perspective, recognising the close alignment between te ao Māori and zero waste. Two mana whenua hui and one mātāwaka hui held in June 2017 have identified mana whenua and matāwaka principles and priorities, for direct inclusion into the draft Waste Management and Minimisation Plan.

Implementation

33. The draft Waste Management and Minimisation Plan will have financial implications, as the targeted rate for food waste must be costed and included in consultation on the draft Waste Management and Minimisation Plan. It is proposed that this be aligned with consultation on the Long-term Plan 2018-2028. This will ensure that any budget implications are considered through the Long-term Plan process.

Attachments

There are no attachments for this report.

Signatories

Authors

Parul Sood, General Manager Waste Solutions (Acting)

Julie Dickinson, Waste Planning Manager (Acting)

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Neil Taylor – Acting Relationship Manager

Māngere-Ōtāhuhu Local Board

15 November 2017

Auckland Council's Quarterly Performance Report: Māngere-Ōtāhuhu Local Board for quarter one, 1 July - 30 September 2017

File No.: CP2017/23373

Purpose

1. To provide the Māngere-Ōtāhuhu Local Board with an integrated quarterly performance report for quarter one, 1 July to 30 September 2017.

Executive summary

2. This report includes financial performance, progress against local board key performance indicators, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2017/2018 work programme.

3. Key achievements and significance this quarter:

a) Community Grants: a total of $12,617 was allocated for Quick Response Round, and a total of $74,922 allocated to Local Grant Round One.

b) Miami Street Reserve toilet renewal - complete and operative

c) Yates Road toilet renewal – complete and operative

d) Norana Reserve toilet renewal - complete and operative

e) Māngere Centre Par car park renewal - complete

f) Old School Reserve heritage wall reinstatement - complete

g) Love Mangere Yates & Ferguson Family Fun Day – complete

h) Mara Kai - previously community garden projects led by Community Empowerment Unit work programme (attachment B) item 632:

o To be noted that the budget should read as $15,000 and not $39,000 as noted in attachment B.

o This corrects any confusion between work items related to teaching gardens, community gardens, deferrals and carry overs managed by Parks Sports and Recreation and Community Empowerment Unit.

o Previously, the $12,000 deferral associated with the Teaching Gardens was accidentally allocated to the 2017-2018 CEU unit work programme and has now been re-allocated back to PSR as noted in this report.

i) Teaching Gardens Deferral (PSR work programme item 3388) from 2016-2017, $12,000:

o The scope of this work programme will be workshopped in quarter 2 or 3. An option is deliver a master plan to integrate all the current and future planned activities on the Old School Reserve from where the Auckland Teaching Gardens Trust operates.

o Unfortunately the quarterly update from CEU accidently allocated another $12,000 to its work programme under 632.

o It may be noted that there is no change in the board’s total work programme and budget. The errors will be reconciled in the next quarterly report.

4. The snapshot (attachment A), indicates performance against the agreed 2017/2018 work programmes is tracking positively at this early stage of the financial year.

5. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery found in attachment B.

a) Of the 153 work programme line items,

i. 135 are reported as ‘green’ status (on track)

ii. 7 which have a ‘red’ status (behind delivery, significant risk)

iii. 11 ’amber’ status (some risk or issues, which are being managed).

b) ‘Red’ and ‘Amber’ status are highlighted in paragraph 10 of this report.

6. The overall financial performance for quarter one 2017/2018 is influenced on the results of 2016/2017, and any changes to the outlook based on results available – these are explained in this report.

7. Net cost of service for this quarter is overall within 1% of budget. However, operating expenditure is over budget particularly for the Rima facilities contract. Revenue is substantially better than budget due improved usage in community halls and the arts centre. Capital delivery for the first quarter is behind budget with ongoing major spends being for Ōtāhuhu Town Centre revitalisation, the Māngere town centre car park, and the Norana Park toilets and walkway. Particularly wet weather continues to delay some capital work. Attachment C contains further detailed financial information.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the performance report for the financial quarter ending 30 September 2017.

Comments

8. The Māngere-Ōtāhuhu Local Board has an approved 2017/2018 work programme for the following operating departments:

a) Arts, Community and Events; approved on 21 June 2017

b) Parks, Sport and Recreation; approved on 21 June 2017

c) Libraries and Information; approved on 7 June 2017

d) Community Facilities: Build Maintain Renew; approved on 21 June 2017

e) Community Leases; approved on 21 June 2017

f) Infrastructure and Environmental Services; approved on 7 June 2017

g) Local Economic Development; approved on 21 June 2017

Key project updates from the 2017/2018 work programme

9. The following are progress updates against key projects identified in the Māngere-Ōtāhuhu 2017 – 2020 Local Board Plan:

Outcomes

Activities

Outcome 1: A strong local economy

i. 628 Build capacity: business improvement districts safety activities. Fund activities for five business associations operating Business Improvement Districts (BIDs) in the Māngere-Ōtāhuhu Local Board area ($271,258.)

ii. 626 Youth Connections : collaborate with multiple sectors to support youth from secondary education through pathways to employment and or entrepreneurships ($60,000.)

iii. 983 Collective Business Improvement District Project: market the Mangere Town Centre, Mangere Bridge Village Town Centre and Mangere East Village Town Centre primarily through their respective markets to increase economic viability and thus retain and attract other business ($20,000.)

iv. 1106 Young Enterprise Scheme (MO). The funding from the local board will support the delivery of the Young Enterprise Scheme Enterprise-Days in February 2018 ($3,500.)

