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, 18 April and 9 May 2018, 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 - Department of Conservation

Te take mō te pūrongo / Purpose of the report

1. Pieter Tuinder – Director Community Partnerships Team, Department of Conservation, Colleen Smith, Jacob Dexter and representatives from Papatuanuku Marae, Makaurau Marae, CIDANZ, Auckland Teaching Gardens and Mangere Mountain Education Trust would like to update the board on the five Māngere stakeholders they are working with and to see where the alignments are with the Local Board Plan.

2. The five being:

· Papatuanuku Kokiri Marae

· Makaurau Marae

· CIDANZ - Cook Islands Development Agency New Zealand

· Auckland Teaching Gardens

· Mangere Mountain Education Centre

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) thanks Pieter Tuinder, Colleen Smith, Jacob Dexter from the Department of Conservation and representatives from Papatuanuku Marae, Makaurau Marae, CIDANZ, Auckland Teaching Gardens and Mangere Mountain Education Trust 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 - Māngere Historical Society

Te take mō te pūrongo / Purpose of the report

1. Joan Ping from the Māngere Historical Society would like to discuss with the local board a competition for collecting stories from immigrants from all the ethnic groups of Ōtāhuhu and greater Māngere (see Attachment A).

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) thanks Joan Ping for her attendance and update.

Attachments

a Mangere Historical Society.................................................................. 393

9.2 Public Forum - Bridge Park Tennis Club

Te take mō te pūrongo / Purpose of the report

1. Anna Jacob and members from the Bridge Park Tennis Club would like to update the local board regarding the resurfacing of the courts.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) thanks Anna Jacob and members from the Bridge Park Tennis Club for their attendance and update.

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.

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 Government New Zealand Zone One Committee	Carrol Elliott (appointed 21 March 2018)
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)
Manukau Harbour Forum	Carrol Elliott (appointed 19 April 2017)	Togiatolu Water Togiamua (appointed 19 April 2017)

Māngere-Ōtāhuhu Local Board

16 May 2018

Mangere-Otahuhu Local Grant Round Two 2017/2018 grant allocations

File No.: CP2018/05765

Te take mō te pūrongo / Purpose of the report

1. To fund, part-fund or decline applications received for Māngere-Ōtāhuhu Local Board, Round Two 2017/2018.

Whakarāpopototanga matua / Executive summary

2. This report presents applications received in Māngere-Ōtāhuhu Local Board, Round Two 2017/2018. (see Attachment B).

3. The Māngere-Ōtāhuhu Local Board adopted the Māngere-Ōtāhuhu Local Board Programme 2017/2018 on 16 March 2017 (see Attachment A). The document sets application guidelines for contestable community grants submitted to the local board.

4. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $202,000 for the 2017/2018 financial year. A total of $99,551 has been allocated in one local grants and two quick response rounds, leaving a total of $102,449 to be allocated to one quick response round and one local grant round for the 2017/2018 financial year.

5. Thirty-six applications were received for Māngere-Ōtāhuhu Local Board Grant, Round Two 2017/2018, including five multiboard applications, requesting a total of $340,691.94.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) agree to fund, part-fund or decline each application in Māngere-Ōtāhuhu,

Round Two 2017/2018, listed in Table One.

Table One: Mangere-Otahuhu Local Grant Round Two 2017/2018 grant applications

Application ID	Organisation	Requesting funding for	Amount requested
LG1809-202	Manukau Rovers Rugby Football Club (RFC) Incorporated	Towards 28 tracksuits for the under-twenty’s players at the Manukau Rovers Softball Club for Manukau Rovers RFC Under 20's team	$2000.00
LG1809-206	Mangere Bridge School Board of Trustees	A shipping container to be converted into a bike shed for the "Bikes in Schools Project" at Mangere Bridge School.	$12,362.00
LG1809-214	Kahurangi Newton under the umbrella of Nga Kaitiaki O Ihumatao Charitable Trust	Tutorial fees, food, tools, petrol, venue hire, health and safety kits for weaving workshops from 2 June 2018 to 2 July 2018	$2500
LG1809-220	Otahuhu Mainstreet and Commercial Association Incorporated	Towards the Otahuhu Ethnic Food Festival on 29 September 2018.	$20,000
LG1809-221	Mangere Town Centre Business Improvement District (BID) Incorporated	Fees and promotion for five Pacific language weeks in Mangere Town Centre	$8000.00
LG1809-226	Family First Welfare Trust	Towards poster printing, venue hire, tutor's fees, resource material and child care for three workshops for women at the Otahuhu Town Hall.	$1831.00
LG1809-228	New Netball Team Limited	Towards the cost of hireage of the Pulman Arena in Takanini for the Round Robin "home" tournament for the Northern Stars Netball team.	$4000.00
LG1809-229	South Harbour Business Association Incorporated	Towards coordinator wages, administration costs and media preparation to develop a community response plan in Mangere-Otahuhu.	$72,050.00
LG1809-230	The Parenting Place	Towards a fee subsidy and the cost of a facilitator for the "Toolbox Parenting Courses" focussed on Maori and vulnerable families.	$2707.00
LG1809-231	Chinese New Settlers Services Trust	Towards venue hire and promotion for the Migrant Branch Service Centre, at Friendship House Manukau.	$4,000.00
LG1809-233	KidsCan Charitable Trust	Towards the purchase of food for school children in the Mangere-Otahuhu area.	$10,000
LG1809-235	Diabetes New Zealand - Auckland	Towards costs for the Healthy Options Positive Eating (HOPE) courses including wages, food, travel, translations, venue hire, pedometers and consultant fees.	$9124.00
LG1809-238	Ohomairangi Trust	Towards, programme facilitators to coordinate, prepare and deliver eight sessions to four groups of parents with Autistic children.	$12,800.00
LG1809-242	Breakthrough Centre New Zealand	Towards the Omega Family Day, including stage, radio transmission, hiring of a gazebo, tee shirts and lunch for volunteers, bouncy castles, food hampers, inflatable slides and marketing costs.	$10,000.00
LG1809-244	Mangere Town Centre BID Incorporated	Towards a free daily exercise class in the Mangere Town Centre	$3,600.00
LG1809-245	Pacific Islands Dance Fono trading as Pacific Dance New Zealand	Towards the provision of free matinee shows and a dance costume exhibition at the Mangere Arts Centre, for local primary and secondary school students.	$5,000.00
LG1809-246	Mobility Assistance Dogs Trust	Towards the “Puppies in Prison” programme cost including the veterinary costs from 1 June 2018 to 30 September 2018.	$4,000.00
LG1809-247	Action Education Incorporated	Towards the cost of running 15 spoken word poetry workshops held at schools in the local board area.	$3,000.00
LG1809-248	Otahuhu Softball Club Incorporated	Towards the purchase of a ride-on mower to maintain the softball field at Sturges Park.	$15,353.00
LG1809-249	Mangere Central Indoor Bowling Club Manukau City Indoor Bowling Club Incorporated	Towards hall hire for the indoor bowling club at the Mangere Central Community Hall from July 2018 to July 2019 for	$1,132.00
LG1809-250	Manukau City Association Football Club Incorporated	Towards a contribution of wages for community coaches to deliver and coordinate football programmes in schools and the community for the Mangere-Otahuhu area.	$10,000.00
LG1809-252	Life Education Trust Counties Manukau	Towards delivery of the health promotion programmes, Including the running costs of the mobile classroom, educational resources, insurances, salary and professional development of the educators to three Mangere-Otahuhu schools.	$12,000.00
LG1809-253	New Zealand Council of Victim Support Groups Incorporated	Towards the victim support volunteer programme including costs for training, recruitment and volunteers.	$3500.00
LG1809-254	Waterlea Indoor Bowling Club	Towards hall hire of the Mangere Memorial Hall for the Waterlea Indoor Bowling Club.	$2,574.00
LG1809-255	Mangere East Family Service Centre Incorporated	Towards the planning, designing, preparation and execution of the arts’n’crafts booth and pavilions at the Mangere East Family Centre for the Mangere Community Sculpture Garden.	$19,530
LG1809-256	Pathways New Zealand Hip Hop Performing Arts Trust	Towards the administration costs for an eight week youth development performing arts course.	$2,000.00
LG1809-258	John Walker Find Your Field of Dreams Foundation	Towards delivering sporting opportunities for primary school children in the Mangere-Otahuhu area.	$25,000.00
LG1809-259	Ambury Park Centre Incorporated	Towards the cost of hay for horses for two months for the riding therapy programme at Ambury Park.	$5,500.00
LG1809-263	Youthline Auckland Charitable Trust	Towards support for wages for a youth worker from 1 July to 31 December 2018.	$5,000.00
LG1809-264	Auckland Kids Achievement Trust trading as Graeme Dingle Foundation Auckland	Towards wages for a part-time “Stars” programme coordinator at Auckland Seventh Day Adventist High school.	$5000.00
LG1813-212	Age Concern Counties Manukau	Towards the cost of providing counselling services to older adults in South Auckland.	$7,740.00
LG1815-212	Project Litefoot Trust	Towards the overall cost of the project, tagged towards the cost of materials, equipment, advertising and promotion at Mangere and Otahuhu sports venues	$1,219.00
LG1810-202	New Zealand Kiribati National Council	Towards the National Kiribati youth dance competition in Otahuhu on 14 July 2018, including venue hire, artists and project manager fees, transport and catering.	$2880.00
LG 1807-330	The Kids for Kids Charitable Trust	Towards venue hire and production costs for a youth choir performance.	$2,789.94
LG1810-239	Counties Manukau Sports Foundation	Towards community recreation and event co-ordinator wages	$7500.00
MOLB FPF - 1803	Toano’a O Aotearoa Community Trust	Towards the Tongan elderly group exercise programme	$2,500.00
Total			$340.691.94

Horopaki / Context

6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

7. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme.

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Māngere-Ōtāhuhu Local Board adopted their grants programme for 2017/2018 on 16 March 2017 and will operate three quick response and two local grants rounds for this financial year.

10. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications, radio, and community networks.

11. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $202,000 for the 2017/2018 financial year.

Tātaritanga me ngā tohutohu / Analysis and advice

12. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

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

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

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

15. A summary of each application received through Māngere-Ōtāhuhu, Round Two is provided (see Attachment B).

Tauākī whakaaweawe Māori / Māori impact statement

16. The local board grants programme aims to respond to Auckland Council’s commitment to improving Maori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Maori. Auckland Council’s Maori Responsiveness Unit has provided input and support towards the development of the community grant processes. Sixteen organisations applying in this round has indicated their project targets Maori or Maori outcomes.

Ngā ritenga ā-pūtea / Financial implications

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

18. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $202,000.00 A total of $99,551 was allocated in Local Grants, Round One 2017/2018 and Quick Response, Round One and Two 2017/2018. A total of $102, 449 remains to be allocated for one local grant and one quick response round for 2017/2018.

