Mr Smith will lead the meeting in prayer – or whatever set
text we decide will appear here.
2 Apologies
At the close of
the agenda no apologies had been received.
3 Declaration
of Interest
Members are reminded of the need to be vigilant to stand aside from
decision making when a conflict arises between their role as a member and any
private or other external interest they might have.
4 Confirmation
of Minutes
|
That the Te Oro Committee of the Maungakiekie-Tamaki Local Board:
a)
confirm the ordinary minutes of its meeting,
held on Tuesday, 23 May 2017, the ordinary minutes of
its meeting, held on Friday, 23 June 2017, the ordinary minutes of its
meeting, held on Friday, 22 September 2017 and the ordinary minutes of its
meeting, held on Friday, 8 December 2017, including the confidential section,
as a true and correct record.
|
5 Leave
of Absence
At the close of
the agenda no requests for leave of absence had been received.
6 Acknowledgements
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 Te Oro Committee of the
Maungakiekie-Tamaki 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.
At the close of the agenda no
requests for deputations had been received.
9 Public
Forum
A period of
time (approximately 30 minutes) is set aside for members of the public to
address the meeting on matters within its delegated authority. A maximum of 3
minutes per item is allowed, following which there may be questions from members.
At the close of
the agenda no requests for public forum had been received.
10 Extraordinary
Business
Section 46A(7) of the Local Government Official Information and
Meetings Act 1987 (as amended) states:
“An item that is not on the agenda for a meeting may be dealt
with at that meeting if-
(a) The
local authority by resolution so decides; and
(b) The
presiding member explains at the meeting, at a time when it is open to the
public,-
(i) The reason why
the item is not on the agenda; and
(ii) The
reason why the discussion of the item cannot be delayed until a subsequent
meeting.”
Section 46A(7A) of the Local Government Official Information and
Meetings Act 1987 (as amended) states:
“Where an item is not on the agenda for a meeting,-
(a) That item
may be discussed at that meeting if-
(i) That
item is a minor matter relating to the general business of the local authority;
and
(ii) the
presiding member explains at the beginning of the meeting, at a time when it is
open to the public, that the item will be discussed at the meeting; but
(b) no
resolution, decision or recommendation may be made in respect of that item
except to refer that item to a subsequent meeting of the local authority for
further discussion.”
11 Notices of
Motion
There were no
notices of motion.
|
Te Oro
Committee of the Maungakiekie-Tamaki Local Board
23 March 2018
|
|
Te
Oro Activity Report Quarter Two 2017/2018
File No.: CP2018/03112
Te take mō te pūrongo / Purpose of the report
1. To
provide an operational update for quarter two for Te Oro.
Whakarāpopototanga matua / Executive summary
2. The
Te Oro Charter outlines the vision for the arts facility, and has three focus
areas: youth, local community and creativity. Partnership is acknowledged in
the Te Oro Business Plan as an important tool to help deliver on areas of
activity.
3. During
quarter two Te Oro delivered 42 programmes that responded to the three focus
areas.
The programmes are either commercially
procured or delivered via Memorandum of Understanding agreements (MoU) with
partner organisations. 5. Highlights
include:
|
|
Youth
|
Local Community
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Creativity
|
|
Procured programmes
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Spoken Word
‘Stand Up Poetry’
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Tau’olunga
– Tongan Dance
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Nesian Dance
|
|
I AM – Visual Art Workshops
|
Mixit on Tour
Youth performance workshops
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Sculpture and
printmaking visual arts programmes
|
|
MoU programmes
|
Crescendo Trust of
Aotearoa Music workshops
|
No Six – The
Space
Digital storytelling
incubator
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Bradley Lane Artist Talks and Painting
project
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|
Set the Tone Performances
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Bradley Lane
Exhibition
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Mixtape season– Joash Fahitua
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6. This
report presents the Te Oro Governing Committee with the quarter two report
containing full details on the operational activity delivered (attachment A).
|
Ngā tūtohunga / Recommendation/s
That the Te Oro Committee of
the Maungakiekie-Tamaki Local Board:
a) receives
the quarter two Te Oro activity report.
|
Horopaki / Context
7. Te
Oro is an arts facility owned and operated by Auckland Council and funded by
the Maungakiekie-Tāmaki
Local Board. The Te Oro Governing Committee consists of three members of the
local board and three members of the local community including one mana whenua
representative.
8. The
Te Oro Charter outlines the vision for the arts facility, and has three focus
areas: youth, local community and creativity. Partnership is acknowledged in
the Te Oro Business Plan as an important tool to help deliver on areas of
activity.