Outcome 2: We are the heart of Māori and Pasifika culture

i. 2410 Otahuhu Portage – develop greenway link. Mana whenua engagement in process, to establish design stages moving forward. $158,000 growth funding.

ii. 43 Healthy Rentals (Māngere-Ōtāhuhu). The Healthy Rentals Project aims to improve the quality of rental housing and improve. This benefits Maori, Pasifika and low income families residing in the local area. $30,000.

iii. 1243 Celebrating cultural diversity and local communities. Cook Island and Tongan Language Weeks were celebrated by our local libraries with story times and wriggle and rhyme sessions delivered in the language. "Mana Mangere Voices" book launch held at Mangere Town Centre Library celebrated the publication of poems from our local writers.

iv. 1241 Te Wiki O te Reo Māori was celebrated with bilingual programmes at all the libraries. Te Reo Māori classes have proved popular with adults at Mangere Town Centre.

Outcome 3: Protecting our natural environment and heritage

i. 546 Providing bus subsidies for the 36 public schools – attend education for sustainability programs across Auckland, including Ambury, Botanic Gardens and the Zero Waste Zone. The budget will provide individual bus subsidies up to a maximum of $150 per school. $1,500

ii. 38 Industry Pollution Prevention Programme. To support improvements to waterways through a proactive programme supporting and encouraging businesses to be more aware of how their practices can impact on local waterways.

Outcome 4: A well-connected area

i. 107 Ōtāhuhu town centre streetscapes upgrade. Consultation on the second phase of the Ōtāhuhu streetscapes project closed on 6 September 2017. A summary of the consultation document will be completed in early October 2017.

ii. 2411 Peninsula Point Reserve – renew bridge and footpath. Physical works being tendered, and works to commence later this year. $150,000.

Outcome 5: Facilities to meet diverse needs

i. 2889 12-16 High Street, Otahuhu – building works. Project complete.

ii. 2396 Kiwi Esplanade – renew boat ramp toilets. Business case is underway. Next steps: Planning phase - creating a project plan.

iii. 3067 Mangere Arts venue. Capital works including installation of heat pumps in café, reception foyer and theatre lobby; application of insulating film to all windows; installation of glazing/doors to separate reception foyer and theatre lobby.

Outcome 6: A place where everyone thrives and belongs

i. 491 Open Mic nights held every Wednesday in the Gallery run by the Community Café.

ii. 2837 Moana Nui A Kiwa leisure facilities operations programme: Positive customer feedback highlighting excellent fitness, group fitness and swim teachers. Council staff currently working on the new ‘Customer Promise’ programme which includes the roll-out of our new membership model and IT operating system from November ($44,784).

iii. 1922 Māngere East Rugby League Football Club Facility Partnership Grant 2015/16. Monitor and report on the grant of $230,000 from the 2015/2016 Facility Partnership Fund to Māngere East Rugby League Football Club to be used for the upgrade and renovation of the hall, kitchen and toilet areas of the clubrooms

Risks identified in the 2017/2018 work programme

10. The following are risks that have been identified in attachment B by operating departments where the progress and performance indicator has been set to ‘red’ – significantly behind budget/time or achievement of outcomes; or amber’ status – some risk or issues, which are being managed. There are 7 red and 11 amber.

a) Projects marked ‘Red’

Project Detail	Summary
2394 Frank Grey Esplanade Reserve - renew coastal assets $20,000	This project has been deferred to future years as there was insufficient budget to deliver this project within this financial year.
2398 Mangere Town Centre - renew rubbish bins $18,200	This project record was cancelled as the project was completed in the 2016/2017 financial year.
2399 Māngere Town Centre - renew street furniture 2017-18 $18,200	This project was delivered in the 2016/2017 financial year.
2391 Mangere-Otahuhu - FY18 renew libraries furniture, fittings and equipment $74,700	This record has been cancelled as the project has been merged with Mangere Town Centre Library comprehensive renewal.
2402 Māngere-Otahuhu - renew park roading and car parks 2017-18 $17,705	Project to be cancelled as these assets were renewed in 2015/2016.
3123 Norana park- renew softball fences & fields $105,000	Project has been cancelled due the service need of the asset not being required.
2412 Schroffs Reserve - renew coastal assets $22,502	This project has been deferred to future years as there was insufficient budget to deliver this project within this financial year.

b) Projects marked ‘Amber’

Detail	Summary
2388 Mangere Community House - refurbish and extend house $300,000	Project is currently still being scoped and will likely require local driven initiative funding if benefits are realised from the community services analysis.
3074 Mangere Town Square Offices - upgrade to create new offices $79,000	The ground floor accessibility alterations may prove unfeasible because of the increased cost and additional space requirement. Obtaining cost estimates
3144 Oruarangi Park - develop park facility $20,00	Works are dependent on resolution with subdivision development before planning can progress.
3250 Walter Massey Park - renew walkway and fitness equipment $46,408	Budget may not be sufficient but will be determined in engineer's estimate. Concept Path alignment may conflict with sports fields and or compromise tree roots.
3277 Yates Road, Mangere East - renew toilets $152,500	Late delivery likely in October as a result of using alternative traffic management plan. (NOTE: this project is now complete and operative).
39 Manukau Harbour Forum $8,000	The forum is yet to agree its full work programme. A further work programme allocation report will be considered by the forum at its meeting on 20 October 2017.
932 Mangere Mountain Education Trust: Operational Grant $94,000	Funding has not been supplied as KPIs are yet to be confirmed - these are being considered by the local board in October (NOTE: the board has signed off on the KPIs).
951 planning for parks service provision $20,000	Scope to be developed and agreed with local board in Q2. A proposal to align with the Accessibility Plan for playgrounds in Walter Massey and Centre Parks was not supported as part of this work programme.
1664 Kalapu Maile Ua Community Trust	The club wants to build a community centre, however, they are not ready to progress with the agreement to lease at this stage.
1665 Vacancy at Māngere Service Centre	The vacant site is with the Project Delivery team, it is due to be refurbished this financial year.
1666 Manukau Outriggers Canoeing Whare Nui Trust	The group is still working through their plans for the New build. They will make contact with Council once the plans are completed.