19. In Māngere-Ōtāhuhu Local Board Round Two 2017/2018, 36 applications were received, requesting a total of $340,691.94

Ngā raru tūpono / Risks

20. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri / Next steps

21. Following the Mangere-Otahuhu Local Board allocating funding for local grants round two, Commercial and Finance staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Māngere-Ōtāhuhu Grant Programme 2017/2018	23
b	Mangere-Otahuhu Local Grants Round Two 2017/2018 grant applications (Under Separate Cover)

Ngā kaihaina / Signatories

Authors

Helen Taimarangai - Senior Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Shane King - Operations Support Manager

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

16 May 2018

Auckland Transport May 2018 update to the Mangere-Otahuhu Local Board

File No.: CP2018/06930

Te take mō te pūrongo / Purpose of the report

1. To provide an update to the Mangere-Otahuhu Local Board (MOLB) on transport related matters in their area including the Local Board Transport Capital Fund (LBTCF).

Whakarāpopototanga matua / Executive summary

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

· The wider context involving a summary of the strategic projects or issues affecting the MOLB’s area including quarterly reporting information

· An update on the Local Board Transport Capital Fund (LBTCF)

· An update on Auckland Transport activities in Mangere-Otahuhu Local Board area

· Progress was made on MOLB advocacy initiatives and is reported below

· A summary of consultation about future Auckland Transport activities is included as an attachment.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the Auckland Transport May 2018 update report.

Horopaki / Context

3. This report addresses transport related matters in the local board area and includes information on the status of the LBTCF.

4. Auckland Transport (AT) is responsible for all of Auckland’s transport services, excluding state highways. AT report on a monthly basis to local boards, as set out in their Local Board Engagement Plan. This monthly reporting commitment acknowledges the important engagement role local boards play within and on behalf of their local communities.

5. Auckland Transport continues to deliver a number of strategic projects in the Māngere-Ōtāhuhu Local Board area and they are discussed below.

Regional Land Transport Plan (RLTP)

6. The most important strategic project at this time is development of the RLTP. It is a plan for how transport delivery agencies (Auckland Transport, New Zealand Transport Agency and Kiwi Rail) intend to respond to growth and other challenges facing Auckland over the next 10 years. It includes a 10-year prioritised programme of transport services and activities. Essentially, it is a budget for Auckland’s transport expenditure.

7. Auckland Transport prepares the draft RLTP jointly with the New Zealand Transport Agency and Kiwi Rail.

8. RLTP consultation has changed, now being scheduled for early May 2018. It is very important that all local boards participate in the consultation and make their feelings about Auckland Transport’s work programme known.

9. Details of the process are as follows:

· RLTP consultation began on Tuesday 1 May 2018 and closed on Monday 14 May 2018.

· Members from all 21 local boards were invited to an information, question and answer session on Monday 30 April 2018.

· Each local board had an opportunity to give verbal feedback on the plan to representatives of the Regional Transport Committee (the decision makers for RLTP) on 7 May 2018.

· There were a number of public information sessions:

o Monday 7 May 6pm – 8pm: Takapuna War Memorial Hall, 7 The Strand, Takapuna.

o Tuesday 8 May 6pm – 8pm: Manurewa Intermediate School, 76 Russell Road, Manurewa.

o Saturday 12 May 10am – 12 pm: New Lynn Community Centre, Main Hall 45 Totara Avenue, New Lynn.

o Saturday 12 May 2pm – 4pm: Grey Lynn Library Hall, 474 Great North Road, Grey Lynn.

Quarterly report on Auckland Transport projects and activities

10. Information about Auckland Transport’s activities over the past quarter (January – March 2018) are included as Attachment’s A and B:

· Attachment A – Mangere-Otahuhu Auckland Transport Activity Report.

· Attachment B – Mangere-Otahuhu Board Report – AT School Community Transport

Tātaritanga me ngā tohutohu / Analysis and advice

Local Board Transport Capital Fund

11. The LBTCF is a capital budget provided to all local boards by Auckland Council and delivered by Auckland Transport. Local boards can use this fund to deliver transport infrastructure projects that they believe are important but are not part of Auckland Transport’s work programme. Projects must also:

· Be safe

· Not impede network efficiency

· Be in the road corridor (although projects running through parks may be considered if they support a transport outcome).

12. The MOLB’s funding in this term is approximately $ 1.8 million.

Table 1: Mangere-Otahuhu Local Board Transport Capital Fund Financial Summary

Total funds available in this electoral term	$ 1,822,303
Total funds allocated to projects	$ 1,200,000
Total fund available for commitment	$ 622,000

13. 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 2: Local Board Transport Capital Fund Projects

General Overview
Projects	Current Status	Status
Upgrading the footpaths in and around the Mangere East Town Centre.		Currently ‘on hold’ pending Auckland Council Long Term Plan decision. Rough Order of Cost approx. $700,000 - $1,000,000.
Building a two lane roundabout at the intersection of Bader Drive and Idlewild Avenue		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
Bus shelter improvement project		Putting together the list of stops.
Detailed Project Progress Report
*Upgrading the footpaths in and around the Mangere East Town Centre* This project is currently ‘on hold’ while the Long Term Plan discussion takes place. When Council’s position regarding the re-development is ratified the next steps can be confirmed. The Long Term Plan process is almost complete and it is recommended that planning takes place as soon as possible after Council’s decision is made.
Formal consultation with teams in Auckland Transport (i.e. Road Safety, Traffic Operations, and Public Transport) is finished but the process of mediating the differences between teams is taking longer than expected. It is still expected work will start in the 2018/19 Financial Year.
*Widening Bader Drive in front of the Cosmopolitan Club* The final design and ‘Firm Cost Estimate’ are expected soon. Auckland Transport still aim to start delivery in July 2018.
*Ashgrove Reserve Cycle Route* This project is still ‘on hold’ awaiting an MOLB workshop after the Long Term Plan is process is finished to check progress and confirm priorities
*Bus shelter improvement project* The MOLB wishes to deliver a project to improve bus facilities in the local area. At the time, this report was written the MOLB was identifying a list of potential sites for new shelters or seats. When this list is finished, it will be submitted to Auckland Transport who will provide an estimated cost and advice on options if applicable. The MOLB will need to pass a ‘resolution’ to request a quote but this can be done when the list is finalised.

Local board advocacy

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

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: · Auckland Transport is still working on Auckland Council’s Otahuhu Streetscape programme. · The MOLB and Council plan to develop upgrade the Mangere-East Town Centre is still in Long Term Plan process and a decision is expected soon that will allow this project to advance. · The government has announced considerable funding for a ‘Rapid Transit’ or rail link through Mangere to the Airport.
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.	An advocacy issue that Auckland Transport can help support but can’t lead.
	Implement Norana path walkway and fund priority Local Paths projects	An advocacy issue that Auckland Transport can help support but can’t lead.
	Continue supporting Te Ara Mua-Future Streets and identify options to increase use of cycle ways and walkways	In April 2017 more events were supported by Auckland Transport’s Walking and Cycling Team. One of the events was the ‘Ladies Night’ cycling event to encourage more local women to cycle. Recently a community debrief of the ‘Future Streets’ project was held in Mangere. This meeting included discussion of the both the positives and negatives of the project. This meeting has provided some good idea for ways to improve the project.
	Partner with Te Wānanga o Aotearoa to use digital technology to popularise and increase use of new paths.	A MOLB project.
Safe, attractive and well-maintained streets for all.	Develop and deliver improvements to Bader Drive, e.g. a roundabout at the Idlewild Avenue 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.

Progress made on investigations

‘Future Streets’ activation activities

15. Auckland Transport continues to support encouraging the local community to use the ‘Future Streets’ area. This is done by organising activities for local people in and around the area.

16. Recently a community debrief of the ‘Future Streets’ project was held in Mangere. This meeting included discussion of the both the positives and negatives of the project. This meeting has provided some good ideas for ways to improve the project.

17. The activation programme continues and a recent highlight was the ‘Ladies Night’ cycling event.

18. Auckland Transport will continue to work hard with the community to encourage walking and cycling in the Mangere community.

Mangere Bridge ‘Safer Community’

19. Auckland Transport is delivering a new road safety initiative that concentrates road safety funding in certain areas. Mangere-Bridge is an area in which money has been committed to this initiative. The project is progressing and focuses on Mangere Bridge Village, Taylor, Woodward and Church Roads. The aim will be to make walking safer by developing crossings and safer footpaths. Heavy vehicle traffic is another issue that has been identified.

20. The team plans to visit the MOLB soon and provide an opportunity for review of the project and feedback. This is still being organised because recent budget work programmes like the Long Term Plan and Regional Land Transport Plan have taken a lot or officer and elected member time.

Mangere Bridge Community Safety Concerns

21. It has been report that the local Mangere Bridge Community and Police have discussed their concerns about late night drinking and anti-social behavior at the old Mangere Bridge.

22. Auckland Transport and Auckland Council staff have met with Police on three separate occasions. Working together these agencies developed a plan to respond to this issue. The following steps have been taken already:

· Better lighting in the area – Auckland Transport has increased the wattage of the bulbs, changed the times that they dim and may add some extra lights if required.

· Liquor Ban Signage on Poles – Auckland Council’s Community Facilities Team have installed signs.

· No Parking restriction – MOLB requested by ‘resolution’ that Auckland Transport investigates a ‘No Parking’ restriction on the Mangere Bridge. Auckland Transport has started the investigation and will report on 7 May 2018.

23. There are a couple of actions being undertaken that will involve more work and take longer.

· Liquor Ban signs on the road and footpath - Police have also asked for markings on the road and/or footpath so that it is clear that the area is liquor free. Auckland Transport Maintenance Team have tentatively approved painting markings and have offered to organise delivery but the work cannot be funded from a ‘transport budget’. A rough a quote for the work has been sent to the MOLB to see if they can fund the work. Auckland Transport will organise delivery.

24. MOLB has worked together with Police, Auckland Transport and Auckland Council to develop a coordinated response to this issue. Both Auckland Council and Auckland Transport have moved quickly and are working on other ideas to support the Police’s response.

Car Seat Project Proposal

25. Mangere-Otahuhu has a consistently high rate of children travelling in cars without car seats. Auckland Transport’s Community Transport Team is responsible for educating the community about using car seats.

26. The team carries out about 40 car seat education activities a year in South Auckland. At these activities, they provided free car seat and fitting advice to people without the money to buy them. Until recently, Plunket provided the seats given out by Auckland Transport staff but it will not be able to in future.

27. Auckland Transport cannot purchase seats due to the New Zealand Transport Agency funding criteria. The Community Transport Team is funded by New Zealand Transport Agency and these funds cannot be used for buying car seats. The team wishes to discuss MOLB providing up-to $ 5,000 worth of funding to buy approx. 60 seats and continue this programme. This will allow Auckland Transport to continue this work until a long-term sponsor can be found. Seats funded by a Local Board would be used in that Board’s area.

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

Local impacts and local board views

Auckland Transport consultations

28. Over the last reporting period, Auckland Transport has invited the local board to provide their feedback on one proposal. Details are recorded with feedback received in Attachment C.