Tātaritanga me ngā tohutohu / Analysis and advice
9. During
quarter two, Te Oro delivered 42 programmes, several of which
responded to multiple outcomes. Of these programmes:
· 12
were delivered by MoU partners
· 12
targeted youth (12-24 age group)
· 41
delivered on creative outcomes
· 9
were led by the local community
· 28
delivered on Māori outcomes
10. The
highlights during quarter two included:
|
|
Youth
|
Local Community
|
Creativity
|
|
Procured programmes
|
Spoken Word
‘Stand Up Poetry’
|
Tau’olunga
– Tongan Dance
|
Nesian Dance
|
|
I AM – Visual Art Workshops
|
Mixit on Tour
Youth performance workshops
|
Sculpture and
printmaking visual arts programmes
|
|
MoU programmes
|
Crescendo Trust of
Aotearoa Music workshops
|
No Six – The
Space
Digital storytelling
|
Bradley Lane Artist Talks and Painting
project
|
|
Set the Tone Performances
|
Bradley Lane
Exhibition
|
Mixtape season– Joash Fahitua
|
11. Procured
programmes are developed to deliver on the action plan goals outlined in the Te
Oro Business Plan 2015–2018. 30 procured programmes were delivered in
quarter two and responded to the three focus areas of the charter.
12. Memorandum
of Understanding (MoU) agreements are developed with programme partners
following approval from the governing committee. The agreements are structured
so that:
· for usage over and above what is agreed in the individual MoU, the
facility agreed fees and charges rates apply (including the community rate
where criteria for this lower rate is met)
· they do not affect potential sources of revenue for the centre by
making commitments only around booked hireage
13. During
MoU negotiations, staff seek explicit agreement from partners to align their
programmes to the charter delivery focus areas. In quarter two, 12 programmes
were delivered by MoU partners.
14. The
programming of Te Oro represents 80 per cent of the activity of the facility,
venue hire is 20 percent, with no usage by Auckland Council for core council
activity in this quarter.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te
poari ā-rohe /
Local impacts and local board views
15. The
Maungakiekie-Tāmaki Local
Board funds Te Oro and three members represent the local board on the Te Oro
Governance Committee.
16. The charter and business plan were designed to align with the
Maungakiekie-Tāmaki Local Board Plan and meet local board outcomes. These
include; creating strong and thriving communities that are enabled to
participate, celebrate and contribute and ensuring young people are
engaged, heard and active in their local communities.
Tauākī whakaaweawe Māori / Māori impact
statement
17. Ken
Kerehoma of Ngāti Whātua Ōrākei and Emily
Karaka of Ngāi Tai ki Tāmaki were appointed to represent mana
whenua on the Te Oro Committee.
18. The
importance of mana whenua to the local area is reflected in the programming of
Te Oro which is designed to be inclusive and to reflect the cultural diversity
of Glen Innes and Maungakiekie-Tāmaki.
19. A diverse range of creative cultural expression is celebrated at Te
Oro, including Māori and
Pacific contemporary and traditional arts and celebrations. Te Oro has
incorporated this principle by hosting a range of activities that meet this
objective.
Ngā ritenga ā-pūtea / Financial implications
20. There
are no financial implications associated with receiving the activity report.
21. The
total procured programme budget is dependent on Te Oro reaching revenue target
of $82,000, broken down to $57,000 from revenue from venue hire, and $25,000
from programming & entrance fees.
22. Te
Oro’s mandate to provide low cost or free classes directly affects the
ability of the facility to achieve the set target for the revenue from the
programme of $25,000.
23. There
has been an increase in staffing required at Te Oro due to venue hire, delivery
of shared risk partnerships, MoU programmes and more intensive events scheduled
as part of the strategy to increase participant numbers of 15-19 and 20-24 year
olds.
24. Approval
to extend operating hours for two days per week will see a rise in staffing
costs over the next six months.
25. Staff
will continue to work to carefully manage the staffing budget and mitigate the
projected spending in the staffing and operational budget.
Ngā raru tūpono / Risks
26. There
are no risks associated with receiving the activity report.
27. Key
risks identified in the report are below:
|
Risks
|
Mitigation
|
|
not meeting entrance/other fee
revenue target for FY18:
|
· review
programmes and test assumptions on a regular basis
· develop
a balanced programme of offerings across a range of cost points including
shared risk model, koha entry and fixed price entry
|
|
not meeting venue hire revenue
target for FY18:
|
· further
develop and implement a marketing and communications plan that promotes venue
booking offering
· identify
and address barriers to utilisation
· explore
the local boards community grant programme as a potential source funding for
programming
|
|
over spend of staff budget
|
· evaluate use of
spaces and additional staffing requirements and manage the perception of
overspend in staffing budget, by outlining how cost recovery from venue hire
is accounted separately
|
|
intimidation of staff/public
from aggressive and abusive clients
|
· maintain
the robust security programme developed by staff
· implement/review
and test security measures regularly
· continue
to follow proper safety protocols and procedures
|
|
reception administration desk:
health and safety issue for administration staff
|
· test
health and safety solutions and measure results, escalate if problem
continues
|
28. Staff
will report back to the governance committee and local board in quarter four if
any risks or issues could require adjustment to the business plan.
Ngā koringa ā-muri / Next steps
29. There is no implementation to be considered in association with this
report.
Ngā
tāpirihanga / Attachments
|
No.
|
Title
|
Page
|
|
a⇩ 
|
Attachment A Q2 FY17-18.pdf
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11
|
Ngā kaihaina / Signatories
|
Authors
|
Sarah Edwards – Arts and Culture Advisor
|
|
Authorisers
|
Graham Bodman - General Manager Arts, Community and
Events
Victoria Villaraza - Relationship Manager
|