c) Other projects of note:

i. 632 Teaching Gardens Mara Kai (CEU)

The $39,000 figure is incorrect and should be $15,000. This will be reconciled in the next quarter report. Noted in paragraph 3 (h) of this report.

ii. 1073 Toia Leisure facility closure

The board is concerned that the pools will be closed during the upcoming school holidays due to the planned December 2017 annual pool maintenance closure. Further discussion is required to see if maintenance can be scheduled at another time.

iii. 631 Mangere -Otahuhu Social Enterprise Collective (MOSEC)

At the October 2017 business meeting the board declined the officer’s recommendation to support the budget for this project, and requested that the officers return with a more robust proposal. The board requested further information of why the budget has increased significantly, and wanted more clarity with the roles to deliver this event; questioned the department’s delivery of the social enterprise model applied to this project, as some groups involved are experienced and capable of delivering this event in the local area.

Financial performance

11. Revenue has exceeded budget in community facility and art centre hire fees

12. In Asset Based Services (ABS Opex) the Rima facilities has exceeded budget by $410k. This is the first set of accounts for this project and it is expected that it will take at least a full year to collect stable and more predictable costings for budgets for the Long Term Plan.

13. Capital spend this quarter is mainly continuance for Ōtāhuhu Town Centre revitalisation, the Māngere town centre car park, and the Norana Park toilets and walkway.

14. There remains a balance of $793k of Locally Driven Initiative Capex funding still to be allocated by the local board.

15. The Mangere-Otahuhu Local Board Financial Performance report is in Appendix C.

Key performance indicators

16. The local board agreements include level of service statements and associated performance measures to guide and monitor the delivery of local services. This report provides information on the performance measure year-end outlook for Mangere-Otahuhu Local Board’s measures, showing how we are tracking after the first quarter of FY18.

17. The year-end outlook is that 60 per cent of measures will not achieve target.

18. Currently all performance measures are being reviewed as part of the development of the 2018-2028 Long Term Plan.

19. For the first and second quarter we will be providing the year-end outlook based on the results of 2016/17 or for any changes to the outlook based on results available. In the third quarter we will be in a better position to accurately project the year-end outlook for all measures. This is because the frequency of most measures is annual as data is collected through surveys.

Consideration

Local board views and implications

20. This report informs the Māngere-Ōtāhuhu Local Board of the performance for the quarter ending 30 September 2017.

Māori impact statement

21. The local board supports local Maori aspirations. This report identifies numerous activities highlighting the board’s commitment and intent to improve Maori outcomes. The following highlights are a few activities that directly support our local Maori community.

a) 2000 Respond to Maori aspirations - Maori responsiveness. Discussions are being held between staff and Makaurau Marae regarding ways to support and encourage artists in Mangere Otahuhu with a focus on Maori and Pacific art fusion and social enterprise. $5,000.

b) 1173 Identify opportunities for parks and facilities by engaging with Mana Whenua to develop Maori names and enhance Auckland’s Maori identity and Maori heritage. $10,000

c) 485 The Kiingi Tawhiao cottage blessing and opening was held on 22 July at dawn. This was a significant event with many iwi represented. The cottage was opened and plaque unveiled by the Maori King's son, Te Ariki Tamaroa. Over 100 people attended the ceremony. $7,000

d) 1243 Celebrate cultural diversity and local places and people and tell local stories with displays and events including regionally coordinated and promoted programmes: Māori Language Week.

Implementation

22. The Local Board will receive the next performance update following the end of quarter two, 31 December 2017.

Attachments

No.	Title	Page
a ⇩	Local Board Work Programme Snap Shot 2017/2018	185
b ⇩	Work Programme 2017/2018	187
c ⇩	Local Board Financial Performance as at September 2017	213
d ⇩	Performance Measure Outlook	221

Signatories

Authors

Daniel Poe - Local Board Advisor

Rina Tagore - Senior Local Board Advisor

Authorisers

Neil Taylor – Acting Relationship Manager

Māngere-Ōtāhuhu Local Board

15 November 2017

Amendment of the Auckland Transport Election Signs Bylaw 2013 and its impact on local parks

File No.: CP2017/23244

Purpose

1. The purpose of this report is to:

· update the Māngere-Ōtāhuhu Local Board on the changes to the Auckland Transport Election Signs Bylaw; and

· propose a nine week time restriction on public election sign sites.

Executive summary

2. On 1 August 2017 the Auckland Transport Board amended the Auckland Transport Election Signs Bylaw 2013 (“the Bylaw”) which removed the nine week time restriction on the display of election signs. This change came about due to concerns that the time restrictions may limit the right to freedom of expression in the New Zealand Bill of Rights Act 1990 (“BoRA”).