Traffic Control Committee resolutions

29. Traffic Control Committee (TCC) decisions from March and April 2018 are included in the following table.

Table 4: Traffic Control Committee Decisions March and April 2018

Street	Area	Work	Decision
Titi Street	Otahuhu	No Stopping At All Times, Traffic Island, Stop Control	Carried

Tauākī whakaaweawe Māori / Māori impact statement

30. In this reporting period the project has required iwi liaison was ‘Future Streets’ and the project team has undertaken this task.

Ngā ritenga ā-pūtea / Financial implications

31. The most significant financial implications contained in this report relate to the RLTP. The RLTP consultation is conducted in a statutorily prescribed manner and all Local Boards will have the opportunity to provide submissions.

32. Directly relevant to the MOLB is the status of the Local Board Transport Capital Fund (LBTCF). Earlier, this report states that the MOLB has approx. $622,000 available.

33. It is important that as soon as Auckland Council’s Long Term Plan is confirmed and there is clarity about the Governing Body’s support for the MOLB’s plans in Mangere East when the LBTCF programme is reviewed and this money is reallocated.

Ngā raru tūpono / Risks

34. The proposed decision of receiving the report has no risks. Auckland Transport has risk management strategies in place for all of their projects.

35. The “Ngā ritenga ā-pūtea / Financial implications” section of this report summarized the MOLB’s LBTCF financial situation. This situation creates a risk that if the $622,000 currently unallocated, is not allocated quickly, new projects may be difficult to deliver before the end of the current electoral term.

36. It is suggested that this risk could be mitigated by:

· Workshopping possible options as soon as Auckland Council’s position with regard to Mangere East is confirmed.

· Confirming the details of the bus shelter improvement project as soon as possible.

· Re-starting the Ashgrove Reserve pathway project.

Ngā koringa ā-muri / Next steps

37. Auckland Transport will provide another update report to the local board next month.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Auckland Transport Activities	35
b ⇩	School Community Transport	47
c ⇩	Summary of Consultation	51

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

16 May 2018

Draft 2018-2028 Regional Land Transport Plan, draft Regional Fuel Tax proposal and draft Contributions Policy

File No.: CP2018/06595

Te take mō te pūrongo / Purpose of the report

1. This report seeks formal local board feedback on the draft 2018-2028 Regional Land Transport Plan, the draft Regional Fuel Tax proposal and the draft Contributions Policy 2018.

Whakarāpopototanga matua / Executive summary

2. The Regional Land Transport Plan (RLTP) sets out a ten-year capital and operating programme for transport in Auckland. It covers transport activities delivered by Auckland Transport, the New Zealand Transport Agency (NZTA), Auckland Council and KiwiRail.

3. The draft RLTP has been developed in collaboration with the NZTA. Legislation requires that the RLTP is revised every six years and reviewed after three years. It has been agreed that the level of change associated with Auckland’s growth warrants a full revision of the RLTP.

4. The RLTP will be consulted with the public between 1 and 14 May.

5. Alongside the RLTP, Auckland Council is consulting the public on a draft Regional Fuel Tax (RFT) proposal. The council consulted on a fuel tax to fund transport improvements as part of the 10-year Budget. The regional fuel tax, if introduced, would add 10 cents a litre (plus GST), and generate approximately $1.5 billion over 10 years for transport projects in Auckland. At the time, the Government Policy Statement on Land Transport (GPS) and the Auckland Transport Alignment Project (ATAP) were still under review so the projects proposed to be funded by a regional fuel tax could not be identified. The draft RFT proposal sets out the programmes and projects that the regional fuel tax would fund.

6. The draft RFT proposal is conditional on the enactment of the Land Transport Management (Regional Fuel Tax) Amendment Bill which is currently passing through the Parliamentary process.

7. The Council is also consulting on a draft Contributions Policy 2018. The draft Contributions Policy proposes an increase in development contributions to reflect additional investment, including for parks.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board give formal written feedback on:

a) the draft 2018-2028 Regional Land Transport Plan.

b) the draft Regional Fuel Tax Proposal.

c) the draft Contributions Policy.

Horopaki / Context

Regional Land Transport Plan

8. The Land Transport Management Act 2003 requires that the Regional Transport Committee (RTC) prepare an RLTP every six years, which sets out the region’s transport priorities for the next ten years, and must contribute to the purposes of the Land Transport Management Act and be consistent with the Government Policy Statement on Land Transport (GPS).

9. At its meeting of 24 October 2017 the Auckland Transport Board agreed that the level of change associated with Auckland’s growth warrants a full review of the RLTP. Since the 2015 RLTP was prepared, Auckland’s population growth has increased at a much faster pace than was envisaged. By 2028, the population of Auckland is expected to be around two million people – four years earlier than projected in 2015. Significant investment in transport infrastructure and services will be required to meet the increasing needs of these additional people both to service new housing required to match growth and to service many more customers.

10. The draft RLTP, included in Attachment A, has been developed in collaboration with the NZTA and was considered by the Regional Transport Committee (a committee comprised of the Auckland Transport Board and a representative of the NZTA convened to adopt the RLTP) on 1 February 2018, and was subsequently approved by the Chair and Deputy Chair under delegation.

11. Preparation of the draft RLTP and consultation were delayed as the GPS and ATAP were still under review, leading to some uncertainty about project priorities. Both the GPS and ATAP have now been released, and have informed the draft RLTP.

Regional Fuel Tax

12. In preparing the 10-year Budget 2018-28, the Council considered a range of funding options for its activities. The consultation on the 10-year Budget signalled that in order to achieve the level of investment that Auckland needs to address its transport issues, new funding mechanisms for transport were required. An RFT of 10 cents per litre plus GST was proposed, subject to central government providing a legislative basis for such a tax.

13. While the RFT, as a funding mechanism, was the subject of consultation, there was no ability to identify the projects that might be funded from the RFT at that time, due to the review of the GPS and ATAP.

14. The government has initiated the Land Transport Management (Regional Fuel Tax) Amendment Bill. If passed, this will enable Auckland to levy a regional fuel tax of up to 10 cents per litre, plus GST, from 1 July 2018..

15. A draft Regional Fuel Tax proposal, included in Attachment B, has been developed based on the requirements of the draft legislation. While the legislation is still to progress through the full Parliamentary process, the transitional provisions in the legislation mean that Auckland Council can develop a draft proposal, consult with the public, and submit to the responsible Ministers (the Minister of Finance and Minister of Transport) for consideration, once the legislation has been passed.

Contributions Policy

16. Development contributions enable the Council to charge developers for a portion of the cost of growth infrastructure needed as a result of development. The current Contributions Policy expires on 30 June 2018. The policy needs to be amended to reflect changes to capital expenditure in the 10-year Budget 2018-2028 and the RLTP.

17. Over the next ten years, the council needs to fund additional infrastructure to enable the construction of 120,000 dwellings to house an expected 300,000 additional Aucklanders. The 10-year Budget also allowed for an increase in investment in parks.

18. The proposed Contributions Policy 2018, included in Attachment C, proposes an increase in both urban and greenfield prices to reflect this additional investment.

19. Central government has recently introduced the Local Government (Community Well-being) Amendment Bill which would restore the Council’s ability to use development contributions to fund public swimming pools and libraries. It is not certain when this legislation will be passed so provision for the inclusion of public swimming pools and libraries has not been included in the draft Contributions Policy 2018. Once the legislation has been passed the Council can consider amending the policy to include the growth component of any qualifying expenditure or to prioritise within the expenditure programme for community infrastructure.

20. The timetable for this process is very compressed. Public consultation on the draft RLTP, draft Regional Fuel Tax proposal and draft Contributions Policy will run for two weeks between 1 May and 14 May.

Tātaritanga me ngā tohutohu / Analysis and advice

21. The consultation material for the

· Draft 2018-2028 RLTP for consultation

· Regional Fuel Tax proposal and

· Draft Development Contributions Policy

has been attached for local boards consideration. Formal feedback on these consultation documents is being sought from local boards through this report.

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

22. The RLTP sets out a ten-year regional programme. Early engagement with local boards has taken place to ensure that projects of particular interest to local communities could be taken into account in the prioritisation process by which the programme was developed.

23. This report provides the opportunity for local boards to give formal feedback on the capital and operating programmes, and any other aspects of the RLTP, including projects of particular interest to local communities. In particular, feedback from local boards is sought on whether the RLTP places the appropriate emphasis on the priority areas.

24. The draft RFT proposal reflects the priority projects in the RLTP, along with a few specific local board priorities.

25. The draft proposal signals the Council’s intent to exclude Great Barrier Island from the regional fuel tax, in line with council’s submission on the draft legislation and subject to the legislation being amended accordingly. The consultation will also signal council’s advocacy in support of rebates being enabled for fuel that is purchased for off-road use, an issue which has been raised by a few local boards.

26. The draft Contributions Policy price varies by location depending on the cost of infrastructure required to support development in an area. The capital expenditure programme to be funded by development contributions was included in the draft 10-year budget and local boards can provide feedback on the proposed programme through the LTP process.

27. Local boards have been invited to attend a briefing on the draft RLTP on 30 April 2018, followed by a full day of informal hearings-style sessions on 7 May 2018 with representatives of the Auckland Transport Board to give verbal feedback. This report enables boards to provide formal feedback to inform further decision-making on the RLTP.

28. The draft Regional Fuel Tax Proposal and draft Contributions Policy will also be covered in the briefing. Formal feedback from local boards will be considered by the Governing Body and/or the Finance and Performance Committee when making their decisions on the Regional Fuel Tax and the 10-year Budget.

Tauākī whakaaweawe Māori / Māori impact statement

29. Many components of the RLTP are of importance to and impact on Māori. The RLTP is one of the tools that can enable and can demonstrate responsiveness to Māori. Early engagement with mana whenua took place throughout the region during the development of the draft.

30. The introduction of a regional fuel tax will negatively impact some lower socio-economic communities who do not have access to alternative transport options and rely on their private vehicles. Māori tend to represent a high proportion of these communities, however, many of the projects that will be funded by the regional fuel tax are targeted at improving transport access to jobs and education for these communities as well as providing greater public transport alternatives. In the longer term, this should have a positive impact for these communities.

31. The impact on Māori for the changes to development contributions will be similar to the impact on other residents and ratepayers. The Council’s Māori Cultural Initiatives Fund provides grants to support marae and papakāinga development and can be used to fund development contributions. The Contributions Policy treats Kaumatua housing the same as retirement villages, which generally place lower demands on council services.

32. There is a need to continue to build relationships between the Council, transport agencies, mana whenua, and where relevant the wider Māori community. Ongoing engagement will assist the Council and agencies in understanding priorities for Māori, and can encourage Māori participation in decision-making processes.

33. Appropriate engagement on the RLTP, RFT Proposal and Contributions Policy are planned for the consultation period.

Ngā ritenga ā-pūtea / Financial implications

34. The financial implications of the draft RLTP, RFT Proposal and Contributions Policy are set out in the attached documents. There are no specific financial implications from seeking local board feedback.

