Agenda of Māngere-ŌtāhuhuLocal Board

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

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, 13 December 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 - SOUL

Te take mō te pūrongo / Purpose of the report

1. Brendan Corbett and Delwyne Roberts from SOUL (Save Our Unique Landscape) would like to discuss with the local board the following:

· Campaign strategy – SOUL will provide a brief update on current political and legal engagement.

· Funding issues – Seeking the local board’s advice on the status of SOUL’s proposal regarding the purchase of SHA62 as part of LTP process. SOUL also wants to raise a query related to airport shares.

· Visitor engagement – SOUL will provide a brief update on visitor engagement at Otuataua Historic Stonefields Reserve/Kaitiaki Village, and seek assistance for immediate needs.

· Related matters: SOUL will raise queries regarding a structure plan for the Ihumātao area, council intentions for Rennie Block, and Oruarangi river bed ownership and management plan.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) thanks Brendan Corbett and Delwyne Roberts from SOUL for their attendance and update.

9 Public Forum

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

9.1 Public Forum - Mangere Bridge/Coronation Road Issues

Te take mō te pūrongo / Purpose of the report

1. Tim Corbett and Sharryn Park wish to speak to the local board about ongoing issues at Māngere Bridge/Coronation Road.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Thanks Tim Corbett and Sharryn Park for their attendance.

9.2 Public Forum - South Auckland Traditional Country & Western Club

Te take mō te pūrongo / Purpose of the report

1. Dave Carson, Kevin Kahi and members from the South Auckland Traditional Country & Western Club would like to introduce themselves to the local board and thank them for their funding grant.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Thanks Dave Carson, Kevin Kahi and members for their attendance.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

There were no notices of motion.

Māngere-Ōtāhuhu Local Board

21 February 2018

Local Board Leads and Appointments Report

File No.: CP2018/00666

Te take mō te pūrongo / Purpose of the report

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

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 2017)
Liquor Licence Hearings – Delegation to represent	Tauanu’u Nick Bakulich (appointed 17 May 2017)	Togiatolu Walter Togiamua (appointed 17 May 2017)
Manukau Harbour Forum	Carrol Elliott (appointed 19 April 2017)	Togiatolu Water Togiamua (appointed 19 April 2017)

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the verbal and written updates from the local board members.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors	Janette McKain - Local Board Democracy Advisor
Authorisers

Māngere-Ōtāhuhu Local Board

21 February 2018

Auckland Transport Update - February 2018

File No.: CP2018/00641

Te take mō te pūrongo / Purpose of the report

1. The purpose of this report is to respond to requests on transport-related matters, provide an update on the current status of Local Board Transport Capital Fund (LBTCF), request approval for new LBTCF projects, provide a summary of consultation material sent to the local board and provide transport related information on matters of specific application and interest to the Mangere-Otahuhu Local Board (MOLB) and its community.

Whakarāpopototanga matua / Executive summary

2. A decision is not required this month but the report contains information about the following matters:

· The wider ‘context’ or a summary of strategic projects or issues impacting the MOLB’s area.

· An update on Auckland Transport projects that are being delivered in the MOLB area including a Local Board Transport Capital Fund update.

· A summary of consultation for future Auckland Transport activities.

· Discussion of associated risks and engagement issues.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) note the Auckland Transport’s February 2017 update report.

b) request Auckland Transport investigate the establishment of late night and early morning ‘No Parking’ restrictions on Old Mangere Bridge between the carpark and the boat ramp in order to stop people parking cars, drinking and acting anti-socially in this area.

Horopaki / Context

3. The key strategic transport issue currently for the MOLB is the development of the Regional Land Transport Programme (RLTP).

4. The RLTP is Auckland Transport’s budget. It is set by Auckland Council in discussion with the New Zealand Transport Agency. Two drafts of the list of projects in the RLTP have been circulated to local board members and councillors. In the next couple of months, the MOLB will have the opportunity to review the priority list and to advocate for projects to be re-prioritised.

5. Auckland Transport strongly advises all local boards to engage with the RLTP process. This is an opportunity for the MOLB to advocate for transport projects that they have identified in the Local Board Plan process. The RLTP is discussed at the same time as council’s 10 year budget – the Long Term Plan. This is because the amount of funding council gives to Auckland Transport is a key factor in the amount of transport related work than can be delivered.

AT’s actions against advocacy plans

6. This section provides a regular report about how Auckland Transport is supporting the MOLB advocacy initiatives. The local 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 electoral term have been recorded in the table below.

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: · Continuing to deliver Auckland Council’s Otahuhu Streetscape work. · Working with the MOLB and council to develop a plan for upgrading the Mangere-East Town Centre · Auckland Transport 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	Auckland Transport is delivering a large programme of activities designed to encourage more use of Future Streets. Attachment C provides details.
	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.	Auckland Transport is currently supporting the MOLB to deliver two LBTCF projects on Bader Drive. Both projects are progressing well.

Auckland Transport Quarterly Reporting

7. 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.

Tātaritanga me ngā tohutohu / Analysis and advice

8. A number of transport related issues are discussed in this part of the report. Analysis and advice about Local Board Transport Capital Fund Projects is followed by discussion of the other local Auckland Transport projects.

Local Board Transport Capital Fund

9. The Local Board Transport Capital Fund 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 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

10. The MOLB’s funding in this term is approximately $ 2.9 million.

11. Early in this electoral term the MOLB started identifying possible projects and planning workshops have been held and reported on previously. The current progress of all projects is summarised in the table below:

Table 1: Local Board Transport Capital Fund Projects

General Overview
Projects	Current Status	Problem or Opportunity Being Addressed
Upgrading the footpaths in and around the Mangere East Town Centre.		Currently ‘on hold’ pending Auckland Council decision. ‘Rough Order of Cost’ approx. $700,000 - $1,000,000.
Building a two lane roundabout at the intersection of Bader Drive and Idlewild Road		Project in design. Rough Order of Costs: (21 June 2017) $700,000 - $1 million.
Widening Bader Drive in front of the Cosmopolitan Club		Project in design. Rough Order of Costs: (21 June 2017) $200,000
Ashgrove Reserve Cycle Route		Project ‘on hold’ for MOLB to re-assess priorities. Rough Order of Costs: (16 August 2017) $400,000
Vine Street Shop road upgrade		Project to be workshopped with MOLB.
Detailed Project Progress Report
Upgrading the footpaths in and around the Mangere East Town Centre This project is currently ‘on hold’ while the LTP discussion takes place. When council’s position regarding the re-development is ratified we can discuss the next step.
Building a two lane roundabout at the intersection of Bader Drive and Idlewild Road Preliminary design is completed and shown to MOLB. Formal consultation with teams in Auckland Transport (i.e. Road Safety, Traffic Operations, Public Transport) is starting and should be completed in the next six weeks. ROC has been reviewed by the design contractor. Indications are that project is within the current approved budget. After internal review is finished in about six weeks the design will be reviewed, modified where required, and finalised. When that is finished we will finalise the cost. It is expected work will start in the 2018/19 year.
Widening Bader Drive in front of the Cosmopolitan Club Formal consultation with teams in Auckland Transport (i.e. Road Safety, Traffic Operations, Public Transport) was done in December 2017. The comments received are being worked through and incorporated into the final design by the contractor. The final design and ‘Firm Cost Estimate’ are expected in a couple of weeks. A traffic control resolution is required and is being prepared as part of the detail design. A safety audit is required and this needs to be undertaken by another supplier. We believe that we are on track to deliver the project by July 2018.
Ashgrove Reserve Cycle Route At the time this report was written this project was ‘on hold’ awaiting an MOLB workshop to check progress and confirm priorities.
Vine Street Shop road upgrade Project reported but still to be workshopped with the MOLB before a decision is made.

Mangere Bridge ‘Safer Community’

12. It has been reported that Auckland Transport is delivering a new road safety initiative by concentrating road safety funding in certain areas. This programme is called ‘Safer Communities’. It 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.

13. Mangere-Bridge has been prioritised for this initiative. Details of the proposed engineering relating to this project are not available yet because they have not been developed, but in late 2017 the MOLB was briefed by the team. The briefing was specifically about the information gathered during consultation with local stakeholders and the technical research that had been done.

14. Early this year the project team worked through the data and started to plan the design programme. Currently outline concepts are being developed ready for a design workshop. The project team has requested that the MOLB is involved in the design process.

Mangere Bridge Community Safety Concerns

15. Late last year concerns were raised by the Police and local community about late night drinking and anti-social behaviour at the old Mangere Bridge, particularly near the boat ramp. Auckland Transport and Auckland Council staff have met with Police on three separate occasions. Working together these agencies have developed a plan to respond to this issue. The key points of the plan are listed below

· Immediate actions:

o Improve lighting in the area – Auckland Transport has been onsite with the Police and discussed the issues. At night the area is dark enough to attract anti-social behaviour. Auckland Transport will increase the wattage of the bulbs, change the times that they dim and may add some extra lights if required. Contractors have already been tasked to make these changes.

o Liquor Ban Signage on poles –Police requested better signage to allow for enforcement of the existing liquor ban. Auckland Transport Street Lighting (who own the poles) have authorised the use of the poles and Auckland Council’s Community Facilities Team have installed signs.

· Actions that will require further work:

o ‘Liquor ban’ signs on the road and footpath - Police have also asked for markings on the road and/or footpath so that it is absolutely clear that the area is liquor free. Auckland Transport Maintenance Team has tentatively approved painting markings and has offered to organise delivery but the work cannot be funded from a transport budget. Currently Auckland Transport is developing a quote for the work and if the MOLB can fund the work, AT will organise delivery. At the time this report was written the quote was not available.

o ‘No Parking’ restriction – After liaison between the Police and Auckland Transport’s Parking and Enforcement Team it was suggested that a blanket ban on parking between high risk hours be implemented from the carpark to the boat ramp. The initial suggestion for time is between 10pm and 5am but all the details will be confirmed through a thorough investigation of the area and issues. Then a recommendation developed. The first step though is a resolution from the MOLB requesting it. This demonstrates to the Traffic Control Committee (who will authorise the decision) that there is community support for the proposal. A draft recommendation is included above.