3. Due to the Bylaw amendment, public sites, including those in local parks and reserves, can now be used for election signs for longer than nine weeks. Signs must relate to a specific election, and must be removed prior to the day of the election. However, there is no limit on the length of time that they can be erected prior to the election.

4. Under section 14 (freedom of expression) of the BoRA everyone has the right to freedom of expression. Under section 5 (justified limitations) of the BoRA the rights and freedoms contained in the Bill of Rights may be subject only to such reasonable limits prescribed by law as can be demonstrably justified in a free and democratic society.

5. Local boards must balance the need to provide adequate advertising locations to allow the democratic process to run smoothly, while ensuring that parks and reserves are not overly encumbered with election signage.

6. Election signs restrict the public use of parks, have an impact on amenity and create potential safety issues. Increasing the amount of time that election signs can be erected for will lead to additional compliance and maintenance costs.

7. Staff recommend that local boards limit the time period for election signs on parks and reserves to a nine week period. This option would still provide for election signs in parks and reserves and meet community expectations. These changes would apply to the upcoming by-elections in February 2018 and any future elections, unless the decision is revisited.

8. A nine week period is also consistent with the Electoral Act 1993, which provides that no limitation contained in a bylaw restricts election advertising for a period of nine weeks prior to a general election. This legislation contemplates that local authorities may seek to limit the display of election signs, but provides an override for a nine week period. Further, a nine week restriction for public sites has been in place in Auckland since the bylaw was made in 2013, and therefore continuation of this restriction is in line with community expectations. The complaint to the Minister of Transport in 2016 concerned private sites, which are not affected by the proposal to reintroduce a time restriction on public sites.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) amend landowner approvals for election signs to provide a nine week time restriction on local parks and reserves identified in the List of Election Sign Sites.

b) request that Auckland Transport’s Traffic Control Committee provide a nine week time restriction for election signs on road reserve to provide a consistency for public sites across Auckland.

c) request that Auckland Transport’s Traffic Control Committee consider updating their List of Election Sign Sites to reflect these time restrictions in accordance with clause 6 of the Election Signs Bylaw 2013.

Comments

Background

9. On 1 August 2017 the Auckland Transport Board amended the Auckland Transport Election Signs Bylaw 2013 (“the Bylaw”). This amendment, among other things, removed the nine week time restriction on the display of election signs.

10. During the 2016 local body election, a private citizen requested the Minister of Transport to disallow the Bylaw under the provisions of the Land Transport Act 1998. This was due to the time restrictions on the display of election signs, the Bylaw breached the right to freedom of expression in the New Zealand Bill of Rights Act 1990 (“BoRA”). The Minister took no action at the time, but required Auckland Transport to review the time restriction in 2017.

11. Prior to the amendment, Auckland Transport consulted with the public and stakeholders. Of the 51 submissions received, 40 disagreed with the proposed removal of the time restriction. They raised concerns over visual pollution issues (loss of amenity if signs remained longer than a nine-week period) and increased safety risk associated with the lack of maintenance and the temporary nature of such signage and supporting structures.

12. Auckland Transport specifies which public sites are suitable for the display of election signs. The report to the Auckland Transport Board (1 August 2017) concluded that time restrictions could be imposed through this process (by only permitting public sites to be used for limited periods of time). This was thought sufficient to address concerns raised by submitters on this issue. Auckland Transport will be seeking feedback from local boards on signage sites prior to the 2019 local body elections. The Auckland Transport website provides a list of the current election sign sites (https://at.govt.nz/about-us/bylaws/election-signs-bylaw/#v).

13. Local Boards have the jurisdiction of local parks and reserves. Prior to the 2016 local body elections, Auckland Transport sought feedback from local boards about the use of local parks and reserves for the use of temporary election signs. Auckland Transport updated the List of Election Sign Sites (located on the Auckland Transport website) following consideration of local board feedback. Due to the Bylaw amendment, these sites, including those in local reserves, can now be used for election signs for periods longer than nine weeks, and this needs review.

Existing issues caused by election signs

14. During the run up to the 2017 general election (1 July 2017 to 29 Sep 2017), council received 131 complaints about election signs. Of those complaints received 63 were about signs being placed in the wrong location, 20 were about oversized signs, 17 raised maintenance issues and 11 complaints were about early placement. There were also a small number of complaints about signs being erected on private property without permission, multiple signs being located on one site and safety hazards. Twenty percent of the complaints were associated with signs on parks and reserves. Community Facilities noted that existing issues with election signs relate to broken signs, which are often abandoned and become an eyesore or hazard.

15. Council staff anticipate that if election signs are erected for a period longer than nine weeks, there will be additional issues with amenity and safety. Safety concerns include risks associated signs collapsing or blowing down and broken hoardings creating hazards like sharp edges.

16. There will also be additional complaints and increased council costs associated with compliance and park maintenance.

Freedom of expression

17. The following analysis of considerations under BoRA has been prepared by council’s Legal and Risk Department.

18. Under section 14 (Freedom of expression) of the BoRA everyone has the right to freedom of expression, including the freedom to seek, receive, and impart information and opinions of any kind in any form. Restricting the time period that parties and candidates for election can erect signs promoting their election campaigns restricts the freedom of expression.

19. Under section 5 (Justified limitations) of the BoRA the rights and freedoms contained in the Bill of Rights may be subject only to such reasonable limits prescribed by law as can be demonstrably justified in a free and democratic society.