Ngā raru tūpono / Risks

35. This report seeks local board feedback on draft regional proposals, which is part of the local board role. There are no specific risks from this process.

Ngā koringa ā-muri / Next steps

36. Possible changes to the RLTP, RFT Proposal, and Contributions Policy will be considered following public consultation.

37. The RFT Proposal will be considered by the Governing Body for adoption and submission to Government on 31 May.

38. Decisions on the Contributions Policy will also be made on 31 May, with the final policy document planned to be adopted on 27 June.

39. The final RLTP document will be considered by the Auckland Transport Board for approval prior to 30 June 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Draft 2018-2028 RTLP for consultation	59
b ⇩	Draft Regional Fuel Tax proposal	141
c ⇩	Draft Contributions Policy	165

Ngā kaihaina / Signatories

Authors

Anna Bray - Policy and Planning Manager - Local Boards

Authorisers

Louise Mason - GM Local Board Services

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

16 May 2018

Mangere Otahuhu Facility Partnership Fund - Allocation of funding for projects in 2017/2018.

File No.: CP2018/05751

Te take mō te pūrongo / Purpose of the report

1. To allocate grants for facility development projects, to groups that provide sport and recreation facilities.

Whakarāpopototanga matua / Executive summary

2. Mangere Otahuhu Local Board has budgeted $150,000 in its 2017/2018 Locally Driven Initiatives (LDI) operations budget for grants from the Facility Partnership Fund. This is line item number 1561 in the work programme.

3. The purpose of the budget is to support a strategic approach to achieving sport and recreation outcomes through the development of sport facilities. This can be achieved by providing grants to groups which have facilities / projects.

4. Sport and recreation groups within the Mangere Otahuhu Local Board area submitted grant applications via a contestable process. The application period was from 12 February until 9 March 2018. From the four eligible applications there are eight projects and the total value of the projects is $256,896.59.

5. During a workshop with Mangere Otahuhu Local Board on 11 April 2018, the eight projects were reviewed to consider for funding. The projects have been assessed against key criteria and a summary of the assessment is included in this report.

6. The following funding support is recommended.

i) a contribution of $10,000 toward the total cost of $25,000, to Counties Manukau Zone of New Zealand Rugby League, to prepare a zone facility strategy plan. The facility strategy will identify competition and training venues and will confirm the priorities for future investment into rugby league facilities.

ii) a contribution of $46,451 toward the total cost of $56,451 to Manukau Rovers Rugby Football Club Incorporated, to construct women’s toilets and upgrade men’s toilets. There are no public toilets at Williams Park where the clubrooms are located. The investment will enable girls and women to use a toilet when the existing men’s toilets within the downstairs section of the clubrooms are being used.

iii) $35,302.07 to Manukau City Association Football Club Incorporated to upgrade the kitchen appliances and install a kitchen bench. This will enable the club to cater for more people and generate more income by providing a wider variety of food options.

iv) $8,578.72 to Manukau City Association Football Club Incorporated to install a PA system. Training and games will improve if club volunteers can communicate with large groups of people using the sports fields.

v) $28,232.50 to Manukau City Association Football Club Incorporated to upgrade men’s and women’s toilets, complete plumbing for a new laundry and tuck shop sink, add a new bench for the tuck shop and install a new hot water cylinder. Upgrading toilets will provide a more hygienic environment for members, visiting teams, coaches and managers. The plumbing work required for the tuck shop will benefit the club as the club can generate income if it has a tuck shop.

vi) $5,290.00 to Mangere Centre Park Sports Association Incorporated to reseal the kitchen floor on level 1 of the clubrooms. Resealing the concrete floor in the kitchen will address a potential issue for the club due to a long crack in the floor.

7. The remaining two projects and further floor resurfacing at Mangere Centre Park Sports Association Incorporated are not recommended for funding support in 2017/2018 as they do not meet as many of the key criteria as the recommended projects.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Approve a grant of $10,000 from line item number 1561 of the Mangere Otahuhu Local Board 2017/2018 work programme, to Counties Manukau Zone of New Zealand Rugby League, towards the completion of a zone facility strategy plan.

b) Approve a grant of $46,451 from line item number 1561 of the Mangere Otahuhu Local Board 2017/2018 work programme, to Manukau Rovers Rugby Football Club Incorporated, to construct women’s toilets and upgrade men’s toilets.

c) Approve a grant of $35,302.07 from line item number 1561 of the Mangere Otahuhu Local Board 2017/2018 work programme, to Manukau City AFC Incorporated, to upgrade the kitchen appliances and install a kitchen bench.

d) Approve a grant of $8,758.72 from line item number 1561 of the Mangere Otahuhu Local Board 2017/2018 work programme, to Manukau City AFC Incorporated, to install a new PA system

e) Approve a grant of $28,232.50 from line item number 1561 of the Mangere Otahuhu Local Board 2017/2018 work programme, to Manukau City AFC Incorporated, to upgrade men’s and women’s ground floor toilets, complete plumbing for a new laundry and the tuck shop sink, add a new bench for the tuck shop and install a new hot water cylinder.

f) Approve a grant of $5,290.00 from line item number 1561 of the Mangere Otahuhu Local Board 2017/2018 work programme, to Mangere Centre Park Sports Association Incorporated to reseal the level 1 kitchen floor.

g) The balance of $15,965.91 from line item number 1561 be transferred to the Mangere Otahuhu Local Board 2017/2018 community grants fund.

Horopaki / Context

2017/2018 Mangere Otahuhu Local Board work programme

8. Mangere Otahuhu Local Board has $150,000 in its 2017/2018 work programme from the Locally Driven Initiatives operations budget to allocate in the form of facility partnership grants.

9. The purpose of the $150,000 is to support groups seeking to plan or develop sport and recreation facilities. Facility investment must be in non-council owned assets. Outcomes council is seeking from investment in sports facilities include:

· an increase in active participation

· alignment with strategic documents

· working in partnership/ sharing facilities

· investment in projects led by capable groups

· sustainable community groups.

10. The activity description for line number 1561 in the Mangere Otahuhu Local Board Work Programme for 2017/2018 is:

“Provide grants to sport and recreation groups that support the completion of needs assessments; feasibility studies; investigations; or investment in facility improvements for the development of sport and recreation facilities on council-owned land”.

Update on the grant allocated in 2016/2017

11. In 2016/2018, $150,000 was allocated to Bridge Park Tennis Club to resurface and remark five tennis courts. The tennis club started the project in early 2018. Three courts have been resurfaced and the contractor is working on resurfacing the remaining two courts.

Facility Partnership Fund 2017/2018

12. At a Mangere Otahuhu Local Board workshop on 27 September 2017, the local board agreed on the criteria for the assessment of applications. The board requested that a contestable application process be used to receive applications.

13. Sport and recreation groups were contacted in December 2018 by the Sport and Recreation Lead and also by Counties Manukau Sport. Groups were informed about the timeline for submitting an application. Promotion about the funding round was also via council’s online channels.

14. Shortly after the funding round opened on 12 February, groups were sent the link to the online application form. Applications were submitted by six groups during the one month application period. Applications closed on Friday 9 March 2018.

15. Six groups applied for funding and projects from four of those six groups are eligible for consideration. The total funds requested by the four eligible groups in 2017/2018 is $256,896.59.

Assessment criteria

16. Eight projects were assessed against the following criteria:

· the number of people who will benefit.

· capability of the group leading the project

· the impact on sustainability

· whether a group is willing to partner/share facilities

· readiness for the project to proceed

· impact on participation

· strategic alignment with sport and recreation documents.

Projects for consideration in 2017/2018

17. The following eight projects are eligible for consideration in 2017/2018. The priority level, following assessment against the above assessment criteria, is stated alongside each project.

i) Counties Manukau Zone Of New Zealand Rugby League (NZRL) Incorporated: preparation of a zone facilities strategy ($25,000). High priority.

ii) Manukau Rovers Rugby Football Club Incorporated: constructing women’s toilets ($46,577) and upgrading men’s toilets ($9,874). High priority.

iii) Manukau City Association Football Club Incorporated: upgrading the kitchen appliances and installing a bench ($35,302.07). Medium priority.

iv) Manukau City Association Football Club Incorporated: installing a PA system ($8,758.72). Medium priority.

v) Manukau City Association Football Club Incorporated: upgrading the men’s and women’s toilets, plumbing for a new laundry, a new bench for the tuck shop, plumbing for the tuck shop sink and a new hot water cylinder ($28,232.50). Medium priority.

vi) Mangere Centre Park Sports Association Incorporated: preparing a design for flood lights for the No. 1 field at Centre Park ($40,000). Medium priority.

vii) Mangere Centre Park Sports Association Incorporated: preparing a design for a new balcony ($30,000). Low priority.

viii) Mangere Centre Park Sports Association Incorporated: resurfacing of the floor in the foyer, level 1 (includes kitchen) and the stadium ($43,152.50). Low priority.

Applications not considered in 2017/2018

18. Two applications are not eligible for consideration for a grant, as follows:

Toano'a O Aotearoa Community Trust: the trust applied for funds to pay for hall hire for a group of elderly people aged 60 – 80 years. The group meets once a week to take part in an exercise class. This application was transferred to the local community funding grant round as it does not align with the purpose of the Facility Partnership Fund.

Vaka Manukau Niue Community Trust: the trust applied for funds toward the design and building consent for a new early childhood centre at Aorere Park. The application is not eligible because i) early childhood centres are not sport and recreation facilities and ii) Aorere Park is in Otara Papatoetoe Local Board area.

Tātaritanga me ngā tohutohu / Analysis and advice

Options considered

19. Options considered are presented below with the pros and cons of each summarised in Attachment 1. The priority level is stated alongside the heading for each below.

Option1: Counties Manukau Zone Of New Zealand Rugby League (NZRL) Incorporated. Preparing a zone facilities strategy. High priority.

Overview: Counties Manukau Zone Of New Zealand Rugby League (NZRL) Incorporated wishes to prepare a facility strategy plan for the zone at a cost of $25,000. The scope of the project includes identifying a location for a “home of rugby league” as well as dedicated competition and training venue/s for the zone. Three of the 12 rugby league clubs within the zone are within Mangere Otahuhu Local Board area. This equates to 38% or 3,010 participants, including 2,470 under the age of 18 years.

Analysis: The project meets six criteria. The Auckland Regional Rugby League Facility Plan recommends that a zone facility strategy be prepared and that gaining access to a Tier 3 (competition) venue is a priority. A facilities strategy plan will provide guidance as to where resources should be allocated and the priority of club projects, including projects identified for the three Mangere – Otahuhu based rugby league clubs.

Option 2: Manukau Rovers Rugby Football Club Incorporated. Constructing women’s toilets and upgrading men’s toilets. High priority.