16. In summary there has been a coordinated response to this issue. Both Auckland Council and Auckland Transport have moved quickly to support the Police response. Better lighting and signs are the first step, but over time markings and possible parking restrictions will further support the Police.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /

Local impacts and local board views

17. Local impacts and local board views have been included in ‘Tātaritanga me ngā tohutohu / Analysis and advice’.

Traffic Control Commitee

18. Traffic Control Committee (TCC) decisions from December and January are included in the table below.

Table 2: Traffic Control Committee Decisions December 2017 and Januray 2018

Buckland Road, Ben Lora Place

Mangere East

No Stopping At All Times, Footpath, Traffic Island, Give-Way

Carried

Hall Avenue, Awhina Street, Curlew Place

Otahuhu

No Stopping At All Times, Road Hump, Give-Way Control

Carried

Tauākī whakaaweawe Māori / Māori impact statement

19. In this reporting period one project has required iwi liaison. The Mangere Bridge Safer Community.

20. Auckland Transport has identified and contacted relevant iwi and will involve iwi in the design process.

Ngā ritenga ā-pūtea / Financial implications

21. With regards to transport, the MOLB’s only budget implications are related to the Local Board Transport Capital Fund. The current financial status of the MOLB’s Local Transport Capital Fund is recorded below.

Mangere-Otahuhu Local Board Transport Capital Fund financial summary
Total funds available in current political term	$1,822,303
Committed to design or construction in this term	$ 1,200,000
Amount available	$ 622,303

Ngā raru tūpono / Risks

22. No significant risks have been identified.

Ngā koringa ā-muri / Next steps

Consultations

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

24. In this reporting period, no project was put forward for comment by the MOLB.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Auckland Transport's Regional and Local Activities	21
b ⇩	Auckland Transport's Work with Local Schools	33

Ngā kaihaina / Signatories

Authors

Ben Stallworthy - Elected Member Relationship Manager

Authorisers

Jonathan Anyon – Elected Member Relationship Team Manager

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

21 February 2018

LDI Funding Reallocation Report - Old School Reserve Concept Plan & Play Network Analysis

File No.: CP2018/00420

Te take mō te pūrongo / Purpose of the report

1. To seek the board’s approval to reallocate Local Development Initiative funding from Teaching Gardens Ōtāhuhu (MO/2016/83) to the development of an activation and concept plan for Old School Reserve (work programme 961).

2. To seek the board’s approval to reallocate Local Development Initiative from Planning for Parks Service Provision (MO/2017/114) to the development of a Play Network Analysis (work programme 951).

Whakarāpopototanga matua / Executive summary

3. The board approved $12,000 LDI Opex as part of the Parks Sport and Recreation (PSR) Annual Work Programme in financial year 2016/17 (FY17) to support the establishment of a new teaching garden in the Ōtāhuhu area.

4. Due to complexities regarding the establishment of teaching gardens the project budget was deferred until FY18, but the project has not progressed. The budget cannot be deferred again, and it is recommended that it is reallocated to produce a concept and activation plan for Old School Reserve to steer future development of the park.

5. $20,000 LDI Opex for Planning Parks Service Provision in the FY18 PSR Annual Work Programme was provisionally allocated to identify service level gaps in recreational provision in the board area. However, the board did not support the progression of this project and parks services staff recommend that the fund is reallocated to produce a Play Network Analysis.

6. The board has received many complaints from the local community concerning a lack of diversity in the local boards play network. Production of a Play Network Analysis will identify geographical network gaps and help inform decisions made on future playground renewals and upgrades. Investment in this project is therefore recommended on the basis that it will allow the Māngere-Ōtāhuhu Local Board and staff to better understand service level improvements that could be made to most effectively raise the quality of play provision in the board area.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) approves reallocation of $12,000 LDI Opex from Teaching Gardens Ōtāhuhu (MO/2016/83) to develop an activation and concept plan for Old School Reserve.

b) approves reallocation of $20,000 LDI Opex from Planning for Parks Service Provision (MO/2017/114) to the production of a Play Network Analysis.

Horopaki / Context

7. The local board allocated $12,000 LDI Opex to Teaching Gardens Ōtāhuhu as part of the Parks Sports and Recreation (PSR) Annual Work Programme in financial year 2016/17 (FY17). This budget was specifically intended to assist with the establishment of additional teaching gardens. However no new suitable sites have been identified to date and Parks Services staff consider that the one existing teaching garden in Māngere-Ōtāhuhu (Old School Reserve) is formalised, by means of a lease, before another garden is set up.

8. The budget cannot be deferred again, and it is therefore recommended that this budget is reallocated to produce a concept plan for Old School Reserve.

9. Since the provisional allocation of $20,000 LDI Opex from Planning for Parks Service Provision (PSR Annual Work Programme - MO/2017/114) was not supported by the board, this budget is also available for reallocation. It is recommended that this budget is used to produce a Play Network Analysis for the board area.

Tātaritanga me ngā tohutohu / Analysis and advice

Old School Reserve Concept Plan Development

10. The board has received a number of enquiries from different community groups seeking to develop new community buildings at various parks in Māngere east including Old School Reserve.

11. The Māngere East Community Initiative project was established to work with the groups to identify commonalities in their proposed service provision and identify opportunities to co-locate at specific parks. The project will conclude this financial year with a report that identifies which parks will be developed to service this need.

12. It is recommended that 12,000 LDI Opex for the Teaching Garden Ōtahuhu Project is reallocated to develop an activation and concept plan for Old School Reserve. This plan will allow the board to make informed decisions on potentially accommodating new community buildings, while at the same time meeting the recreational needs of the local community.

13. In addition to the new groups seeking to occupy space at Old School Reserve, there are a number of existing groups currently domiciled at the park that are planning to increase their leased areas to provide further community services. These include:.

· Tavaesina Trust ECE (Early Childhood Centre)

· Nukutukulea Aoga Niue Trust ECE

· Auckland Teaching Gardens Trust

· Cook Island Development Agency New Zealand (CIDANZ)

· Hands of Hope – lease the Old School House.

14. Passive recreation space will be significantly reduced at the reserve should the board support any combination of development proposals.

15. Production of an activation and concept plan will be required to inform park development to ensure recreation space is retained and optimized. It will also ensure Crime Prevention Through Environmental Design (CPTED) principles are incorporated to reduce opportunities for anti-social behaviour and increase park visitor safety through building orientation, maximising sight-lines, pathway placement and signage installation.

16. The concept plan will be produced by Community Facilities following approval of the Māngere East Community Initiative report that will set direction for community building development at parks including Old School Reserve.

Play Network Analysis development

17. $20K LDI Opex was provisionally allocated to Planning for Parks Service Provision as part of the PSR FY18 Annual Work Programme. However, the project was not fully defined at the work programme adoption stage and the board chose not to support the detailed project plan. This budget is therefore available for reallocation.

18. The Māngere-Ōtāhuhu local board playground network is currently limited, in so far as it provides a similar range of play experiences targeting a similar age-group. There is a reliance on standardised off-the-shelf play equipment resulting in a lack of diversity in playground design and limited play opportunity for older children. The current network also provides limited natural or imaginative play opportunities and complementary facilities such as sheltered gathering spaces, exercise stations.

19. It is recommended that a Play Network Analysis is prepared to determine the current level of play service provision across the local board area. Findings will identify geographical network gaps and under-provision for specific age-groups. It will also identify opportunities to increase service level provision both in terms of play, exercise facilities and park activation opportunities.

20. The findings of the Play Network Analysis will enable the board to steer development of the play network by aligning the PSR Annual Work Programme to combine renewals and LDI capex funding to increase play provision in under-served areas and target under-utilised reserves with activation initiatives.

21. The Play Network Analysis findings will be workshopped with the board and the process will culminate in a report that provides a draft programme of work that could, if supported by the board, be jointly funded by renewals and LDI capex budgets.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

22. Reallocation of the budgets as described will ensure Old School Reserve is developed in a considered way to provide for a wide range of recreational and community uses.

23. The Play Network Analysis proposal will set the direction for local board play provision and park activation, ensuring areas with the most need are provided for.

24. Māngere-Ōtāhuhu Local Board recognises the importance of planning the development of Old School Reserve and acknowledges the gaps in play provision across the board area. The board requested a report to facilitate decision-making at a December 2017 workshop.

25. Budget reallocation to develop a concept plan for Old School Reserve and Play Network Analysis will be a step towards delivering on the Local Board Plan 2017 aspiration of providing facilities that meet diverse needs.

Tauākī whakaaweawe Māori / Māori impact statement

26. The proposed projects will benefit tangata whenua by ensuring the protection of taonga through appropriate development of our parks network.

27. Specifically, the projects outlined in this report will directly benefit iwi and the local community by developing attractive, safe parks that provide a wide-range of recreational opportunity including increased play and exercise facilities and increased use of under-utilised parks.

28. Iwi will be engaged through via the mana whenua hui when projects have been defined and approved by the local board.

Ngā ritenga ā-pūtea / Financial implications

29. Should the board not approve reallocation of the budgets there is a risk that the funds will not be spent this financial year because of approval and project delivery time-lines. If the budgets remain unallocated the $20,000 LDI Opex (Planning for Parks Service Provision) could be carried over to the FY19. However, the $12,000 LDI Opex (Teaching Garden Ōtāhuhu) budget has already been carried over from FY17 and cannot be carried over again.

30. Funding for capital development to develop assets prposed in the completed concept plan will be dependent on the Long Term Plan.

Ngā raru tūpono / Risks

31. The time lines are becoming tight but delivering the proposed projects by June 2018 should be achievable.

Ngā koringa ā-muri / Next steps

32. The Old School Reserve concept plan will be produced by Community Facilities following approval of the Māngere East Community Initiatives report that will set direction for park development including Old School Reserve. Parks Sport and Recreation will provide input to the plan in terms of parks activation.

33. A draft version of the concept plan will be produced for Old School Reserve in the current financial year to capture park development aspirations. The draft concept will be workshopped with the board prior to community consultation in FY19. The process will conclude with a report seeking adoption of the final concept plan that reflects community and local board aspirations.