20. The section 5 inquiry has been summarised in a leading Supreme Court case (R v Hansen [2007] NZSC 7) as follows:

(a) does the limiting measure serve a purpose sufficiently important to justify some limitation of the right or freedom?

(b) If so, then:

(i) is the limit rationally connected with the objective?

(ii) does the limit impair the right or freedom no more than is reasonably necessary for sufficient achievement of the objective?

(iii) is the limit in due proportion to the importance of the objective?

21. In considering the approach to determining whether a limiting measure impairs a right "no more than is reasonably necessary", the Court of Appeal in Ministry of Health v Atkinson [2012] 3 NZLR 456 endorsed the following approach from a Canadian case:

"The law must be carefully tailored so that rights are impaired no more than necessary. The tailoring process seldom admits of perfection and the courts must accord some leeway to the legislator. If the law falls within a range of reasonable alternatives, the courts will not find it overbroad merely because they can conceive of an alternative which might better tailor objective to infringement. On the other hand, if the government fails to explain why a significantly less intrusive and equally effective measure was not chosen, the law may fail."

22. The Court of Appeal agreed that if there is an alternative option that will have less impact, it does not follow that the option adopted is necessarily outside the range of reasonable alternatives.

Purpose of restriction

23. The purposes of the proposed time restriction on public sites are set out above and can be summarised as:

· minimising the risk to public safety (e.g. signs collapsing or blowing down, broken hoardings creating hazards like sharp edges);

· allowing the public to have access and use of public reserves with minimal disruption;

· maintaining visual amenity in public places; and

· limiting the amount of public expenditure that must be spent on compliance monitoring and enforcement, and the maintenance of parks and reserves.

24. These are legitimate concerns that justify some limitation on the freedom of expression.

Connection with objective

25. The proposed time restrictions are rationally connected with the achievement of these purposes. Limiting the amount of time that an election sign may be displayed (and therefore limiting expression on such signs) is intended to promote and protect public safety and/or amenity, protect access to public parks and reserves, and minimise expenditure on compliance and maintenance.

Restriction no more than reasonably necessary

26. The proposed nine week restriction is a reasonable limit on the freedom of expression for signs in public places. The restriction applies only to signs on the designated public sites. Elections signs may be displayed without time restriction on any private property (including commercial billboards and poster board sites). Further, the election signs to which the restriction applies are located in public places, where there is no general right to have the structure in any event - the bylaw therefore effectively authorises the sign (and the expression) when it would not otherwise be allowed.

27. Election signs are only one means of advertising a candidate or party in an election. Other options open to candidates include the internet (e.g. social media advertising), radio or television advertising, pamphlets, letterbox drops, public meetings, and advertising on vehicles.

28. A nine week period is also consistent with the Electoral Act 1993, which provides that no limitation contained in a bylaw restricts election advertising for a period of nine weeks prior to a general election. This legislation contemplates that local authorities may seek to limit the display of election signs, but provides an override for a nine week period. Further, a nine week restriction for public sites has been in place in Auckland since the bylaw was made in 2013, and therefore continuation of this restriction is in line with community expectations. The complaint to the Minister of Transport in 2016 concerned private sites, which are not affected by the proposal to reintroduce a time restriction on public sites.

29. Given the wide range of advertising and promotional opportunities open to candidates, the proposed restriction on public parks and reserves does not restrict the freedom of expression more than reasonably necessary.

Proportionality

30. Overall, the proposed time restriction is not considered to be a disproportionate limit on freedom of expression, given the importance of the objectives. Ensuring the public safety of park users is a matter of very high importance, and there is also a high amenity value in regulating the proliferation of election signage that occurs prior to every election. A reasonably high level of interference with freedom of expression might therefore be justifiable. In fact, however, the time restriction involves only a reasonably modest limit on freedom of expression. It is a measured response, far from being a blanket ban, and candidates can still promote or otherwise express themselves using other means. The proposed restriction is consistent with community expectations and the Electoral Act, and many other councils around New Zealand similarly restrict election signage, suggesting the proposal is not out of step with what is considered reasonable regulation of election signs that are in or visible from public places.

31. The proposed time restriction is therefore not considered to be inconsistent with the BoRA. Such limits as there are on freedom of expression are reasonable and "can be demonstrably justified in a free and democratic society", in terms of section 5 of that Act.

Options

32. Local boards have the following options available to them, which are discussed in more detail below:

· continue without a time limit on public election signs;

· amend landowner approvals to limit the time period to nine weeks prior to an election;

· amend landowner approvals to limit the time period of shorter or longer than nine weeks; or

· revoke landowner approval for election signs on parks and reserves.

33. The pros and cons of each approach are provided in Table 1.

Option 1 - Continue without a time limit on public election signs

34. Under the do nothing option, local boards would continue to allow use of the parks and reserves as provided for in the List of Election Sign Sites. There would be no time limit on how long the signs could remain on parks and reserves. Staff do not recommend this option.

Option 2 - Limit time period to nine weeks on parks and reserves

35. Under this option, election signs on parks and reserves would be limited to a time period of nine weeks before the election date. This would be consistent with the timeframes that local boards agreed to when Auckland Transport sought feedback on the sites in the List of Election Sign Sites. It is also consistent with the time limitations imposed during the general elections. This option would still provide for election signs in parks and reserves and meet community expectations (as the nine week time period has been past practice).