Overview: The project is to construct women’s toilets within the downstairs section of the clubrooms at a cost of $46,577. In addition, the club wishes to upgrade the downstairs men’s toilets at a cost of $9,874. The club is seeking $46,451. At present, women and girls are required to use the men’s downstairs toilets when the upstairs clubrooms are locked. Women’s toilets will enable girls and female players, coaches, managers and referees to use toilets when required, rather than having to wait for men to vacate the men’s toilets before using them.

Analysis: The project meets six of the criteria. With the increasing number of girls and women playing rugby, the club now wishes to provide women’s toilets. The downstairs facilities do not cater for women and girls and there are no public toilets at Williams Park. Having girls and women using male toilets could pose a safety issue.

Option 3: Manukau City Association Football Club Incorporated: upgrading the kitchen appliances and installing new kitchen bench. Medium priority.

Overview: Manukau City Association Football Club Incorporated intends to upgrade the kitchen appliances and install a 2.4m long kitchen bench at a cost of $35,302.07. The kitchen does not meet the needs of the club and the benches are in a state of disrepair due to wear and tear over a 30 year period. The club would like to improve its ability to generate income from the sale of a wider variety of food options.

Analysis: The project meets four of the criteria. Upgrading the kitchen appliances and installing a new kitchen bench will enable the club to cater for more people and generate more income. The existing appliances limit the club’s ability to provide food for the 400 club members. Investment will also enable the club to cater for other groups who wish to use the club facilities.

Option 4: Manukau City Association Football Club Incorporated. Installing a PA system. Medium priority.

Overview: Manukau City Association Football Club Incorporated would like to install a new PA system to improve the organisation of training and games and general management of field use. The cost of the new PA system is $8,758.52. The PA system will include an amplifier, microphones, a wall rack, speakers and cabling. Two loud speakers will face the main competition fields and one speaker will face the training field.

Analysis: This project meets five criteria. The organisation of training and games will improve with the ability of club volunteers to communicate with large groups of people using the sports fields. The installation of a PA system could assist with increasing the sustainability of the club if the club uses it to facilitate more indoor and outdoor activities that generate income.

Option 5: Manukau City Association Football Club Incorporated: upgrade of men’s and women’s toilets, plumbing for a new laundry, a new bench for the tuck shop, plumbing for the tuck shop sink and a new hot water cylinder. Medium priority.

Overview: Manukau City Association Football Club Incorporated would like to upgrade the downstairs toilets and is planning to have a laundry and tuck shop. The cost of the project is $28,232.50. The scope of the project includes providing new toilet fittings and fixtures, eight new shower heads, plumbing for a new laundry area in the kit room, a new bench for the tuck shop and plumbing for the tuck shop sink. Also, the hot water cylinder that supplies the upstairs kitchen as it is leaking and requires replacement.

Analysis: This project meets four of the criteria. The club has not accumulated funds to renew worn out facilities. In regard to the plumbing work required for a tuck shop and the new bench, these will benefit the club as the club can generate more income if it has a tuck shop. Without a hot water cylinder to supply the upstairs kitchen, the upstairs kitchen will have no hot water which means the club cannot sell food to generate income.

Option 6: Mangere Centre Park Sports Association Incorporated. Preparing a design for flood lights for the No. 1 field at Centre Park. Medium priority.

Overview: the Mangere Centre Park Sports Association building overlooks field No. 1 at Centre Park. The association would like to install floodlights and the design plan for the flood lights will cost $40,000.

Analysis: The project meets three of the criteria. Securing access to sand based playing surfaces with floodlights, to enable community football to grow, is the number one priority for football in the Auckland Sport Sector Facilities Priorities Plan. The No.1 field at Centre Park is managed as a sand-based competition field. At present, there is adequate field space for daytime football competition games within the Mangere Otahuhu Local Board area. The priorities for field lighting for competition are planned and implemented via the Sports Infrastructure Development Project.

Option 7: Mangere Centre Park Sports Association Incorporated. Preparing a design for a new balcony adjacent to the clubrooms. Low priority.

Overview: Mangere Centre Park Sports Association Incorporated would like to increase spectatorship from its building across sports fields, by having a balcony. The cost of the design work for the balcony is $30,000. Once the balcony is designed, the association intends to seek funds to construct it.

Analysis: The project meets two of the criteria. The association has not planned to maintain its existing facilities. There is no evidence to suggest that having a balcony will increase the club’s ability to operate in a sustainable position. Investment in a balcony will not lead to an increase in active participation in football or other sports.

Option 8: Mangere Centre Park Sports Association Incorporated. Resealing of the floor in the foyer, level 1 and the stadium. Low priority.

Overview: This club wishes to reseal the concrete floor at the clubrooms at a cost of $43,152.50. Wear and tear since the floor was laid in 2009 has resulted in the need for resurfacing. The resurfacing is expected to last 20 years. The priority area is the kitchen on level 1 as there is a long crack in the concrete and food on the floor gets into the crack. This poses a hygiene issue. The cost for resealing the kitchen floor is $5,290.00.

Analysis: The project meets two of the criteria. The impact on participation in active sport and recreation will be low. Although the club advised that it is willing to share its facilities with other group/s, the perception in the community is that the association is hesitant about other local groups hiring/ using the facilities.

Recommended options

20. Within budget line 1561, there is $150,000 available in 2017/2018 which is reflected in the following recommended funding support.

21. Projects are presented in the order of the score against the assessment criteria except for the last recommended project. The rationale for each recommendation is stated.

High priority projects

i) Option 1: Counties Manukau Zone Of New Zealand Rugby League (NZRL) Incorporated. Preparing a zone facilities strategy (cost: $25,000; the recommended contribution in funding support is $10,000).

The rationale for this is that it is a high priority project. Also:

· there are 3,010 active participants in rugby league within Mangere Otahuhu Local Board area, including 2,470 children and young people. They would benefit from having strategic direction with regard to facility provision.

· Counties Manukau Zone has good level of knowledge and capability in raising funds to improve facilities for clubs. Without the clear strategic direction this project will provide, Counties Manukau Zone will struggle to improve facilities for rugby league.

· Counties Manukau Zone is willing to share facilities and understands that identifying partners will be key to its success. Identifying partners to establish rugby league facilities such as a “home of rugby league” is within the scope of the project.

· the project aligns with the strategic direction in the Auckland Sport Sector Priorities Plan (2017) and the Auckland Regional Rugby League Facility Plan.

· the project can start in June 2018.

· The recommended contribution of funding support of $10,000 is 40% of the project cost which equates to the approximate percentage (38%) of rugby league players who reside within the local board area. Rugby league players in other areas of south Auckland will also benefit from this project therefore there is an opportunity for the Counties Manukau Zone to seek the balance required from other sources, including other southern local boards.

ii) Option 2: Manukau Rovers Rugby Football Club Incorporated. Construction of women’s toilets (cost: $46,577) and upgrading men’s toilets (cost: $9,874). The total cost is $56,451 of which the club is seeking $46,451.

The rationale for this is that it is a high priority project. Also:

· the club has 410 active participants of which 200 are under the age of 18 years.

· the club is operating sustainably. There is no evidence to suggest that the construction of women’s toilets would negatively impact the ability for this club to remain sustainable.

· the club intends to make the facilities available to other groups who would have their own access code. Touch teams and schools who use the park will have access to use the women’s toilets. At present, women’s touch teams are required to use the men’s toilets once they are vacant.

· subject to the confirmation of funding, the club is ready to proceed.

· Auckland Rugby is focused on increasing participation in rugby by girls and women. With the population of the local board area forecast to increase from 81,177 in 2018 to 90,196 in 2036, it is possible that participation in women’s rugby could increase. Women’s toilets could be a factor in the decision by girls and women to play for this this club.

· the club is willing to contribute $10,000 to the total cost of the project.

Medium Priority Projects

iii) Option 3: Manukau City Association Football Club Incorporated: upgrading the kitchen appliances and installing a new kitchen bench (cost: $35,302.07).

The rationale for this is that it is a medium priority project. Also:

· the club has 400 active participants including 240 children and young people under 18 years.

· upgrading kitchen appliances is likely to generate more income through food sales. This will mean the club will be in a stronger financial position. If the club can accumulate funds for renewals, it can renew facilities before they wear out/stop working. Council wishes to see more clubs generating income in order to support club activities.

· in addition to members, coaches and managers benefiting from upgraded kitchen facilities, family members may also benefit. If the club is in a position to cater for more people, it will be able to offer meals for families after training during week nights.

· the club will be better equipped to provide catering services for groups who use the facilities.

· the project can start in June 2018.

iv) Option 4: Manukau City Association Football Club Incorporated. Installing a PA system (cost: $8,758.72).

The rationale for this is that it is a medium priority project. Also:

· the club has 400 active participants including 240 children and young people under 18 years.

· the club opens its facilities for the community to use. User groups include fitness classes, a cultural group and a homework group after school. User groups may benefit from being able to use the PA system.

· the installation of a PA system could increase the sustainability of the club if the club uses it to facilitate more indoor and outdoor activities that generate income for the club.

· a PA system will improve communication with participants, coaches and managers which is likely to have a positive effect on participation. It will be much easier to communicate with players and that this will improve organisation of games and training. The club will have the ability to offer more activities outdoors which would increase participation (e.g., boot camp).

· improving communication with players aligns with Outcome 6 in the Mangere Otahuhu Local Board Plan. A key objective is to “increase opportunities for active, healthy living, and community involvement and connectedness”. Also, a key initiative of Outcome 6 is to “support opportunities for young people to engage and connect with each other through arts, sports and cultural activities”.

· the project can start in June 2018.

v) Option 5: Manukau City Association Football Club Incorporated: upgrade of men’s and women’s toilets, plumbing for a new laundry, a new bench for the tuck shop, plumbing for the tuck shop sink and a new hot water cylinder (cost: 28,232.50)

The rationale for this is that it is a medium priority project. Also:

· the club has 400 active participants including 240 children and young people under 18 years.

· investment in the proposed tuck shop will enable the club to generate income. If profitable, this will mean the club will be in a stronger financial position.

· the club opens its facilities for the community to use. User groups include fitness classes, a cultural group and a homework group after school. User groups will benefit from the upgraded men’s and women’s toilets.

· the project can start in June 2018.

vi) Option 8 (part of): Mangere Centre Park Sports Association: Resealing the kitchen floor on level 1 which is part of the full floor resealing project (cost: $5,290.00).

The rationale for this is:

· the total cost of the above recommended projects in options 1 – 5 is $128,744.09, leaving a balance of $21,255.91 in line item number 1561. This balance of $21,255.91 will cover the full cost of $5,290 to reseal the kitchen floor on level 1 at the Mangere Centre Park Sports Association building.

· although the full floor resurfacing project is a low priority, within the areas that require resurfacing, the kitchen requires attention due to food getting into a crack in the floor. This will become a health and safety issue if it is not addressed.

22. The remaining three projects assessed (includes the remainder of the floor resealing at Mangere Centre Park Sports Association) are not recommended for funding support in 2017/2018. They scored lower against the assessment criteria than options 1 – 5 and do not meet as many of the criteria as the recommended projects (excluding option 8).