34. The Play Network Analysis will be led by Parks Sport and Recreation and the findings workshopped with the board later this financial year in order to identify priorities and agree next steps. A report will be produced approving the next steps which will steer play work programming for FY19 and beyond.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors

Steve Owens - Parks and Places Specialist

David Barker - Parks & Places Team Leader

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

21 February 2018

Māngere Mountain Education Trust Request for LDI Funding

File No.: CP2017/23499

Purpose

1. To consider a request from the Māngere Mountain Education Trust (the Trust) for $20,000 Locally Driven Initiative (LDI) Opex funding for the Mara Kai outreach programme, and $30,000 LDI Capex for the development of a four-cubicle toilet block at Māngere Mountain Education Centre (MMEC).

Executive summary

2. The Trust is undergoing a period of growth and has requested additional funding to undertake the Mara Kai community outreach programme and to install a four-cubicle toilet block at MMEC.

3. The Trust is a Council-Controlled Organisation (CCO) that receives $94,000 Asset Based Services (ABS) funding annually.

4. The objectives of the Trust are to facilitate the study of Māngere Mountain including its natural, historic and cultural values and spiritual significance to the Tangata Whenua; and manage and promote the Education Centre to provide local schools and groups with education programmes on Māngere Mountain and its environs.

5. The Trust has requested additional funding from the board to develop a four-cubicle toilet block at MMEC to provide for larger groups and to fund delivery of an off-site education programme targeting local schools.

6. Specifically, the Trust seek $20,000 LDI Opex funding to implement a Mara Kai Community Outreach programme that will provide off-site education to local schools and groups on sustainable food production practices used by early Pacific and Maori.

7. It is recommended that the board supports the request for $20,000 LDI Opex funding for the Mara Kai Community Outreach Programme on a trial basis commencing FY19. The success of the project can be measured against the KPI’s outlined in the Funding Agreement which is aligned to MMET’s Statement of Intent (SOI) and meet the board aspirations of providing measurable benefits to the Māngere-Ōtāhuhu community.

8. A further $30,000 LDI Capex funding is sought to develop a four cubicle toilet block at the MMEC to meet health and safety requirements to facilitate visitation from large groups of school children.

9. It is recommended that the funding request for the four-cubicle toilet is declined pending further investigations that include; Tūpuna Maunga o Tāmaki Makaurau Authority views of toilet development, accurate toilet development costs, maintenance costs and all development implications.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Approve $20,000 Locally Driven Initiative Opex funding for Māngere Mountain Education Trust’s Mara Kai Outreach Programme on a one year trial commencing Financial Year 2019.

b) Declines the request for $30,000 Locally Drive Initiative Capex funding to develop a four cubicle toilet block until further information regarding views of the Maunga Authority, accurate build costs, consequential opex costs and development implications is provided by the Māngere Mountain Education Trust.

Comments

Context

10. The Trust is a CCO under section 6 of the Local Government Act 2002. The Trust is

subject to LGA 2002 accountability requirements.

11. The objectives of the Trust include to:

undertake and facilitate the study of Māngere Mountain and its related environs including, without limitation, its natural, historic and cultural values (both before and after European settlement) and spiritual significance to the Tangata Whenua; and

manage, promote and maintain the Education Centre for the purpose of:

(i) providing environmental and bicultural education programmes for young people and the wider community about the natural, historic and cultural values of Māngere Mountain and its related environs

(ii) making resources relating to Māngere Mountain, and its related environs that have natural, historical, cultural and spiritual associations with Māngere Mountain, available to teachers, students and other interested members of the public.

12. The Trust receives $94,000 per annum from the local board’s Asset Based Services budget. This funding is administered by the Parks, Sports and Recreation department through an annual funding agreement that includes key performance indicators (KPIs). A full analysis of the Trust’s performance against its KPIs is appended at Attachment A.

13. The Trust seeks additional funding from the local board’s LDI Opex and Capex budget to broaden the reach of the Trust’s work, and to increase the capacity of the MMEC. This will also enhance the potential for the Trust to generate revenue.

14. Funding is sought for the following initiatives with further detail provided at Attachment B:

· $20,000 LDI Opex for the Mara Kai Community Garden Outreach

· $30,000 LDI Capex to develop a new four cubicle toilet block.

Mara Kai Community Garden Outreach

15. The Mara Kai Community Outreach will provide off-site education to local schools and groups on sustainable food production practices used by early Pacific and Maori.

16. The Mara Kai programme will target schools in the local catchment that do not have the ability to visit MMEC and benefit from expertise held by the centre.

17. The programme will deliver a network of community gardens delivering sustainable food production at schools across Māngere-Ōtāhuhu local board (MOLB) area. It will also raise the profile of MMEC and potentially increase visitation to the centre which will contribute to a better understanding of the cultural and sacred importance of Te Pane o Mataoho to mana whenua.

18. The Trust is seeking $20,000 LDI Opex funding to facilitate the Mara Kai Community Outreach programme.

Develop a new four cubicle toilet block

19. At present, the Trust is unable to cater for large groups of visitors as the current toilet provision fails to meet health and safety requirements.

20. The development of a four cubicle toilet block will enable the Trust to deliver on their aspiration of providing on-site education to large groups of school students in the Māngere-Ōtāhuhu area. The trust is currently unable to accept bookings from large groups due to health and safety requirements and schools are unable to break their visits into smaller compliant groups resulting in a loss of business.

21. Increased toilet provision will not only facilitate visitation from large groups, but will also enable the Trust to extend its community hire facility catering for larger events. This will provide additional revenue streams and contribute to the sustainability of the Trust.

22. The Trust is seeking $30,000 LDI capex funding to develop a four cubicle toilet block to increase visitation capacity at MMEC.

Māngere-Ōtāhuhu Local Board Plan Outcomes Alignment

23. The proposed initiatives will enable strengthened delivery of the following MOLB Plan outcomes:

Outcome One: A strong local economy

24. This outcome makes specific reference to Māngere Mountain in terms of tourism and employment opportunities. The proposed initiatives will strengthen the Trust’s ability to provide tourism and employment opportunities in the Māngere-Otahuhu area.

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

25. This outcome is based on pride in the strong Māori and Pasifika cultural identities of the Māngere-Ōtāhuhu area. Specific reference is made to the opportunity to partner with mana whenua to showcase Māori culture. The proposed initiatives will enable the Trust to improve understanding of the area’s heritage through teaching early pacific and Māori based horticultural practices, as well as strengthen MMEC’s ability to accommodate diverse community groups.

Outcome Three: Protecting our natural environment and heritage

26. This outcome directly states the board’s shared interests with the Trust in the delivery of education programmes about the maunga and its surrounds. This outcome also mentions the value placed on historical heritage and wāhi tupuna and wāhi tapu, as well as supporting programmes that include Māori participation. The proposed initiatives will most significantly enhance the Trust’s ability to deliver education programmes centred on the maunga’s historical heritage told by mana whenua.

Outcome Five: Facilities to meet diverse needs

27. This outcome states the need to have more relevant and accessible community spaces and to ensure that existing facilities are high quality, well maintained and accessible. The initiative to install a four cubicle toilet block will enable the Trust to provide a facility that is in line with this objective. The Trust is already known and accessible to the community so its function as a venue will be strengthened through this initiative.

Outcome Six: A place where everyone thrives and belongs

28. This outcome refers to supporting activities that encourage participation, healthy lifestyles and active living in communities that have a strong cultural and family orientation. A specific mention of child-friendly focus in programmes is made. The proposed initiatives will enable the Trust to facilitate this outcome both through undertaking the Mara Kai outreach programme and further strengthening the MMEC facility which already has a strong connection as a place for children, learning and community groups.

Options Analysis

Options

Local Board Plan Outcome Delivery

The Trust’s KPI Delivery

Other Implications

Recommendations

Option One: Status Quo

MOLB Plan outcomes as detailed below will not be delivered to full extent

KPIs as detailed below will not be delivered to full extent

Mara Kai Community Outreach Programme:

· Schools in local area catchment that do not have ability to visit MMEC will not benefit from expertise held by centre

· Non delivery of the programme by MMEC will result in reduced hours for staff

· 4-Cubicle Toilet Block Development:

· MMEC will not meet Ministry of Education Health & Safety requirements and will be unable to accommodate larger school and community groups, resulting in loss of revenue and outreach

· The Trust’s ability to generate additional revenue will be limited.

There will be no additional education programmes extended to schools in the Māngere-Ōtāhuhu local board area

Option Two: Provide $20,000 LDI Opex Funding - Mara Kai Community Outreach Programme

· Protecting our natural environment and heritage

· We are the heart of Maori and Pasifika Culture

· A place where everyone thrives and belongs

· Deliverables Programme:

· Increase reach of participation of schools from within Māngere-Ōtāhuhu

· Specific Projects delivering on Maori Outcomes:

· All projects contribute to a better understanding of the cultural and sacred importance of Te Pane o Mataoho to mana whenua

Accessibility: local schools able to engage in work of MMEC

· Learning: teaching centred on unique history of Māngere-Ōtāhuhu area

· Programme Sustainability: Network of community gardens developed onsite at schools with ongoing provision of food source and learning

· Profile: Raise profile of MMEC

· Revenue: The Trust forecasts revenue gain of $27,000 per annum

It is recommended that the board provide the Trust with $20,000 LDI Opex funding to facilitate the Mara Kai Community Outreach Programme in FY19

The success of the programme will be measured against KPI’s to enable the board to make an informed decision on future Mara Kai programme funding

Option Three: Provide $30,000 LDI Capex to develop a four-cubicle toilet block

· A strong local economy

· We are the heart of Maori and Pasifika culture

· Protecting our natural environment and heritage

· Facilities to meet diverse needs

· A place where everyone thrives and belongs

· Deliverables Programme:

· Increase programme participation beyond 5000

· Grow visitation from local ECEs

· Provide venue for church groups and other community groups

· Delivery of week-long Art at the Mountain event

· Strategic Alliances:

· Augment delivery of education programmes, drive visitation, develop new programmes and build revenue

· Capacity: Ability to accommodate larger community and school groups, resulting in increased revenue and contribution to wider local economy

· Community: Increased capacity resulting in facility that can benefit diverse needs of community

· MMEC Sustainability: Increased revenue resulting in greater scope to reinvest and facilitate growth

· Profile: Ability to deliver larger events resulting in raised profile of MMEC

· Schools revenue: The Trust forecasts revenue gain of $15,000 per annum (based on halting of cancellation attrition, which is currently caused by the inability for the MMEC to cater for large groups, and the unwillingness of large group to split into smaller groups)

· Other revenue: The Trust forecasts an increase of revenue of $10,000 through ability to book larger groups

The Trust has requested $30,000 LDI Capex to develop a four-cubicle toilet block which is insufficient funding to design and construct toilet facilities

It is unclear how the Trust plans to fund the additional design and build costs

It is recommended that further investigation is conducted to determine how the facility will be developed and managed before local board funding is provided

It is unclear whether the Tūpuna Maunga o Tāmaki Makaurau Authority has been consulted on the proposed toilet development. It is recommended that the views of the Maunga Authority are understood before commencing with toilet development plans

Option Four: Provide LDI Opex/Capex

budgets totalling $50,000 to fund both initiatives

· MOLB Plan outcomes as detailed above will be delivered

· KPIs as detailed above will be delivered to greater extent

· Implications as above

Consideration

Local board views and implications

29. It is recommended that the board support option two detailed above and approve $20,000 LDI Opex FY19 for the Mara Kai Community Outreach Programme. This will be a step towards delivering on Local Board Plan 2017 aspiration that includes; Our partnership with Te Pane o Mataoho–Māngere Mountain Education Trust will continue around shared interests in delivering education programmes about the maunga and its surrounds.