36. If this option was selected, local boards would need to request that Auckland Transport to resolve to update the list sites that are suitable for the display of election signs under clause 6 of the Bylaw.

37. Staff recommend that the Local Board adopt this option.

Option 3 - Amend landowner approvals to limit the time period of shorter or longer than nine weeks

38. Under this option election signs on parks and reserves would be limited to a time period, with the length determined by the local board. The key disadvantage of this proposal is that if different sites have different time limits, this could lead to confusion for candidates and the public and lead to inadvertent non-compliance, therefore it is not recommended

39. As with option two, local boards would need to instruct Auckland Transport to resolve to update the list sites that are suitable for the display of election signs under clause 6 of the Bylaw.

Option 4 - Revoke landowner approval for election signs on parks and reserves

40. Under this option, landowner approval for election signs on parks and reserves would be revoked. While this option would remove the impacts of election signs on parks and reserves, it would also reduce the available locations for election signs, therefore it is not recommended.

Table 1 – Pros and cons of options for election signs on parks and reserves

Pros

Cons

Option 1 – Continue without a time limit on public election signs

· Consistent administration of the Bylaw across local boards

· Opportunity to update time limits is provided when Auckland Transport undertakes a review of public election sign sites.

· Provides the opportunity for candidates to erect signs at any time, and retain them there until the day prior to the election.

· Potential to “privatise” parks and reserves where signage is located over extended periods of time.

· Potential to increase maintenance costs (e.g. mowing around signage).

· Potential to increase the compliance costs of administering signage under the Bylaw.

· Increased risk to safety due to the temporary nature of signage and decay of signs over time.

· Increased opportunity to progressively impact on amenity, where signs become scruffy from prolonged exposure to the elements.

· Increased chance of public dissatisfaction and complaints.

Option 2 - Limit time period to nine weeks on parks and reserves

· Continues the status quo (prior to the Bylaw change), and is consistent with community expectation.

· Limits the adverse impacts of signage (visual amenity, safety).

· Limits the impact on maintenance contracts (e.g. mowing around signs).

· Limits safety and amenity concerns to a nine week timeframes.

· Consistent with the nine week Electoral Act timeframe.

· Small loss of amenity and use of parks and reserves due to election signage over a short period of time.

· Needs Auckland Transport to also impose a nine week time limit on road reserve to ensure consistency.

Option 3 - Amend landowner approvals to limit the time period of shorter or longer than nine weeks

· Limits the adverse impacts of signage (visual amenity, safety).

· Limits the impact on maintenance contracts (e.g. mowing around signs).

· Limits safety and amenity concerns to a short timeframe.

· Inconsistent timeframe across local board areas would be confusing for candidates, the public and council staff.

· If the timeframes are shortened significantly, there may be freedom of expression implications under the BoRA.

Option 4 - Revoke landowner approval for election signs on parks and reserves

· Removes any effects caused by election signs on parks and reserves.

· The number of public places for election signs is decreased across the Auckland region.

· If there are very limited election sign locations, there may be freedom of expression implications under the BoRA.

41. Option 2 is the preferred option because it continues to provide for election signs on parks and reserves and is consistent with what local boards have previously agreed when making previous decisions on placement of election signs.

42. The inclusion of a nine week time limit provides some consistency with the Electoral Act. During the nine weeks before polling day the display of election advertisements are not subject to prohibitions imposed in other enactments or in bylaws imposed by local authorities.

43. Staff also consider that a consistent approach to time limits across all local board areas is important. This is because it will provide consistent rules and messaging across the region for candidates, the public and council staff.

Consideration

Local board views and implications

44. This report seeks direction from the local board on whether or not to impose a timeframe on election signs in parks and reserves under the Auckland Transport Election Signs Bylaw 2013. All local boards are considering the report to ensure there is a consistent set of rules for election signs across Auckland.

Māori impact statement

45. The impacts associated with election signs are considered to have a similar impact on Māori compared to the general population. There has been no specific engagement with iwi or mana whenua as part of this report.

Implementation

46. Information provided to candidates for the upcoming February 2018 by-elections will include the location of public election sign sites and time restrictions agreed by local boards and Auckland Transport.

47. These changes would apply to the upcoming by-elections in February 2018 and any future elections, unless the decision is revisited.

Attachments

There are no attachments for this report.