Balance remaining in line item number 1561

23. The total cost of recommended projects is $134,034.09 leaving a balance in line item number 1561 of $15,965.91. It is recommended this be transferred to the local community grants fund.

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

24. The input and views of the local board were received at a workshop on 11 April 2018. The local board indicated support for options 1 - 5 in this report and also the resealing of the kitchen floor at Mangere Centre Park Sports Association clubrooms (part of Option 8).

25. The local board indicated support for the Counties Manukau Rugby League zone project (Option 1) however as this is a Counties Manukau wide project, the board would like to see a financial contribution from other local boards. Rugby league players in other local board areas will also benefit from having a facility strategy plan.

26. Mangere Otahuhu Local Board commented that it did not support the Mangere Centre Park Sports Association Incorporated projects to design lighting for field No. 1 and design a new balcony. The board indicated support for the resealing the floor of the kitchen at Mangere Centre Park Sport Association clubrooms.

Tauākī whakaaweawe Māori / Māori impact statement

27. Within the Mangere Otahuhu Local Board area, 15.9% of the population is Maori.

28. Due to the variety of projects, there is likely to be benefit for Maori who participate in rugby league, rugby and football.

29. Maori girls and women who play, coach, manage and referee rugby at Williams Park will know they have access to a toilet within the downstairs area of Manukau Rovers Rugby Club, which is a basic requirement to participate in sport at a park.

30. The impact on Māori is likely to be greater than that of general participants. Maori are 135% more likely to play football and 4% more likely to participate in rugby, than other Mangere Otahuhu residents. For rugby league, the proportion of the general population playing is almost the same as that of Maori.

Ngā ritenga ā-pūtea / Financial implications

31. Mangere Otahuhu Local Board has budgeted $150,000 in line item number 1561 within its 2017/2018 work programme. This line item is within the Locally Driven Initiatives operational budget. Recommendations for grant funding total $134,034.09.

32. The recommendations do not give rise to any major financial risks.

33. The economic return on investment for the Counties Manukau Rugby League Zone project is that the location of any future facilities will have maximum benefit for rugby league participants. Also, by prioritising rugby league projects within the zone, resources can be allocated to ensure the most efficient and effective outcomes for the code.

34. The installation of a PA system within the clubrooms of Manukau City AFC is likely to lead to less overuse of fields at Walter Massey Park. This could mean that less field maintenance/ repairs will be required due to over use by informal park users.

35. The economic return on investment from investment in a kitchen at Manukau City AFC is the club will be in a position to generate more income from the sale of food. By generating more income, the club can begin to save for future facility renewals.

Ngā raru tūpono / Risks

36. Potential risks from investment will be mitigated by having a signed funding agreement with each of the organisations recommended for grant funding. The funding agreement will state how the funding is to be used. For Counties Manukau Rugby League Zone of New Zealand Rugby League, funds will be released upon the group submitting evidence to confirm the balance has been secured to complete the project.

37. The sport and recreation team has prepared and managed many similar funding agreements. The risk of not achieving the expected outcomes from the recommended grant funding is expected to be low.

Ngā koringa ā-muri / Next steps

38. Should the local board resolve to allocate funding to the recommended projects, then:

· a funding agreement will be developed for each of the four organisations, outlining the terms and conditions for the funding.

· staff from the sport and recreation team will keep the local board informed on progress through local board reporting.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Attachment 1 – Assessment of pros and cons for projects considered in 2017/2018.	219

Ngā kaihaina / Signatories

Authors

Rose Ward - Sport and Recreation Advisor

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Carol McKenzie-Rex - Relationship Manager

Dave Stewart - Manager Sport & Recreation

Māngere-Ōtāhuhu Local Board

16 May 2018

Attachment 1 – Assessment of Pros and Cons for Projects Considered in 2017/2018

Option 1: Counties Manukau Zone Of New Zealand Rugby League (NZRL) Incorporated, Penrose Auckland. Preparing a zone facility strategy plan ($25,000).

Background: There are three rugby league clubs within Mangere Otahuhu Local Board area comprising 38% of the 8,000 rugby league players within the Counties Manukau Zone. The Auckland Regional Rugby League Facility Plan recommends that a zone strategy plan be prepared. The Counties Manukau Zone wishes to confirm a zone location/s for a home of rugby league, competition and training. In addition, it would like to investigate the needs of its 12 affiliated clubs. The scope of the study includes identifying the premier and community clubs within the CMRL zone, identifying their key projects and prioritising them. Counties Manukau Zone advised it is not in a position to contribute to the cost of this project.

Pros

Cons

Number of people who will benefit.

The club has 3,010 active participants within the Mangere Otahuhu Local Board area, including 2470 children and young people under 18 years. Over the last three years, participation has increased.

Capability of the group leading the project.

The Counties Manukau Zone has a good level of knowledge and experience in raising funds to improve facilities for clubs.

Readiness for the project to proceed

The project will be completed in 2018/2019 and will need to be scheduled by the consultant who has indicated a high workload at present.

Impact on sustainability

The organisation is operating sustainably. It does not own a facility and pays rent, therefore there is no depreciation as an expense. Preparation of the plan will not have an impact on the sustainability of the Counties Manukau Zone.

Partnerships/ Sharing facilities

Although the organisation is willing to work with partners and share facilities, it has not identified any partners to date. Identifying partners is within the scope of the project. The organisation is aware that this will be key to its success in establishing a home of rugby league.

Alignment with strategic documents

The need for a sub regional hub as competition and training venues in the Counties Manukau Zone is identified as a No. 1 priority in the Auckland Sport Sector Priorities Plan (2017).

Securing access to a tier 3 (zone) competition venue and training venue are identified as priorities in the Auckland Regional Rugby League Facility Plan. It is recommended that a facility plan be prepared to ensure that the minimum facility standards are developed. Minimum levels of service provision for competition and training are outlined in the plan.

Impact on participation

This project will have no direct impact on participation. The recommendation/s in the final plan for a location for the home of rugby league, competition and training venue, if implemented, will have an impact on participation.

Option 2: Manukau Rovers Rugby Football Club Incorporated, Williams Park, Mangere. Constructing women’s toilets ($46,577) and upgrading the men’s toilets ($9,874). The total cost is quoted as $56,451.

Background: Manukau Rovers Rugby Football Club Incorporated has 410 members actively participating. The club would like to construct new women’s toilets ($46,577) in the downstairs part of the clubrooms and upgrade the downstairs men’s toilets (9,874). At present, women and girls cannot use a toilet when the upstairs clubrooms is locked. Female coaches, players and supporters have been advised that if the upstairs clubrooms is locked and the changing rooms downstairs are being used, they are required to use the men’s toilets once they are vacant. With the growth of girls and women’s rugby and the increasing numbers at Williams Park, this is considered by the club as unsatisfactory. The club will contribute $10,000 to this project and is therefore seeking $46,451 toward the cost of providing two women’s toilets and upgrading the men’s toilets (includes resource consent costs).

Pros

Cons

Number of people who will benefit.

The club has 410 active participants. Over the last three years, participation has stayed the same.

Capability of the group leading the project.

The club is operating in a sustainable position and is in a strong financial position in order to be able to clean and maintain new toilets.

Impact on sustainability

The club is operating sustainably after depreciation. There is no evidence to suggest that the construction of women’s toilets would negatively impact the ability for this club to remain sustainable.

Partnerships/ Sharing facilities

Although the club has not engaged with any new partners for this new facility, touch teams and schools who use the park will have access to use the women’s toilets. At present, women’s touch teams are required to use the men’s toilets once they are vacant. The club intends to make the facilities available to other groups who would have their own access code.

Readiness for the project to proceed

Subject to the confirmation of funding, the club is ready to proceed. Quotes include the cost of obtaining resource consent.

Impact on participation

Participation by males at this club is stable. Participation among females is increasing as Auckland Rugby is focusing on increasing participation in girls and women’s rugby. With the population of the local board area forecast to increase from 81,177 in 2018 to 90,196 in 2036, it is possible that participation in women’s rugby could increase. Having women’s toilets could be a factor in the decision by girls and women to play for this this club.

Alignment with strategic documents

Construction of toilets is not identified in the Greater Auckland Rugby Facility Plan (2012) for this club. Also, the addition of women’s toilets is not identified as one of the top five priorities for rugby in the Auckland Sport Sector Facilities Priorities Plan (2017).

There are no public toilets at Williams Park. Council's minimum service level is to provide one accessible unisex toilet for up to 10 fields. There are three fields at Williams Park.

Option 3: Manukau City AFC, Walter Massey Park. Upgrading kitchen appliances and installing a new kitchen bench ($35,302.07).

Background: Manukau City AFC wishes to upgrade the kitchen. The project includes the installation of new appliances such as a fryer, electric grill, electric range, and an extraction hood. It also includes installation of a new 2.4m long kitchen bench. The club has no funds to contribute to this project.

Pros

Cons

Number of people who will benefit.

The club has 400 active participants within the Mangere Otahuhu Local Board area, including 240 children and young people under 18 years. Over the last three years, participation has increased.

In addition to members, coaches and managers benefiting from upgraded kitchen facilities, family members may also benefit. If the club is in a position to cater for more people, it may be able to offer meals after training during week nights.

Readiness for the project to proceed

Subject to confirmation of funding, the club is ready to proceed.

Partnerships/ Sharing facilities

User groups of the facility include fitness classes, a cultural group and a church homework centre after school. The club is willing to share facilities.

The club will be better equipped to provide catering services for groups who use the facilities. This could lead to an increase in the frequency that facilities are hired. Currently groups who hire the facilities do not use the kitchen.

Impact on sustainability

Upgrading kitchen appliances is likely to generate more income through food sales. This will mean the club will be in a stronger financial position. If the club can accumulate funds for renewals, it will be able to renew facilities before they wear out/stop working.

Capability of the group leading the project.

The group has not accumulated funds in order to upgrade toilets.

The group operates at a small profit ($8,930 (2016), $14,704 (2015), $7,138 (2014). If the club depreciated its assets, it would be operating at a loss.

Alignment with strategic documents

Upgrading the kitchen is not identified in the Auckland Regional Football Facility Plan or the Auckland Sport Sector Facilities Priorities Plan.

Impact on participation

Upgrading the kitchen appliances and installing a new bench will not increase participation in football.

Option 4: Manukau City AFC, Walter Massey Park. Installing a PA system ($8,758.72).

Background: Manukau City AFC wishes to install a PA system to improve communication with participants, coaches and team managers. The PA system will include three horn speakers with two facing the main fields and one facing the training field. The cost includes installing antennae, microphones, amplifier, a wall rack, speakers and cabling. At present, the club has an old PA system that does not allow communication with members outside the building. The club has no funds to contribute to this project.

Pros

Cons

Number of people who will benefit.

The club has 400 active participants within the Mangere Otahuhu Local Board area, including 240 children and young people under 18 years. Over the last three years, participation has increased.