30. The board also seek inclusion of detailed KPI’s in the FY19 Funding Agreement concerning education programmes and use of King Taawhiao’s cottage in line with the Local Board Plan 2017 aspirations: We are proud of our investment in relocating King Taawhiao’s cottage, which is expected to become a focal point for future learning about Māori cultural history and heritage.

31. It is recommended that the board declines the request for $30,000 LDI capex to develop a four cubicle toilet block at the MMEC until further investigations are conducted and findings reveal; the views of Tūpuna Maunga o Tāmaki Makaurau Authority concerning toilet development at the MMEC, provision of accurate toilet development costs, maintenance costs and development implications on the reserve.

Māori impact statement

32. Te Pane o Mataoho has been occupied by Māori from their earliest arrival, and was a central feature of dense “urban” and agricultural settlement stretching to Otuataua and Matukutururu. The Trust contributes to the investigation, recording, interpretation, and dissemination of information about the culture and heritage of Māngere Mountain and its environs.

33. The proposed initiatives will strengthen the Trust’s capacity to contribute to deepened understanding and dissemination of information about the history of Māngere Mountain, which is a focal point of the area’s unique heritage and broader Māori identity.

Implementation

34. Should the board approve $20,000 LDI Opex funding for Mara Kai Community Outreach Programme in FY19, the funds will be made available to the Trust after production of a funding agreement that states KPI’s in line with the MMET’s Statement of Intent.

35. The agreement will be produced later in the current financial year so the $94,000 ABS funding and $20,000 LDI Opex funding (if approved by the board) can be transferred to the Trust at the start of FY19.

Attachments

No.	Title	Page
a ⇩	Mangere Mountain Education Trust Performance	45
b ⇩	Mangere Mountain Education Trust Submission	51

Signatories

Authors

David Barker - Parks & Places Team Leader

Steve Owens - Parks and Places Specialist

Ella Kay – Senior Advisor, CCO/External Partnerships

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

21 February 2018

Mangere Mountain Education Trust Performance October 2017

Funding Agreement Outcomes	Outcome Description	KPIs/Delivery Requirements	Status	Comments
1. Prepare a 10-year strategic plan for MMET	Approve strategic plan to underpin annual SOI, funding applications and accountabilities. Review and provide for updates.	Final version to be completed by 2018 New projects to Business Plan Review annually in time for inclusion of new directions in each SOI		· Out of scope
2. Governance Review of MMET	Review the Trust Deed to reflect changed status as a CCO, to better reflect the relationships with: · Tupuna Maunga o Tamaki Makaurau Authority · Mānagere-Ōtāhuhu Local Board · Mana Whenua	Submit to Auckland Council and Te Waiohua for approval of, and implementation of change by end of 2017		· Out of scope
2. Governance Review of MMET	Review the membership of the Trust and their mode of appointment.	Submit to Auckland Council and Te Waiohua for approval of, and implementation of change by end of 2017		· Out of scope
3. Relationship Management	Identify key institutional relationships to be managed including: · Te Waiohua and local Marae · Auckland Council Governing Body · The Māngere Ōtāhuhu Local Board · Te Tupuna Taonga Trust · Te Tupuna Maunga o Tamaki Makaurau Authority · National Agencies including DOC and MCH · Schools and other education partners · Waikato Tainui · Strategic alliances with other visitor attractions and commercial stakeholders.	· Each institution invited to contribute to strategic planning.		· Invitations to each institution
		· Regular follow-up meetings with each institution from July 2017		· Regular follow up meetings are undertaken
		· Relationships section to be included in SOI from 2017 to report on strategic alliances with key third party stakeholders		· Relationships section has been included in SOI and clearly sets out strategic alliances
		· List of key institutions to be reviewed annually		· Will be reviewed early 2018
		· Cherish and exercise through manawhenuatanga the special relationship and partnership between the board and Makaurau and Pukaki Marae		· Trustee appointed by Pukaki Marae has resigned. A new trustee will need to be appointed.
4. Deliverables programme	LOTC: Learning outside the classroom (LOTC) educational programmes on Mangere Mountain and environs covering: · History · Environment · Pre-European life · Gardening, fishing and food research and establish flax gardens · Archaeology and history- Mountain Report (20170 · King Taawhiao’s cottage · Reserve management planning · Facilitating management planning · Volunteer programmes	· Prepare a plan and performance measures for each element of the programme.		· Evaluation programme has been put in place. · Key measures include: participation numbers by number of students per school, health and safety performance using Ministry of Education framework · Qualitative evaluation forms completed by school team leaders and used to assess delivery of programmes measured against stated learning intentions and usefulness to curriculum. Reported to board of trustees monthly.
		· Extend the target audiences for elements of the 2017 education programme.		· Education audience growth 42% · Revenue growth 31% · Geographical reach 25% schools in Auckland, 36% schools in Mangere-Otahuhu area
		· Participate fully in the Reserves Act Management planning being conducted by Tupuna Maunga o Tamaki Makaura Authority with respect to Mangere Mountain Reserves.		· In liaison with, and acting on advice from TMA
		· Complete Archaeology Report December 2017 and publish report by July 2018		· First half of report is published, second half on track for publication within timeframe
		· Outline historic programme inspired by Taawhiao’s cottage and that period by April 2017 and initiate programme by 2018/19.		· Delays in CCC have impacted ability to use the cottage. This has delayed development of historic programme.
		· Investigate and if appropriate establish flax gardens 2018.		· Project has been placed on hold due to other investment priorities
	Outreach: Increase reach of participation of schools from within Māngere-Ōtāhuhu Outreach destination for Sir Keith Park School Continue to grow participation of local ECEs	· Increase programme participation from 3100 in 2014-15 to 5000 in 2017-18.		· Have already achieved 5000 in participation numbers. · Revised forecast of 8000 - 10,000 by end of financial year 2018
		· Host Sir Keith Park School three days per week		· Sir Keith Park School participates in visits to MMEC three times per week
		· Increase participation of schools within Māngere-Ōtāhuhu from 22 to 48.		· Current rate of participation from local addressable market of 60 schools is 22. · Visitation form local schools is prioritised for coming period · Roadshow to meet local staff one-on-one undertaken · Plans developed to undertake outbound education programmes to local schools (e.g. Mara Kai programme)
		· Grow visitation from local ECEs including Tadpoles ECE, Kauri ECE and White Heron ECE.		· Growth in ECE participation is healthy. Tadpoles visit weekly, Sunrise ECE have an ongoing commitment for regular full day Friday programmes
	Other Activities: Complete Participatory Science Project as part of SouthSci in association with curious minds – designed to promote science learning within South Auckland. Host PopUp South Collective activities in order to actively promote Polynesian arts and crafts within Mangere and surrounds Development of Pacific Garden in partnership with the Auckland Teaching Garden Trust Provide venue for local church groups and other community led activities such as fitness classes Work with Mangere Arts Centre to structure and implement a week long Arts at the Mountain event, facilitating participation, engagement and exhibition of local art within the local community.	· Increase participation levels of SouthSci project		· Programme is 70% delivered and on track. It has included collaboration between COMET/Curious Minds, Mangere Bridge Primary School (MBPS), with close involvement of DOC and Auckland Council Bio Security Team. · MBPS has delivered significant learning outcomes and the next stage is to present findings to COMET executive team
		· To host at least one PopUp South Collective		· MMEC is now part of the management forum for this project. We have hosted meetings at the centre, are active in its development and plan to remain a key driver for its activity
		· Complete creation of Pacific garden		· Have identified species and allocated space for project. · Awaiting the growing season to complete garden.
		· Provide venue for church groups and other community groups on weekly basis throughout year		· Close relationship with South Auckland Affinity Services – Adult Mental Health programme · Destination for Auckland teaching Gardens. · Sunday Venue for 3 separate local church groups that meet weekly · Evening venue for 3 separate fitness clubs 3 nights a week · Rolling programme for hire by the local community for events such as Tongan Parenting Group, birthday parties and other community hire
		· Deliver a week long Art at the Mountain event in 2017/2018		· This is currently in progress. First draft scope of activity has been prepared with Sally Barnett. · Completion will be contingent on budget and capacity
5. Strategic Alliances	Identify and work with strategic partners who are aligned with the spirit of the Trust, to ensure we can achieve its objectives. Nestle Foods (Ka Tuna Ka Ora programme) Stardome and Motat have been selected because they: · Enhance and amplify our brand presence · Embed MMEC as a viable visitor destination · Augment delivery of our education programmes · Drive visitation · Develop new programmes and products · Build revenue	· MOUs with key partners		· Formal agreements exist with MOTAT, Stardome, Nestle Foods, Kiwi Care, Ambury Farm Park, Cruise International, DOC
		· New programmes that we can market to the education sector · New visitor programmes		· MOTAT Force in Motion · MOTAT indigenous innovation · Stardome Land & Sky · Stardome Myths and Legends · Ambury Farm Park- Living Volcano · Nestle – Cook For Life · Walk the Present Discover The Past – international tourist programme · DOC – Conservation Days
		· Partner funded marketing · Partner funded implementation resources · Partner funded human resources		· MOTAT: funded display module container, 3D printer and resources. Channel marketing expenses · Stardome: channel marketing expenses, educator provision · Ambury Farm Park: educator provision · Nestle: equipment, training, marketing and educator provision
		· Accountable increases in participation numbers, defined as new participants that would not have otherwise participated		· Student participation increase by 42% · Recreational visitors increase from 0 to 300, forecast to increase to 1000 in 2018
		· Accountable increases in revenue – defined as new revenue streams that are incremental		· Alliance based education programmes account for around .5% of total education revenue · Visitor revenue did not exist pre 2017, forecast $15000 domestic, $10,000 international as per submitted budget
		· Increase in brand health and awareness –measured by consumer unprompted and prompted response		· CultureTrip.com listed top 10 museum in Auckland · 2017 Westpac Excellence in Marketing Award · Facebook engagement increase from 350 to 1000+, · Regular PR features in regional, national press · International coverage achieved with CNN · Google: 60% increase in searches (approx.. 36,800 searches last quarter) · Brand connected with ATEED and RFA
6. Capital programme	Taawhiao’s cottage council building project has now been completed. The building has been blessed and tapu lifted.	Use as focal point for local history and events in Mangere in nineteenth century.		· Delays in CoC have meant that cottage has been unavailable for use and that programme has not been developed