Signatories

Authors

Carol Stewart - Senior Policy Advisor, Local Board Services

Authorisers

Anna Bray – Policy & Planning Manager, Local Board Services

Carol McKenzie-Rex – Acting Manager Local Boad Services

Neil Taylor – Acting Relationship Manager

Māngere-Ōtāhuhu Local Board

15 November 2017

Date	Topic	Governance Role	Purpose	Meeting
15/11/2017	Mangere Citizens Advice Bureau agency services in Toia	Keeping informed	Receive update on progress	Report requested/pending
15/11/2017	Waste Management and Minimisation Plan report	Oversight and Monitoring	Define board position and feedback	Business Meeting
TBA	18 Moyle Park, 48 Bader Drive – New licence for telecommunications Lines (request a report on the distribution of revenue from licence agreements of this kind, including distribution to the local board).	Oversight and Monitoring	Receive update	Report requested/pending
TBA	Accessibility Report Options	Oversight and Monitoring	Provide direction on preferred approach	Business Meeting
TBA	Application from D65Fitness - FITLIFE Dome Project	Keeping informed	Receive update on progress	Report requested/pending
TBA	Area Plan Progress Report	Oversight and Monitoring	Receive update on progress	Report requested/pending
TBA	Auckland Transport – Bader Drive (request a report on the Bader Drive road resurfacing concerns)	Oversight and Monitoring	Receive update on progress	Report requested/pending
TBA	Auckland Transport - update on public transport on Westney Rd, Timberley Rd, and Verisimmo Drive south	Oversight and Monitoring	Information dissemination	Business Meeting
TBA	Boarding Houses - Report on options to manage proliferation and density issues	Oversight and Monitoring	Define board position and feedback	Report requested/pending
TBA	Deputation - Mangere East HUB Development Project	Local initiatives / Specific decisions	Define opportunities/potential approach	Report requested/pending
TBA	Financial Planning for Extreme Weather Events	Oversight and Monitoring	Information dissemination	Report requested/pending
TBA	Mangere Mountain Education Trust Statement of Intent	Setting direction / priorities / budget	Formal approval	Business Meeting
TBA	Mangere Town Centre Canopy Project	Local initiatives / Specific decisions	Check in on performance/ inform future direction	Report requested/pending
TBA	Mangere-Otahuhu Local Board Area Plan Monitoring report - Place-based spatial planning programme	Input to regional decision making	Receive update on progress	Business Meeting
TBA	Ōtāhuhu arts and culture report - community needs assessment and options analysis	Local initiatives / Specific decisions	Receive update on progress	Report requested/pending
TBA	Public Forum - Mangere Domain Change Room Facilities	Oversight and Monitoring	Receive update on progress	Report requested/pending
TBA	Shopping Trolleys in Mangere	Oversight and Monitoring	Receive update on progress	Report requested/pending

Māngere-Ōtāhuhu Local Board

15 November 2017

Workshop record of the Māngere-Ōtāhuhu Local Board held in the Mangere-Otahuhu Local Board Office, Wednesday 11 October 2017, commencing at 1.00pm

PRESENT

Chairperson: Lemauga Lydia Sosene

Deputy Chairperson: Walter Togiamua

Members: Carrol Elliott

Tafafuna’i Tasi Lauese

Christine O’Brien

Also present: Neil Taylor, Rina Tagore, Daniel Poe, Janette McKain

Apologies: Nick Bakulich and Makalita Kolo for absence

Member Togiamua opened the meeting in prayer.

Topic		Presenter		Governance Role		Purpose
	Community Facilities - Food Truck		Nikki Clendinning – Land Use Advisor, Joanne Chilvers - Senior Solicitor		Keeping Informed		The board discussed the food truck application before a report comes to a business meeting.
	Parks, Sports & Recreation - MMET		Debra Langton, Steve Owens		Setting direction and priorities		The board discussed the KPIs for MMET’s 2017/18 Funding Agreement. Officers to update the Mana Whenua trustee details.
	Standing Orders		Janette McKain		Setting direction		The board had a powerpoint presentation on the proposed changes to local board Standing Orders. A report will be on the November business meeting.
	Economic Development (ATEED) and BIDs		Paul Robinson, Luo Lei		Keeping Informed		The board were updated on work programme items and gave feedback: 1. 24 hr south campaign. 2. Collective Business Improvement District project- three markets promotion.
	Arts, Community & Events (ACE) - CEU Work Programmes 631 Social Enterprise and 632 Mara Kai -Social Enterprise Collective Funding Report		Shirley Samuels, Natia Tucker, Ayr Jones		Direction Setting/ Feedback/Keeping Informed		The board discussed CEU Work Programmes 631 Social Enterprise and 632 Mara Kai) prior to a report in October/November and the Social Enterprise collective Funding Report prior to the report on the 18 October 2017 business meeting.
	Relationship Manager Update		Neil Taylor		Keeping Informed		The board discussed the Remuneration Authority Consultation Local Board Feedback.

Workshop record of the Māngere-Ōtāhuhu Local Board held in the Mangere-Otahuhu Local Board Office, Wednesday 25 October 2017, commencing at 1.00pm

PRESENT

Acting Chairperson: Walter Togiamua

Members: Carrol Elliott

Tafafuna’i Tasi Lauese (from 1.22pm)

Christine O’Brien (from 2.42pm)

Also present: Daniel Poe (until 2.30pm then from 5.00pm), Janette McKain

Apologies: Tafafuna’i Tasi Lauese and Christine O’Brien for lateness and Lemauga Lydia Sosene, Nick Bakulich, Makalita Kolo and Neil Taylor for absence

Member Togiamua opened the meeting in prayer.