Readiness for the project to proceed

The PA system can be installed once funding is secured.

Partnerships/ Sharing facilities

User groups include fitness classes, a cultural group and a church homework centre after school. The club is willing to share facilities.

Impact on sustainability

The installation of a PA system could increase the sustainability of the club if the club uses it to facilitate more indoor and outdoor activities that generate income for the club.

Impact on participation

A PA system will improve communication with participants, coaches and managers which is likely to have a positive effect on participation. The club believes it will be much easier to communicate with players and that this will improve organisation of games and training. The club will have the ability to offer more activities outdoors which would increase participation (e.g., boot camp).

Capability of the group leading the project.

The group has not accumulated funds in order purchase a PA System.

The group operates at a small profit ($8,930 (2016), $14,704 (2015), $7,138 (2014). If the club depreciated its assets, it would be operating at a loss.

Alignment with strategic documents

There is no alignment with the Auckland Regional Football Facility Plan or the Auckland Sport Sector Facilities Priorities Plan.

Option 5: Manukau City AFC, Walter Massey Park. Upgrading men’s and women’s toilets, plumbing for a new laundry and tuck shop sink, installing a bench in the tuck shop and a new hot water cylinder, ($28,232.50).

Background: Manukau City AFC wishes to upgrade men’s and women’s ground floor toilets. Upgrading the toilets will provide a more hygienic environment for members, visiting teams, coaches and managers. The club also wishes to install a laundry and tuck shop and is seeking funding for the plumbing required for these two facilities. A new hot water cylinder is also required in order to supply the kitchen with hot water. The club has no funds to contribute to this project.

Pros

Cons

Number of people who will benefit.

The club has 400 active participants within the Mangere Otahuhu Local Board area, including 240 children and young people under 18 years. Over the last three years, participation has increased. Following a football festival in February 2018, 104 new children and young people signed up for football.

Readiness for the project to proceed

Subject to confirmation of funding, the club is ready to proceed.

Partnerships/ Sharing facilities

User groups of the facility include fitness classes, a cultural group and a church homework centre after school. The club is willing to share facilities.

Aktive Auckland has provided funding for the club to visit schools. This will start in Term 2 2018

Impact on sustainability

Having plumbing completed and installing a bench in the proposed tuck shop will progress the club’s project to establish a tuck shop. The tuck shop will improve the club’s ability to generate more income so it is in a position to save for renewals.

Capability of the group leading the project.

The group has not accumulated funds in order to upgrade toilets or the hot water cylinder. The group operates at a small profit ($8,930 (2016), $14,704 (2015), $7,138 (2014). If the club depreciated its assets, it would be operating at a loss.

Impact on sustainability

Upgraded toilets will not contribute to improved sustainability for the club.

Alignment with strategic documents

Refurbishment of toilets, plumbing and a new hot water cylinder at the clubrooms are not identified in the Auckland Regional Football Facility Plan or the Auckland Sport Sector Facilities Priorities Plan.

Impact on participation

Upgrading the toilets and investing in plumbing, a new bench and a hot water cylinder will not increase participation in football.

Option 6: Mangere Centre Park Sports Association Incorporated, Centre Park, Mangere. Preparing a design plan for lighting of the No. 1 competition field at Centre Park ($40,000).

Background: Mangere Centre Park Sports Association Incorporated has 600 members. The club would like to prepare a design plan for flood lights for the Number 1 field. At present, council has no plans to provide lights at Centre Park. However, an assessment will be undertaken over the next 12 – 18 months as part of the Sports Fields Infrastructure Development project. If identified as a priority, lights could be installed at Centre Park. The association no funds to contribute to the project.

Pros

Cons

Number of people who will benefit.

The club has 600 active participants. Over the last three years, participation has increased. The data collected on supply and demand does not consider the timing of games and possible need for competition games to be played at night. We (council) are still in the mind-set that all competition games for community sport should be played during the day. This is not reflecting the changing needs of our communities.

Readiness for the project to proceed

The project could proceed if fully funded. The club has no funds to contribute toward the cost associated with the design of lighting balcony.

Alignment with strategic documents

Securing access to high quality sand based playing surfaces with floodlights to enable community football to grow is the number 1 priority for football in the Auckland Sport Sector Facilities Priorities Plan (2017). The number 1 field at Centre Park is a soil field with sand on top and is managed as a sand field.

Capability of the group leading the project.

The group is operating in an unsustainable position. Financial statements confirm losses of $75,539 (2014), $58,769.91(2015) and $52,835.09 (2016) after depreciation.

Impact on sustainability

The club is operating at a loss. An investment in the design of lighting will not directly contribute to improved sustainability for the association. In addition, the Number 1 field is a competition field and is already used at capacity.

Partnerships/ Sharing facilities

The club has not identified partners. It advised that it is willing to share facilities with another group/s, however the perception in the community is that the association is hesitant to let other user groups to use the facilities. User groups are predominantly from outside the area (e.g., New Zealand Fijian AFC).

Impact on participation

A lighting design will not lead to an increase in active participation in football or other sports.

Alignment with strategic documents

The need for lighting is not identified in the Auckland Regional Football Facility Plan (2011 -2021).

Option 7: Mangere Centre Park Sports Association Incorporated, Centre Park, Mangere. Preparing a design for a new viewing balcony on the association’s building ($30,000).

Background: Mangere Centre Park Sports Association Incorporated has 600 members. The club would like to design a new balcony with a view to constructing a balcony to increase spectatorship over a sports field. This would enable more people to view sport outside the building, overlooking field No. 2. The proposed balcony would help to minimise broken windows. At present, people climb onto the tin roof below the lounge area and break windows (vandalism). The association has no funds to contribute to the project.

Pros

Cons

Number of people who will benefit.

The club has 600 active participants. Over the last three years, participation has increased.

Readiness for the project to proceed

The project could proceed if fully funded. The club has no funds to contribute toward the cost associated with the design of the proposed balcony.

Capability of the group leading the project.

The group is operating in an unsustainable position. Financial statements confirm losses of $75,539 (2014), $58,769.91(2015) and $52,835.09 (2016) after depreciation.

Impact on sustainability

The club is operating at a loss. Investment in the design of a balcony will not directly generate income for the association.

Partnerships/ Sharing facilities

Impact on participation

Designing a balcony will not lead to an increase in active participation in football or other sports.

Alignment with strategic documents

The balcony is not identified in the Auckland Regional Football Facility Plan (2011 -2021). It is also not identified as one of the top five priorities in the Auckland Sport Sector Facilities Priorities Plan (2017).

Option 8: Mangere Centre Park Sports Association Incorporated, Centre Park, Mangere. Re-sealing of floor surfaces in the foyer, Level 1 and the stadium floor ($43,152.50).

Background: Mangere Centre Park Sports Association Incorporated has 600 members. The club would like to reseal floors within the facility due to wear and tear since 2009 when the new floors were installed. The floors were designed to be wooden, however the club decided to have polished concrete. The coating on the polished concrete requires a new coat. A long crack exists within the kitchen floor and the resealing of this is a priority. The association has no funds to contribute to the project.

Pros

Cons

Number of people who will benefit.

The club has 600 active participants. Over the last three years, participation has increased.

Readiness for the project to proceed

The project could proceed if fully funded. The club has no funds to contribute toward the resurfacing of the floor.

Capability of the group leading the project.

The group is operating in an unsustainable position. Financial statements confirm losses of $75,539 (2014), $58,769.91(2015) and $52,835.09 (2016) after depreciation.

Impact on sustainability

The club is operating at a loss and has not been in a position to save funds for renewals. The club has limited volunteer capacity and should focus on decreasing its debt prior to planning new projects that do not generate income.

Partnerships/ Sharing facilities

Impact on participation

Resealing the floors would not lead to an increase in active participation in football or other sports.

Alignment with strategic documents

The resealing of floors is not identified in the Auckland Regional Football Facility Plan (2011 -2021). It is also not identified as one of the top five priorities in the Auckland Sport Sector Facilities Priorities Plan (2017).

Māngere-Ōtāhuhu Local Board

16 May 2018

Māngere Community Initiatives

File No.: CP2018/06917

Te take mō te pūrongo / Purpose of the report

1. To confirm support in principle, for further development of specific proposals for a number of community initiatives in the Māngere area.

Whakarāpopototanga matua / Executive summary

2. There are a number of community initiatives in the Māngere area that include community groups wishing to establish or further develop and expand community facilities on parkland.

3. An opportunity was realised to understand the collective aspiration, and take a network approach in ensuring that community need is met efficiently and effectively. This ensures stakeholder and council investment value is maximised and open space values in Māngere are protected.

4. Council staff have been working with the key stakeholders together to look at opportunities for collaboration and potential for integration of services, recognising the diversity across the stakeholder group.

5. Through workshops and ongoing conversations between key stakeholders and with staff, options have been developed to realise the community aspirations. The options were assessed and summarised for the local board at a workshop in April 2018.

6. Confirmation from the local board will enable key stakeholders that receive support in principle, to further develop their proposals for future consideration by the local board for landowner approval.

7. Concept plans developed for Māngere Centre Park and Walter Massey Park approved by the local board for consultation in August 2016 may need to be reviewed and amended, recognising the local board direction on the proposals.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board supports in principle:

a) further investigation to extend Māngere Community House - Te Whare Koa on Māngere Centre Park to accommodate larger groups whilst protecting the heritage values of the facility.

b) further development of a proposal to make application for land owner approval to establish a facility for BikeFIT (Time to Thrive to Stay Alive Trust) on Māngere Centre Park.

c) further development of a proposal to make application for land owner approval by FITLIFE Trust to locate their Dome on Māngere Centre Park for the short term (approximately 5 years), whilst exploring more permanent medium to long term opportunities.

d) further investigation to redevelop the existing community centre on Walter Massey Park.

e) further development of a partnership proposal to make application for land owner approval by Cook Island Development Agency New Zealand (CIDANZ) and the Auckland Teaching Gardens Trust which includes the development of the oneVILLAGE concept and expansion of the Auckland Teaching Gardens on Old School Reserve.

f) further development of an interim proposal to make application for land owner approval by CIDANZ to develop a teaching kitchen, shared market space and a café on Old School Reserve.

g) expansion of the Auckland Teaching Gardens Trust’s activities outside of their proposed lease area to be defined through the development of the activation and concept plan for Old School Reserve.

h) further development of a proposal by Kalapu Maile Ua Trust to form partnerships with other island groups and make application for land owner approval to develop a multi-purpose cultural and community centre on Radonich Park.

i) exploration of options for Yog Sewa within Māngere should the Ōtara-Papatoetoe Local Board not support a location within its boundary.