Specific projects delivering on Māori outcomes

Outcomes

Outcome Description

KPIs/Delivery Requirments

Analysis

Comments

All project / initiatives

All projects contribute to a better understanding of the cultural and sacred importance of Te Pane o Mataoho to Mana Whenua.

· Staff employed are mana whenua

· Close relationship with ATEED’s Maori Cultural team

New programmes

All programmes (Reserve Management, Taawhiao, flax, Archaeology and partnership) to be developed with hapu input and to illuminate traditional hapu perspectives.

Strengthen Te Waiohua involvement in the design and delivery of programmes relating to their rohe and history.

· Trustee appointed by Pukaki Marae has resigned. A new trustee will need to be appointed.

· Relationships with TMA have been strengthened

Māngere-Ōtāhuhu Local Board

21 February 2018

Project: Emergency Fund Application

Item: Submission to local board discretionary fund

Date last changed: 27^th October 2017

Emergency Fund Application

· The purpose of this paper is to act as an appendix to the document called Mangere Mountain Education Trust Performance October 2017 authored by Ella Kay in consultation with the board of trustees of Mangere Mountain Education Trust. It describes how would allocate any additional funds to support the Trusts aims as recorded in its Statement of Intent and how these would impact on the wider aims of the Mangere and Otahuhu Local board

· It has been documented in previous and various correspondence to the local board and the CCO Governance team that the current growth rate and successes that MMEC has achieved is not sustainable within its current level of funding. Separately the trust has applied to Auckland Council for an increase of its current $94000 per annum grant to $300,000 per annum for consideration by council as it plans its grant funding applications within the scope of the LTP. The Trust has also increased its revenues by growing its patronage and programmes through its own enterprise, it also actively seeks independent contribution through sponsorship and other grant sources which it has achieved with some limited success

· The current financial position of MMEC is a consequence of its investment in necessary resources and infrastructure to meet both its higher levels of customer demand and to sustain the quality of the delivery of its programmes and initiatives as it seeks to meet its obligations recorded in its Trust Deed and SOI

· The sustainability of the Trust and its capability to meet both the increased demand for its programmes from both the educational and visitor (community, domestic and international) markets is at critical risk. Failure to achieve an increase in base funding, and lack of interim discretionary funding will result in the Trust scaling back its operation to a level where it will be unlikely to fully meet its obligations under the Trust Deed. This will mean halting its current growth, a reduction in its capability to meet the growing demand from the school’s market, cessation of its visitor programmes, dissolving its third-party alliances with other regional facilities, inability to continue improvements to its infrastructure, staff reductions at a senior and leadership level and its guide facilitator base. As part of this process the board is already implementing a proposed organisational restructure that will reduce its staffing levels and overhead

· As such our application for interim funding should be considered as an application for emergency funding that will contribute to the sustainability of the current operation as against discretionary funding to pay for desirous but not necessary augmentations

Proposed deployment of additional emergency funding

· Additional funds will be invested in activations that will lead to increased business gains. The strategy is to invest in supporting current delivery and necessary infrastructure improvements that will directly result in continued revenue growth and return by driving growth and patronage. The levels of funding indicated are discrete not cumulative

Investment sought $20K

This would be deployed specifically against the Mara kai, community garden outreach programmes to target schools within the local Mangere Otahuhu catchment area.

We have already discussed the concept with Otahuhu College, Fairburn Primary, Otahuhu Intermediate, Mangere Bridge school Koru School, St Mary Mackillops, Mangere East Primary School all of which are available to participate

Plan

1. Attract local schools and community groups via an offsite outreach programmes to engage more fully in the breadth and depth of our programmes thereby achieving our objective of increasing our engagement to 48 schools (80%) of the local addressable market. By visiting local schools and community groups and working with them at their sites we will also grow demand for them to engage with our onsite programmes

2. Extend our capability and knowledge of gardens to target local schools and community groups, and assist in them building their own sustainable food sources

3. Enrich the local community from our knowledge base of early pacific and Maori based horticultural practices

Funds will be deployed to cover

· Staff wages to deploy the community outreach programmes

· Marketing materials to promote the initiative and raise other funds and contribution for it

· Starter pack resources to support the initiative within schools and community groups

Objective for MMEC	Linkage to MOLB objectives	Impact for community	Impact for MMEC sustainability
Increase penetration into local school’s market to 80%	Meet the diverse economic demands of the community	Increase opportunity to participate in MMEC programmes by eliminating travel and logistic costs	Forecast revenue gain of $27,000
Build community utility for the centre	Contribute to the natural environment and heritage Contributes to a place where everyone thrives	Deployment of third party resource to extend knowledge of our natural environment and build sustainable gardens	Increase in brand presence and reputation and likely increase in patronage of the centre
Engage and educate local area using core resources and knowledge inherent at MMEC	Be the heart of Maori and Pasifika culture Contribute to the natural environment and heritage	Increase in the ability for local schools to engage by making it easier	Increase in brand presence and reputation and likely increase in patronage of the centre
Positive contribution to the heritage and environment of the local area	Be the heart of Maori and Pasifika culture Contribute to being a well connected area	One of the desired outcomes is a network of community gardens built by MMEC staff on site of local schools and groups	Positioning as part of a local knowledge base that helps to connect the area through the medium of its horticultural heritage

Investment Sought $30k

An infrastructural impediment to our ability to fulfil the demand for larger school and community groups is provision of bathroom facilities. We currently fall short of the health and safety and RAMS requirements of educational groups to provide bathrooms. Our ratio falls short by two bathrooms, often resulting in loss of business based on average class sizes and size of larger community groups.

Plan

1. Install a prefabricated 4 cubicle toilet block, plumbed and connected on the available waste ground external to the visitor centre and adjacent to the current internally located bathrooms

2. The outcome will be an ability to accept bookings from larger school groups, that often cancel because it is un economical for them to break their visits into smaller compliant groups over more days

3. It will also increase our ability to expand our community hire to cater for larger community groups that demand use of our space

Funds will be deployed to cover the cost of purchase and installation of the facility

Objective for MMEC

Linkage to MOLB objectives

Impact for community

Impact for MMEC sustainability

Increase penetration of larger school groups and halt the attrition that our lack of facilities result in

Meet the diverse economic demands of the community

Increase opportunity to participate in MMEC programmes by being compliant with health and safety demands of larger groups

Forecast revenue gain of $15000, due to halting of cancellation attrition

Build community utility for the centre, be more available for larger community groups and functions

Be a useful facility that meets diverse needs

Contributes to a place where everyone thrives

Be a useful venue to be used by the Maori and Pasifika culture

Enable to fulfil the demands of larger community groups that seek to hire our venue for community purposes.

Enhance our ability to cater for larger community groups

Enable development of our larger events programmes such as Arts week, bigger holiday programmes, facilitate community group conferencing increase our hireage and patronage revenues by a forecast $10,000

Māngere-Ōtāhuhu Local Board

21 February 2018

The addition of locally driven initiatives projects to the Māngere-Ōtāhuhu Local Board 2017/2018 Community Facilities Work Pogramme

File No.: CP2018/00449

Te take mō te pūrongo / Purpose of the report

1. To seek approval from the Māngere-Ōtāhuhu Local Board for the addition of three locally driven initiatives (LDI) projects to the 2017/2018 Community Facilities Work Programme.

Whakarāpopototanga matua / Executive summary

2. On 29 November 2017, Community Facilities proposed a number of projects to the Māngere-Ōtāhuhu Local Board for the use of their LDI Capex funding.

3. Local board members indicated support for the list below to be progressed within the 2017/2018 financial year:

· ANZAC commemoration flagpole - Piki Thompson Way

· Boggust Park – implementation of concept plan

· Sturges Park – implementation of concept plan

4. This report outlines the scope for each project and recommends the budget allocation required for each.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) approve up to $8,000 of their LDI capex financial year 2017/2018 budget to install a flagpole at Piki Thompson Way.

b) approve up to $450,000 of their LDI capex financial year 2017/2018 budget for the implementation of the Boggust Park Concept Plan.

c) approve up to $300,000 of their LDI capex financial year 2017/2018 budget for the implementation of the Sturges Park Concept Plan.

Horopaki / Context

Piki Thompson Way Memorial Flagpole

5. ANZAC day services are held annually at the Nixon Monument Reserve and at the adjacent 2A Piki Thompson Way.

6. There is currently no permanent flagpole to facilitate the ANZAC day service, consequently the board provides funding annually for a temporary flagpole.

7. On 22 June 2017, the board approved the 2017/2018 Community Facilities Work Programme, inclusive of the below resolution (MO/2017/116):

· approve the Māngere-Ōtāhuhu Local Board 2017/2018 Community Facilities Work Programme as detailed in Attachment A with the following additions:

o Ōtāhuhu Flag Pole: identify location, scope the costs and report back to the local board.