Timeslot		Topic	Presenter	Governance Role	Purpose
	1.00 - 1.30pm	Maori & Pasifika Trades Training - In-Work Support Post-MPTT	Dale Williams	Keeping Informed	The board discussed an overview about the in-work post placement support that is making a difference for trainee graduates post completion of MPTT.
	1.30 - 2.00pm	Community Facilities - Operational management and maintenance	Jessica Morris, Richard Radonich	Keeping Informed	The board discussed the September Snapshot and the P17 dashboard. Norana Park softball fences are to be taken down and not replaced.
	2.00 - 2.30pm	Parks, Sport & Recreation (Community Services) - Future Outdoor Sporting Facilities	Debra Langton,	Keep Informed/Feedback	The board were updated on the strategic regional projects. The main programmes are: • Outcome of the 2017 Winter Supply and Needs Analysis for Outdoor Sports Facilities. (includes winter Sports Fields) • Progress on the 2017 Summer Supply and Needs Analysis for Outdoor Sports Facilities. (includes summer Sports Fields) • Outcome of the Winter Optimisation and Allocation study of Outdoor Sporting Facilities • Progress on the Summer Optimisation and Allocation study of Outdoor Sporting Facilities Action: Officers will report back in a December workshop with more details on the clubs in the MOLB area.
	2.30 – 2.40pm	Toia Incident	Darryl Hamilton	Keeping Informed	The board were briefed on the incident of a 3 year old girl at Toia.
	2.40 - 3.30pm	Health & Safety	Sophie Carruthers, Richard Lamb	Keeping Informed	The board had a powerpoint on the understanding of an elected member’s duties and obligations under the Health and Safety at Work Act 2015 and gave feedback.
	3.30 - 4.15pm	Community Empowerment Unit - Review of Citizens Advice Bureaux Services - future options.	Carole Blacklock, Richard Butler		The board had a powerpoint on the input from local boards to the Review of CAB Services in July and August 2017. Options are currently being developed to address the issues and opportunities raised during the review. Option 1: Enhanced Status Quo Option 2: Locally Driven Option 3: Regional Service Provision Action: Feedback to Carole Blacklock by early November. Report will be on the November Agenda.
	4.15	Break
	4.30 - 4.45pm	MO Arts Jam	Sarah Edwards	Keeping Informed	The board discussed the final oversite of the MO Arts Jam. Action: The run sheet will be distributed on Friday 27 October to Board Members.
	4.45 - 5.00pm	Local Board Plan	Lisah Henry	Feedback	The board discussed the final design of the Local Board Plan and gave feedback. Action: To check on the population figures and review some of the photos.
	5.00 - 5.15pm	Better Engagement with Maori	Antoine Xulue, Caitlin Borgfeldt, Shelvin Munif-Imo	Keeping Informed	The board discussed the process of the partnership with Te Ora o Manukau. Action: 8 November invitation from Te Ora o Manukau - please send the invite to Lana Roberts to put in the Local Board diaries.
	5.15 – 5.30pm	Relationship Manager Update Summary of information memos: Health, Safety & Wellbeing Update Resubmission of Amended Provisional Local Alcohol Policy Community Centres & Venues Alcohol Harm Reduction New Regional Sport and Recreation Grants Programme opening date Review on the effectiveness of the Dog Management Bylaw 2012 and Auckland Council Policy on Dogs 2012	Janette McKain	Keeping Informed	Summary of information memos that have been sent to the board members. Action: The board requested that site visits, and one off meetings will be scheduled for Thursday afternoons.

Member Lauese closed the meeting in prayer.

Chairperson	Lemauga Lydia Sosene
Deputy Chairperson	Togiatolu Walter Togiamua
Members	Tauanu’u Nick Bakulich
	Carrol Elliott, JP
	Makalita Kolo
	Tafafuna’i Tasi Lauese, JP
	Christine O'Brien

Topic		Presenter	Governance Role	Purpose
	Community Access Scheme Projects funded through Legacy Central Hillary Commission Funding	Rose Ward	Setting direction	The board discussed the proposed and potential projects aligned to the Community Access Scheme and funded through Legacy Hillary Commission Funding within the legacy Auckland City Council Boundary. Action: Officers to investigate 7 options and come back to the board.
	Parks, Sport & Recreation (Community Services) - Community Parks and Places	Debra Langton, Rose Ward	Setting direction/priorities	The board were update on work programme 2017/18: • Facility Partnership Fund. Purpose – direction on criteria and process for grants (work programme #1561) – Rose • Planning for parks service provision. Purpose – direction on scope and level of service (work programme #951) - Steve
	Local Board Agreement Planning Process Workshop 1	Neil Taylor, Rina Tagore, Daniel Poe, Audrey Gan	Setting Direction	The board discussed the direction of the local board's plan. Departments have received the draft local board plans and discussed potential responses to the local board plan outcomes and objectives.

Topic		Presenter		Governance Role		Purpose
	Auckland Transport Update - Improvements at Otahuhu Rail Station		Ben Stallworthy, Carol Greensmith City Rail Link		Keeping Informed		The board were updated on the Otahuhu Train Station to support the City Rail Link.
	Arts, Community & Events (ACE) (Community Services)		Sarah Edwards		Keeping Informed		The board had a power point presentation on the upcoming MO Arts Jam. Action: A meeting to be set up with officer and board to discuss the event’s details i.e. parking management and the floor plan at the art centre.
	Community Facilities - Vacancy at ex Fesoasoani Trust building – Item 1672 on CF Community Leases Sharepoint Work Programme Vacancy at Ōtāhuhu Library building (First Floor – vacated by ex Whare Mauri Ora) – Item 1673 on CF Community Leases Sharepoint Work Programme		Tai Stirling		Setting direction		The board discussed and gave feedback on the Fesoasoami Trust facility. Action: Officer to get possible providers from the board by the end of this week.
	Portage Route		Phillip Wihongi		Keeping Informed/Feedback		The board were updated on the mana whenua engagement for setting up Project Steering Group and confirm Terms of Reference. Name of project is Totaia.
	Local Grant Funding Round		Catherine Bolinga		Local initiatives and specific decisions		The board discussed the Local Grant Funding Round and the report will be on 18 October Agenda.
	Relationship Manager Update Summary of information memos: Marae Grant 161 Robertson Road Gambling Venues Policy		Neil Taylor		Keeping Informed		The board discussed upcoming issues and information memos that had been sent to the board members.