Boggust Park Concept Plan

8. Boggust Park is a popular reserve located on Lenore Road in Favona. Auckland Council’s Sports Parks Management Plan identified future opportunities for the Boggust Park site.

9. The plan was consulted on with the community in 2006. Following the consultation of the management plan in 2006, the site was identified as a volcanic crater in 2011.

10. The nature and vulnerability of this feature resulted in amendments to the plan and as such the board funded the development of a concept plan for Boggust Park to meet the needs of the local community.

11. The concept plan identifies future improvement to occur in the park over the coming years.

12. The board provided funding for and adopted the Boggust Park Concept Plan at it business meeting on 17 September 2014 (MO/2014/195).

13. The concept plan captured local community and iwi aspirations for the park and provides a range of projects for delivery including:

· new junior and senior playground

· new toilet facility

· stormwater rain garden to treat and clean surface runoff from proposed carpark

· rain garden/planter bed to reduce undesired vehicle movements in car park

· proposed 60 car park spaces

· lighting plan for car park to be confirmed during developed design with lighting to be switched off at 10pm

· proposed concrete volleyball court and four seats

· proposed accessible (where possible) two metre wide circuit path with potential to include fitness equipment along this circuit

· proposed two rugby training fields and one kilikiti playing pitch and field, eight seats to be located between shared path (Attachment A) and fields

· park entrance gate to be locked at 10pm (to be determined by requirements of sports field use)

· seating to be located at main sports fields/courts and at every 100 metres around the circuit path.

Sturges Park Concept Plan

14. The board provided funding for the Sturges Park Concept Plan in 2013.

15. Following consultation with key stakeholders and the local board’s sub-committee set up to support the preparation of the Sturges Park Concept Plan, a draft plan was prepared.

16. The board conducted a full public consultation exercise with the local community and iwi, between 29 July and 26 August 2013 which included a survey and two open days.

17. Feedback was received from 81 groups or individuals and covered a wide range of issues at the park.

18. The board adopted the Sturges Park Concept Plan at its business meeting on 11 September 2013 (MO/2013/492).

Tātaritanga me ngā tohutohu / Analysis and advice

Piki Thompson Way Memorial Flagpole

19. The site is at the intersection of Great South Road and Piki Thompson Way. The site (road reserve) is subject to the Historic Heritage overlay extent of place, referenced 1683: War Memorial and Nixon Monument. It is a category A historic extent of place and will need resource consent.

20. Staff have developed the scope of the project, identified the proposed location and provided indicative costs at a workshop with the board on 29 November 2017.

21. The board is supportive of this project and requested that this is completed in time for the 2018 ANZAC service.

22. Estimated costing for the installation of the flagpole including resource consent is $8,000.

Options

Option	Scope	Budget	Consideration
Option 1	· Install permanent flagpole	$8000	Price includes flagpole, installation, consultation with Heritage New Zealand, required consents and contingency.
Option 2	· Install temporary flagpole	$ 250	Hire cost only, no consent required.

23. Staff recommend that the board proceed with option one, however it should be noted that due to the possible risks and time constraints associated with the installation of a permanent flagpole on this site, the board should consider option two for the 2018 ANZAC celebrations as a backup.

Boggust Park Concept Plan

24. The board held a site visit in March 2017 to gain a better understanding of the issue and constraints in delivering the projects identified in the concept plan.

25. A workshop was conducted with the board on 27 November 2017 and the following projects were indicated as supported for implementation:

· circular, two metre wide path

· playground extension toilets – original location from the concept plan discounted

· seating – recommended near junior playground

· fitness equipment.

26. The board requested that a design and build contract be procured to avoid escalating costs.

27. Staff recommend that the board allocate up to $450,000 of LDI Capex financial year 2017/2018 budget to this project to progress the priorities as identified above through design and consent stages with physical works planned for the 2018/2019 financial year.

Implementation of the Sturges Park Concept Plan

28. A workshop was held with the board on 27 November 2017 and the following projects were supported for implementation:

· reconfiguration of the Awa Street car park to provide increased parking

· installation of turning circle and disabled parking to improve traffic movement at the main Awa Street car park entrance of the rugby club house

· removal of small (five space) car park and convert access road to pedestrian footpath.

29. Staff recommend that the board allocate up to $300,000 of LDI Capex financial year 2017/2018 budget to this project to progress the priorities as identified above through design and consent stages with physical works planned for the 2018/2019 financial year.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

30. The projects in this report were discussed with the board at a workshop on 27 November 2017. The local board indicated support for the proposals.

Tauākī whakaaweawe Māori / Māori impact statement

31. All community assets contribute significantly to Māori well-being, values, culture and traditions. Where any aspects of the proposed projects are anticipated to have a significant impact on sites of importance to mana whenua then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea / Financial implications

32. Boggust Park: The cost estimate for the implementation of the recommended options is $450,000 which is inside the approved LDI discretionary capital programme remaining allocation of $766,000 over financial years 2015/2016, 2016/2017 and 2017/2018.

33. The board has indicated preference for a ‘design and build’ contract to be procured and that all assets are built within the available budget.

34. Sturges Park: The cost estimate for the implementation of the recommended options is $300,000 which is inside the approved LDI discretionary capital programme remaining allocation of $766,000 over financial years 2015/2016, 2016/2017 and 2017/2018.

35. Piki Thompson Way Memorial Flagpole: The cost estimate for the implementation of the recommended option is $8,000 which is inside the approved LDI discretionary capital programme remaining allocation of $766,000 over financial years 2015/2016, 2016/2017 and 2017/2018.

36. Any savings will be returned to the local boards LDI discretionary capital programme.

Ngā raru tūpono / Risks

37. Piki Thompson Way memorial flagpole: There is a risk that space is fairly limited for inserting a permanent flagpole and that the flagpole could detract from the visual presence of the War Memorial. Previously the Nixon Reserve itself has been looked at for a potential location near the trees, on the side towards Piki Thompson Way.

38. The interred remains of Marmaduke Nixon were moved to the base of the Nixon memorial, so disturbing this place needs to be avoided, as well as proximity issues caused to this memorial itself.

Ngā koringa ā-muri / Next steps

39. It is expected that design, procurement for physical works and construction will begin in financial year 2018/2019. The board will receive monthly updates on the progress of this project through regular Community Facilities reporting.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Māngere-Ōtāhuhu Local Board LDI Workshop	61

Ngā kaihaina / Signatories

Authors

Katrina Morgan – Manager Community Led & LDI Projects

Authorisers

Rod Sheridan - General Manager Community Facilities

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

21 February 2018

The Southern Initiative - Overview of Work

File No.: CP2018/00550

Te take mō te pūrongo / Purpose of the report

1. To receive The Southern Initiative (TSI) overview of work for 2017/18 financial year.

Whakarāpopototanga matua / Executive summary

2. The Southern Initiative (TSI) is one of the two big place-based initiatives in the Auckland Plan. It covers the four southern local board areas - Māngere-Ōtāhuhu, Ōtara-Papatoetoe, Manurewa and Papakura - and has an explicit remit to champion, stimulate and enable social and community innovation in South Auckland.

3. The document attached provides an overview of the work that the TSI is undertaking in the Māngere Ōtāhuhu Local Board area focused in three outcome areas:

• Employment and skills (Shared Prosperity)

• Whānau and families (Thriving Children and Whānau)

• Entrepreneurship and enterprise (Resilience)

4. TSI has sharpened its attention to concentrate its limited resources on strategic projects and initiatives, selected because we know they can produce high-quality, high-impact results and effect deep change for our whanau and communities.

5. Our team's work acts like a living system, moving with the needs of those who are at the centre of projects, our whanau. This requires an ability to be agile and nimble, anticipating trends, listening and responding to those affected, learning and changing tack as required.

6. TSI’s team is one of New Zealand’s most capable and experienced teams focused on social innovation. We maximise the resources we have and broker relationships, identify local change makers, build community capacity and capability and amplify and grow initiatives that will have the most positive impact.

7. The team has powerful insight into the south’s many opportunities and uses qualitative and quantitative research and data to develop innovative, creative and bold solutions to tackle complex, social issues.

8. Once local community issues are identified we begin the co-design process with the people closest to that issue - those experiencing its consequences. The team then explores and tests those solutions and generates catalytic programmes of change.

9. TSI aims to create, foster and support innovative social change for the benefit of South Aucklanders which means operating at both ends of the transformation spectrum.

10. At a grassroots level, TSI is creating a network of innovators and change makers which carries out activities that support ground-up conversion and development.

11. At the other end of the spectrum TSI is identifying ways to make a significant difference for South Aucklanders’ economic and social success by shaking up policy to create systemic change.

12. We are doing this through our strong relationship with central government and by leveraging council assets and strengths such as strategic procurement and redesigning the way council delivers its services, particularly to children and young people.

13. TSI is involved in ground-breaking, hard and challenging work and while there is no silver bullet there is buckshot! The buckshot being strategically scattered by TSI is delivering results which clearly demonstrate that pioneering niche innovation is the ‘new’ research and development.

14. A highly functioning niche innovation network means individuals support and inspire each other. And that results in collective impact and convergence where community and environment come together in a number of exponential ways - through housing, food systems, parks, community projects such as Fale Kofi in Otahuhu and the Makerhood movement.

15. With our activities generating more and more stories of success TSI is now also focusing on changing the negative perceptions Aucklanders and the media have about South Auckland.

16. We are developing a network of young South Aucklanders who are proud of where they live, are sick of only reading, watching or hearing negative stories and who have a strong desire to tell their own, positive stories.

17. TSI is running writing workshops for citizen journalists, supporting 275 Times, conducting media training sessions for entrepreneurs and organisations and strengthening its relationship with the Manukau Courier and other mainstream media journalists particularly interested in Māori and Pasifika progress.

18. TSI provides Māngere Ōtāhuhu Local Board with a unique opportunity to be involved in creating innovative solutions to some of the most complex social and economic issues facing South Aucklanders today, for a better tomorrow.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the The Southern Initiative overview of work for 2017/18 financial year.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	TSI Overview of Work 201718	87

Ngā kaihaina / Signatories

Authors

Anna Jacob - Healthy Families Manager

Authorisers

Gael Surgenor - GM - Southern Initiative

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

21 February 2018

Auckland Council's Quarterly Performance Report: Māngere-Ōtāhuhu Local Boardfor Quarter two, 1 October to 31 December 2017

File No.: CP2018/01032

Te take mō te pūrongo / Purpose of the report

1. To provide the Māngere-Ōtāhuhu Local Board with an integrated quarterly performance report for quarter two, 1 October to 31 December 2017.

Whakarāpopototanga matua / 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. Of significance this quarter are:

- Approval of Manukau Harbour Forum’s work programme

- Ōtāhuhu streetscape upgrade – follow-up on second phase of consultation completed to progress detailed design and implementation

- A Project Steering Group comprising mana whenua representatives and local board members confirmed, along with a terms of reference, for the Ōtāhuhu Portage route project

- Commencing of an Industry Pollution Prevention Programme an area surrounding Auckland Airport

- A total of $86,934 allocated through local community grants

- Events plans for delivering movies in local parks: as zero waste, smoke free and alcohol free

- Māngere Arts Centre – production ‘Mirror Mirror’ recognised at the Auckland Theatre Awards, winning best overall production. Delivery of four holiday programmes.

- Recruitment of arts broker and continuity in arts brokering as call for proposals for completed

- Māngere-Ōtāhuhu Arts Jam: a local signature event, delivered successfully.

- Community-led response to alcohol licencing and advertising: one of the seven applications was resolved without a hearing

- Famili Zone: a celebratory event in Ōtāhuhu, associated with the Rugby World Cup, was funded by the local board as an urgent response for a safe family-friendly event. The event was led by the Ōtāhuhu Business Association

- Tōia (Ōtāhuhu Pool and Leisure): won a merit award for outstanding project at the NZ Recreation Association Awards

- Finalising criteria and communication on the local facilities partnership fund and sent to sports groups and stakeholders

4. Performance against the agreed 2017/2018 work programmes is tracking below planned levels of delivery. Overall operating result is 4% below budget due to higher operating revenue and lower expenditure. Revenue is 11% better than budget due to improved use in community halls and the arts centre. Operating expenditure is 3% under budget in locally driven initiatives (LDI). Further discretionary grants will be allocated in the next six months. Capital expenditure delivery is below budget by 67% for renewals, LDI and growth funded projects (see appendix A).

5. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery (see appendix B). The majority of these are reported as green (on track), 11 items are amber (some risk or issues, which are being managed). The following seven activities are reported with a status of red (behind delivery, significant risk), however one is merged with an item that is ‘green’, two were delivered last year and others are ‘cancelled’:

· Item 2391 merged with 2390: Mangere Town Centre Library – furniture and equipment – status green

· Item 2394: Frank Esplanade reserve – renew coastal assets

· Item 2398: Mangere Town Centre rubbish bins renewals – completed last year

· Item 2399: Mangere Town Centre – renew street furniture – completed last year

· Item 2402: Renew park roading near Mangere Recreation centre and the Old Rec. centre in Otahuhu

· Item 2412: Schroffs Reserve - Renew coastal assets

· Item 3123: Norana Park – renewal softball fences and fields – service not required.

6. The overall financial performance for quarter two 2017/2018 is favourable compared to the budget. There are some points for the board to note:

· Overall operating result is 4% below budget due to higher operating revenue and lower expenditure. Revenue is 11% better than budget due to improved use in community halls and the arts centre. Operating expenditure is 36% under budget in locally driven initiatives (LDI). Further discretionary grants will be allocated in the next six months. Capital expenditure delivery is below budget by 67% for renewals, LDI and growth funded projects.

7. The key performance indicators show a trend of delivery that is meeting the indicators, with the exceptions listed below (see also Appendix D):

Parks, sports and recreation

- Percentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves.

- Percentage of residents who visited a local park or reserve in last 12 months.

- Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields.

Community Services

- Percentage of visitors satisfied with the library environment.

- Percentage of funding/grant applicants satisfied with information, assistance and advice provided.

- Percentage of Aucklanders that feel connected to their neighbourhood and local community.

- Percentage of Aucklanders that feel their local town centre is safe (day).

- Percentage of Aucklanders that feel their local town centre is safe (night).

- Percentage of community facilities bookings used for health and wellbeing related activity.

It is relevant to note that currently all performance measures are under review as part of the 10-year budget / Long-term Plan.

8. Māngere-Ōtāhuhu Local Board Plan 2017 in Te Reo:

The Mangere-Otahuhu Local Board Plan 2017 was published (online and print) in December 2017. At the board’s business meeting on 18 October 2017 it resolved to approve $7,000 from the board’s community response fund for translating the Local Board Plan to Te Reo Māori (resolution number MO/2017/205). The translation has now been completed, however another $510 + GST is required to complete the work by typesetting the translation into the designed plan template.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the performance report for the financial quarter ending 31 December 2017.

b) approve funding of $510 from the community response fund to complete typesetting of the translated the Māngere-Ōtāhuhu Local Board Plan into Te Reo Māori.

c) support Papatūānuku Marae as a suitable site to build a seed-raising shed to deliver the Healthy Families backyard garden programme, with a budget of $5000 in the Mara Kai work programme, subject to preparation of a lease and funding agreement.

d) approve $9000 in the Mara Kai work programme for a funding agreement with the Auckland Teaching Gardens Trust to develop new educational and technology resources at the Old School Garden.

Horopaki / Context

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

· Arts, Community and Events; approved on 21 June 2017

· Parks, Sport and Recreation; approved on 21 June 2017

· Libraries and Information; approved on 7 June 2017

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

· Community Leases; approved on 21 June 2017

· Infrastructure and Environmental Services; approved on 7 June 2017

· Local Economic Development; approved on 21 June 2017

· The work programmes are aligned to the 2014 Māngere-Ōtāhuhu Local Board Plan.

Tātaritanga me ngā tohutohu / Analysis and advice

Key achievements for quarter two

10. The Māngere-Ōtāhuhu Local Board has a number of key achievements to report from the quarter two period, which include:

· Approval of Manukau Harbour Forum’s work programme

· Ōtāhuhu streetscape upgrade – consultation completed and reported to local board in time to progress detailed design and implementation

· A total of $86,934 allocated through local community grants

· Events plans in place delivering movies in local parks: as zero waste, smokefree and alcohol free

· Māngere Arts Centre: production ‘Mirror Mirror’ recognised at the Auckland Theatre Awards, winning best overall production. Delivery of four holiday programmes

· Community-led response to alcohol licencing and advertising: one of the seven applications was resolved without a hearing

· Famili Zone, a celebratory event in Ōtāhuhu associated with the Rugby World Cup, was funded by board as an urgent response for a safe family-friendly event. The event was coordinated by the Ōtāhuhu Business Association

· Finalised criteria and communication on the local facilities partnership fund and sent to sports groups and stakeholders

Key project updates from the 2017/2018 work programme

11. The following are progress updates against key projects identified in the Māngere-Ōtāhuhu Local Board Plan and/or Local Board Agreement. These are broadly categorised within the six outcome areas and objectives:

Outcome and objectives

Activities

Strong local economy

- Revitalise town centres in Māngere, Māngere East, Māngere Bridge and Ōtāhuhu

- Increase opportunities for tourism, partnerships and investment

- Improve skills training. Increase employment opportunities for the local workforce, especially Māori and Pacific youth

· Item 626: Youth connections – free buses to transport 50 local youth to take part in Job fest, more than 560 local youth progressing on employment pathways with drivers licence

· Item 1242, 1244: Libraries used by groups such as Access to Employment, Green Prescription and SENZ to deliver programmes; promote ARA – The Airport Jobs and Skills Hub and Youthfull work platform

· Item 679: ‘24hour South Visitor promotion: Three new videos to showcase the attractions in south Auckland. Recordings included local markets, Toia – state of the art multi-purpose community and recreational facility in Ōtāhuhu and the board’s signature event, Māngere-Ōtāhuhu Arts Jam. The campaign runs in December to February.

· Item 631: Build capacity, local economic development and social enterprise: ‘Mangere Ōtāhuhu Social Enterprise Collective’ (MOSEC) participating in local events e.g. Arts Jam, night markets and Miami Park Family Fun Day; a funding agreement with Mangere Town Centre Business Association as umbrella to be established and recruitment of a coordinator.

Heart of Māori and Pasifika arts and culture

- Attract visitors to Māngere-Ōtāhuhu for arts and cultural experiences

- Increase opportunities for Māori and Pasifika arts and cultural expression

- Community and public areas reflect local arts and culture

· Item 491: The Mangere Arts Centre (MAC) received a total of 11,831 visitors, delivered 5 programmes with 350 participants, and staged 51 performances to 6,447 attendees. Receipt of award for best production

· Item 494: developing a programme to use of the courtyard space for local musicians for delivery in next months.Item 493: arts brokering - website and e-newsletter refreshed and call for proposals put out

· Item 489: Delivery of MO Arts Jam with a 15-week programme lead-up programme delivered at MAC; with overall attendance of nearly 1000 people.

Natural environment and heritage are protected and preserved

- Manukau Harbour and its coastline are protected and improved

- Local heritage is protected, enhanced and recognized

- Waste reduction

· Item 49 and 960: There were 6000 native trees were planted in this quarter within the newly fenced area below the urupā at Pukaki Crater, on south west crater rim, within newly fenced off area; Pukaki Crater Co-Management Committee formally confirmed planting site & approach for next autumn / winter

· Item 927: Tree planting at Boggust Park to provide additional shade and assessments underway for finding suitable locations to plant fruit trees at community and teaching gardens

· Item 38: Industry pollution prevention programme commenced in the area surrounding Auckland Airport.

· Item 546: Bus subsidies to schools for students to attend education for sustainability programmes at the six education experience centres in Auckland - Favona Primary, Fairburn Primary, Jean Batten School, St Mary Mackillop School, Al Madinah School and Kingsford Primary School

A well connected area

- A great public transport network that is easy to get to, frequent and reliable

- Attractive, accessible and safe cycleways and walkways

- Safe, attractive and well-maintained roads

· Item 107: Otahuhu streetscape upgrade – completion of second phase consultation, review public feedback and incorporate into the detailed design.

· Item 2410: Ōtāhuhu portage link – project steering group and terms of reference finalised.

· Item 2413: Seaside Park carpark (renewals) - safety management plan and site testing almost complete

A range of facilities to meet diverse needs

- Existing facilities are well-maintained, of high quality and accessible

- Increased multi-use community and recreational facilities

- Well-maintained parks and reserves equipped for sports and all standards of play

· Item 1073: Toia – Recreational and leisure facility: 10% increase in aquatics visits and 55% increase in under 16 swimming; a merit award winner for Outstanding Project at the NZ Recreation Association Awards

· Item 3098: Moana-nui-ā-Kiwa – Public address system replaced

· Item 492: Metro Theatre - a new regular hire agreement with Mangere East Community Centre who will operate a café at the venue

· Item 404: Venue hire - There is a 1.7 per cent increase in visitor numbers compared to the same period last year

· Item 999: Out and about park activation -.27 activations in Q2 including amazing race, Kite day, Park fun day, Park sport, Park Yoga.

· Item 629: The Citizens Advice Bureau (CAB) Ōtāhuhu Agency -enquiries increased in the community, consumer, housing and legal/immigration categories; requests for Justice of the Peace (JP) services increased, which is due to an increased level of service in 2017, from two to three days per week.

The report on the Review of CAB Services (region-wide) was postponed from December and is to be presented to council’s Environment & Community committee this month.

A place where communities thrive and belong with

- Increase the sense of safety in neighbourhoods and reduce harm from gambling, alcohol and synthetic drugs

- Increase opportunities for active living and community involvement and connectedness

- Young people are engaged and active in local matters

· Item 2003: Reducing harm from alcohol: officer collaboration with one work stream under Healthy Families - of 'increasing community participation in the alcohol licencing process'. The project team held two community meetings in November, attended by 44 people, to gain feedback on the process so far. Next steps are to plan a community forum on focus identified.

· Item 633: Youth participation – Support to Ōtāhuhu Mangere Youth Group (OMYG), provision of space, youth forum planned with aim conducting community consultation on Long-term plan and local board annual plan.
Planning underway to deliver youth arts scholarships of value up to $10,000 and draft criteria developed

· Item 1234: Local libraries continue to see an upward trend in visitor numbers.

· Item 634: Activating Miami, Boggust and Yates Parks:
– a family health day held in at Boggust Park attracting health providers to promote health and wellbeing and two local churches joined the 'Boggust Park community action group'.

- The Family Fun Day organised by RepFM at Miami Street Reserve with around 300 participants. Representatives from local schools and local organisations, and various cultural groups, artists, and performers participated. A mini-survey highlighted that people were concerned about drinking and teenagers disrespecting local residents at the park. A community group to activate the park to be formed.

- For both Boggust and Miami parks the groups are to work closely with Trainz Academy and 'Mangere Connect' to undertake more community-led placemaking.

· Item 628: Build capacity – business improvement districts (BIDS) and safety: local board’s decision confirmed and funding agreements with BIDs to be finalized in next quarter.

Further decision on Mara Kai (Item 632):

12. Details for this work programme were developed in the last quarter and options on budget use were discussed with the local board, followed by a site visit. The general aim is to build capacity of community groups to run sustainable community gardens. Last quarter the Auckland Teaching Gardens Trust established garden plots for Naylors Road families.

13. Following a presentation of options to the local board in October 2017, Community Empowerment Unit officers now recommend that, subject to further details in funding agreements to be developed, the board support, in principle:

i) Papatūānuku Marae as a suitable site to build a seed raising shed to support the Healthy Families backyard garden programme (budget $5,000).

ii) The Auckland Teaching Gardens Trust is allocated a budget of $9,000 to develop new education and technology resources at Old School Garden.

Department officers recommend an in principle approval by the board, subject to funding agreements that will be developed with Papatūānuku Marae and Auckland Teaching Garden Trust for i and ii.

Update on Māngere Community Initiative (MO/2017/1)

14. The work involves working with the community groups interested in establishing facilities on parkland in Māngere to understand their aspirations and how they are complementary to council provision, to assess the opportunity for integration of services. This will ensure a network view of community provision is understood to ensure there is efficient and effective investment to advance key stakeholder initiatives that address key priority initiatives delivering community outcomes, whilst minimising the impact of multiple buildings on parks within Māngere.

15. Officers met with seven community groups on a one-on-one basis during August to more fully understand their aspirations and discuss the proposed process moving forward. Groups involved are – Mangere East Community Hub Working Group, Cook Island Development Agency New Zealand (CIDANZ), FITLIFE Trust, Vaka Manu’kau Niue Community Trust, Yog Sewa (Nepalese), Kalapu Maile Ua Trust and Bike Fit.

16. The parks currently included in this work are Māngere Centre Park, Walter Massey Park, Radonich Park and Old School Reserve. Aorere Park is also included, as while situated in Ōtara-Papatoetoe it borders with Māngere-Ōtāhuhu.

17. A status update from officers notes the following:

· Three workshops were held with the community groups to explore working collaboratively together and identify options that meet community need.

· The local board were presented preliminary options developed by the participants and asked to consider and provide direction on which of the options should be advanced. The board requested additional information.

· There is ongoing communication with the community groups.

· At the time of writing this cover report the board have received additional information and held another detailed discussion in January.

· Further direction from the board will be sought through a report in the next quarter.

18. Other work items associated with this project are the finalisation of the concept plans for Māngere Centre Park and Walter Massey Park, re-direction on use of deferred budget for developing a concept plan for the Old School Reserve and renewals and refurbishment of Te Whare Koa/ Mangere Community House.

Key performance indicators

19. 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 Māngere-Ōtāhuhu Local Board’s measures, showing how we are tracking after the second quarter of FY18.

20. The year-end outlook is that 50 per cent of measures will not achieve target.

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

22. 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.

23. Attachment D (Performance measure outlook) contains further detailed KPI information.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

24. This report informs the Māngere-Ōtāhuhu Local Board of the performance for the quarter ending 31 December 2017.

Tauākī whakaaweawe Māori / Māori impact statement

25. The local board is committed in its supports to Māori aspirations. The following highlights are examples of activities that directly support achievement of Maori outcomes in the local area.

26. Item 2410: The formation of the project steering group for the Ōtāhuhu Portage route project was finalised with representation from mana whenua and the Māngere-Ōtāhuhu Local Board. This involved a number of hui to establish understanding with mana whenua right from the start of the project.

27. Item 50 & 51: Otuataua – additional weed control – hui held with iwi together with Department of Conservation to consider broader “pest free” aspirations in the rohe and a restoration plan for the wider Ihumatao area is to be put together as a next step. Similarly, restoration activity of planting to include Oruarangi awa.

28. Item 960 & 49: Pukaki Crater Co-management committee discussed permanent access to urupa and inclusion of Crater Hill under their umbrella. Around 6000 trees were planted around the crater.

Financial performance

29. Financial comments

· Revenue has exceeded budget in community facility and art centre and almost on budget in leisure facilities.

· Expenditure is below budget. In Asset Based Services, expenditure is on target with some variations within projects. Locally driven initiatives are below budget in community services activity. Further discretionary grants will be allocated in the next six months.

· Capital spend is below budget mainly in Ōtāhuhu Town Centre revitalisation, Norana Park walkway, Walter Massey Park fitness circuit and walkway and asset renewals. There remains a balance of $793k to progress the one advocacy initiative project (OLI).

· The Māngere-Ōtāhuhu Local Board Financial Performance report is in Appendix C.

Ngā ritenga ā-pūtea / Financial implications

30. This report is for information only, therefore has no financial implications.

Ngā raru tūpono / Risks

31. There are 7 items identified by operating departments where the progress and performance indicator has been reported as red – significantly behind budget/time or achievement of outcomes. However the officer comments indicate that some items are completed, changed or cancelled, rather than undelivered. See details in table below:

Item no.	Status ‘Red’	Cancelled - comments
2391 Merged with 2390	Mangere Town Centre Library – furniture and equipment	Merged with comprehensive renewal – refer to 2390 which is GREEN
2394	Frank Esplanade reserve – renew coastal assets	Part of ‘Coastal managed retreat policy’
2398	Mangere Town Centre rubbish bins renewals	Completed in 16/17
2399	Mangere Town Centre – renew street furniture	Completed in 16/17
2402	Renew park roading near Mangere Recreation centre and the Old rec. centre in Otahuhu	Assets renewed in 15/16 Not required for few years
2412	Schroffs Reserve - Renew coastal assets	Coastal strategic rationalisation advice is that this is not required
3123	Norana Park – renewal softball fences and fields	Service of asset not required

32. Of the 11 items with an ‘Amber’ (moderate risk) status, details are provided for four below:

· Item 951: Planning for parks service provision – Following discussion in a workshop, a separate officer report for local board decision is on this business meeting agenda.

· Item 2388: Refurbish Te Whare Koa /Mangere Community House – recent discussions with board have confirmed priority tasks for refurbishment to commence this financial year through renewals budget.

· Item 3074: Mangere Town Square offices, improvements to office rooms on 17R. The board allocated additional $70K from its Locally Driven Initiatives (LDI) Capex budget in addition to budget available through renewals. Further assessments on scope of improvements considering, health and safety standards, accessibility indicate that essential improvements may be delivered within existing renewals budget. Consequently in the next quarter the board may require to re-allocate the LDI Capex tagged to this work item. Further work to scope options on future operational use is required.

· Item 3250: Walter Massey Park renew walkway and fitness equipment. The concept plan for this park is yet to be formally adopted before detailed planning can commence. The LDI capex budget allocated may be insufficient. Next steps planned are to contract detail design to determine viable alignment of 2 metre wide concrete walkway; research and design to develop a suite of outdoor parks and fitness equipment and also consider traditional Māori sports and exercise.

Ngā koringa ā-muri / Next steps

33. The local board will receive the next performance update following the end of quarter 3, March 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Snapshot	99
b ⇩	Work Programme Update	101
c ⇩	Financial Performance	131
d ⇩	KPIs Performance measure outlook	139

Ngā kaihaina / Signatories

Authors

Rina Tagore - Senior Local Board Advisor

Audrey Gan - Lead Financial Advisor Local Boards

Authorisers

Carol McKenzie-Rex - Relationship Manager

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