Horopaki / Context

8. There are a number of community initiatives proposed within the Māngere area. They include;

· a number of community groups wanting to establish community facilities on council park land in Māngere (the Cook Island Development Agency New Zealand, Kalapu Maile Ua, FITLIFE Trust, the Māngere East Community HUB Working Group, Vaka Manu’kau Niue Trust and Yog Sewa)

· support for a new facility for BikeFIT on Māngere Centre Park to replace the current facility which is to be removed

· the Auckland Teaching Gardens Trust (ATG) desire to extend their current garden area on Old School Reserve

· a desire to extend the Te Whare Koa (Māngere Community House) located on Māngere Centre Park to accommodate up to 200 people

· redevelopment of the old Homestead site on Māngere Centre Park and potential for community use (this has subsequently been put on hold due to the Homestead suffering extensive fire damage)

· concept plans developed for Walter Massey Park and Māngere Centre Park approved by the Local Board for public consultation in August 2016.

9. An opportunity was identified to understand the collective aspiration, and ensure a network view of provision that meets community need, provides efficient and effective stakeholder and council investment and protects the open space values in Māngere.

10. The approach involved working with the key stakeholder groups to explore opportunities for collaboration and integration of services, whilst recognising the diversity across the stakeholder group.

Tātaritanga me ngā tohutohu / Analysis and advice

11. Through a series of workshops held with key stakeholder representatives between August and October 2017, a number of options were identified to realise the community aspirations.

12. The objective was to acknowledge synergies and shared aspiration, identify opportunities for collaborative effort and investment, and minimise impact on open space values. There is recognition of the desire for some proposals to remain independent.

13. The options were further refined following the workshops through ongoing conversations between the key stakeholders and with council staff.

14. Vaka Manu’kau Niue Community Trust have since received approval from the Ōtara-Papatoetoe Local Board in principle, for a lease on Aorere Park. Yog Sewa is exploring the opportunity to establish a facility on Aorere Park including sharing facilities with the Vaka Manu’kau Niue Community Trust. Depending on the outcomes of this work Yog Sewa would like to have the opportunity to review their options within Māngere.

15. The options have been discussed with the Local Board at a number of workshops, including the positive attributes and considerations.

16. To assist with decisions about future investment, existing council and non-council community facilities in the Māngere area are being reviewed to assess function and capacity to support additional use. Facilities include schools, churches and sports facilities. This builds on work undertaken by Visitor Solutions in 2015.

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

17. The Local Board reallocated LDI Opex of $50,000 in May 2017 towards the procurement of consultant services to enable consideration of all the community initiatives in Māngere to inform decisions on service provision and investment for community facilities (refer Māngere Community Initiatives Service Integration Assessment MO/2017/83).

18. A number of workshops have been held with the Local Board throughout the process providing updates and seeking direction and input.

19. Local Board workshops in November 2017, January and April 2018, focussed on the options initially developed by participants at the workshops last year and subsequently refined through ongoing conversations with individual groups.

20. The options summary table reviewed at the April workshop has been updated to reflect the Local Board’s feedback and is provided in Attachment A. The associated map is included.

21. The community initiatives outlined through this report will generally serve the local Māngere and Ōtāhuhu community. In some instances the wider community within surrounding local board areas will benefit.

22. The recommendations within this report fall within the Local Boards delegated authority relating to local recreation, sports and community facilities. Additionally the recommendations support the Māngere-Ōtāhuhu Local Board Plan 2017 outcome for “Facilities to meet diverse needs”.

Tauākī whakaaweawe Māori / Māori impact statement

23. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. Support for Māori initiatives and outcomes are detailed in Te Toa Takitini, Auckland Council’s Māori Responsiveness Framework.

24. The options outlined in this report will create local benefits for many communities, including Maori, through the provision of community facilities that provide a wide range of social and community opportunities.

25. Iwi will be engaged when the various proposals have been developed and approved by the Local Board.

Ngā ritenga ā-pūtea / Financial implications

26. Attachment A identifies the proposed source(s) of funding for each of the initiatives. The proposals require further development to understand the investment required, both initial capital and ongoing operational.

27. The remaining LDI opex budget will be used to review the concept plan for Māngere Centre Park to accommodate changes as a result of outcomes of this report.

Ngā raru tūpono / Risks

28. The risk associated with providing in principle support for the various proposals outlined in this report is considered to be low. The groups can proceed to develop their proposals for further consideration by the Local Board.

29. There is a risk that the support provided by the Local Board through this report will raise expectations by the groups that their proposals will be granted landowner approval. Staff have clearly communicated that support provided by the Local Board at this stage is to enable the groups to focus their resources and energy on developing their proposal for further consideration only.

30. Following the April workshop, staff have provided the Local Boards feedback to the key stakeholders.

Ngā koringa ā-muri / Next steps

31. For the proposals that receive support in principle, the next step is for those groups to develop their proposals in preparation for the land owner approval process. This includes:

a) defining the service offer and outcomes that will be delivered,

b) verifying the need/demand,

c) providing high level facility specifications,

d) confirming the location and access arrangements,

e) establishing the likely governance and operating model and

f) funding of the development and ongoing operational and maintenance costs.

32. Staff will provide support to groups through the process of developing their proposals. This will enable them to work at their pace acknowledging the varying status of their concept development.

33. Further investigation to redevelop the community centre on Walter Massey Park will form part of the priority Community Facilities Network Action Plan action. Consideration will also be given how to progress the existing concept plan for Walter Massey Park.

34. Further investigation to expand Te Whare Koa on Māngere Centre Park will form part of the priority Community Facilities Network Action Plan action. Māngere Centre Park concept plan will be reviewed to accommodate the changes as a result of the outcomes of this report.

35. LDI Opex has been allocated to the development of an activation and concept plan for Old School Reserve so that the various proposals and collective aspirations for the reserve can be reflected.

36. The review of council and non-council community facilities that contribute to meeting community needs in the Māngere area will continue and should be completed within the next month to inform the next stages of this work. It will be made available for the groups to consider and reflect.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Mangere Community Initiatives - Options Summary	239

Ngā kaihaina / Signatories

Authors

Sophie Bell - Service and Asset Planning Specialist

Steve Owens - Parks and Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

16 May 2018

Options to resolve encroachments at 9R Ngaio Avenue Māngere Bridge

File No.: CP2018/06645

Te take mō te pūrongo / Purpose of the report

1. To provide options to the Mangere-Otahuhu Local Board to resolve encroachments at 9R Ngaio Avenue (Kiwi Ngaio Reserve) Māngere Bridge.

Whakarāpopototanga matua / Executive summary

2. Encroachments exist over council reserve land at 9R Ngaio Avenue, Kiwi Ngaio Reserve. They result from a residential property at 1/37 Kiwi Esplanade appropriating up to 150 square metres of council reserve for private service and amenity yards.

3. Council has repeatedly asked the owners to remove the encroachments. The owners have resisted, claiming they would have no side or rear yards. The owners have made several requests to allow the encroachments.

4. Staff advice has been significant and consistent on this matter and the local board has refused to allow the encroachments. The local board resolved in June 2017 that the encroachments must be removed (MO/2017/111).

5. The owners have since sought a further review. Staff have presented further options at the local board’s request in this report.

6. A potential solution is recommended to grant occupancy over some of the land through an easement supported by an encumbrance on the owner’s title to require extinguishment on sale or redevelopment of the land.

7. There are no significant risks, financial issues or impacts on Māori outcomes in the recommended option, and the local impacts will be positive.

8. If the local board wishes to pursue a different option as presented in this report, the local board must first rescind the resolution from June 2017.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Resolves to rescind the resolution MO/2017/11 of 21 June 2017.

b) Requests staff to draft an easement in favour of the owners of the property at 1/37 Kiwi Esplanade Mangere Bridge to reduce the encroachments at Kiwi Ngaio Reserve 9R Ngaio Avenue, to the satisfaction of the Head of Stakeholder and Land Advisory, Community Facilities Department.

c) Requests council Legal Services staff to draft an encumbrance to inform knowledge of the easement, to be registered on the title of the land at 1/37 Kiwi Esplanade (Lot 3 DP 17984).

d) Requests that the encumbrance requires the encroachments to be extinguished by the current owners when the land and buildings are sold or significantly redeveloped by them and that the easements registered in the owners favour also be surrendered at the same time.

e) Resolves to provide assistance for the establishment of a new, permeable fence to be erected to the satisfaction of the Manager Land Advisory Services.

f) Notes that the existing 1987 minor easement is unaffected except where significant redevelopment of the land and buildings allows compliance.

Horopaki / Context

9. Encroachments
Encroachments at 9R Ngaio Avenue Māngere Bridge result from part of a residential dwelling, side yards, gardens and fences at 1/37 Kiwi Esplanade being constructed within Kiwi Ngaio Reserve in 1986.

10. Existing minor easement
An existing easement allows a portion of the dwelling to encroach over the reserve.
The Manukau City Council granted an easement for the encroaching portion of the ‘new’ dwelling to occupy the reserve for a width of 500mm over a length of nine metres (4.5 square metres) in 1987.

11. Since that time other encroachments including gardens, paths, fences, side and rear yards and an accessory building have been developed and require resolution.

12. Further encroachments
These encroachments include a 3.6 metre width for a length of 16 metres on the eastern boundary of the park and a 4.9 metre width for 18.8 metres on the southern boundary.

13. Since the minor easement was granted, owners have encroached into the Kiwi Ngaio Reserve to exclusively occupy a further 150 square metres of the park.

14. In July 2015 the current owners were notified by letter and requested to remove the encroachments.

15. On 11 May 2016 the owners of the land at 1/37 Kiwi Esplanade were requested in a letter to remove the encroachments.

16. On 29 June 2017 another letter was sent to the owners to remove the encroachments.

17. Since the encroachments were first required by council to be extinguished, the owners of the dwelling have repeatedly asked council to allow the encroachments to remain or to purchase or lease a portion of the reserve.

18. Staff advice and options
Consistent staff advice has been that the encroachments must be extinguished, resulting in a 21 June 2017 resolution of the local board requiring the owners of 1/37 Kiwi Esplanade to remove the encroachments (MO/2017/111).

The resolution reads:

Since that time the owners have again asked the local board to review the matter.

In December 2017 staff and members of the local board reviewed the issue and visited the reserve to view the encroachments.

19. Staff outlined further potential options including, doing nothing, granting easement for the encroachments or granting easement for part of the encroachments (reducing their extent).

Those options are presented in this report.

Tātaritanga me ngā tohutohu / Analysis and advice

20. Current situation

The owners of 1/37 Kiwi Esplanade occupy the rear dwelling on a cross leased site. The property was cross leased in 1986 and the owners have an undivided half share of Lot 3 DP 17984 in fee simple. The earlier minor easement discussed above allows for a survey and boundary error when the building was constructed.

The transfer document for the minor easement required the owner to build and maintain at their cost, a fence to the satisfaction of council in the reserve. Council records show that owners have since applied for refunds for fencing costs in 1995 and 2010 for up $2082.00.

Council has in the last three years offered to help pay for new fencing if the encroachments were extinguished.

The current owners have steadfastly resisted council’s requests to remove a clearly established and unauthorised encroachment on a reserve and have instead sought to purchase, lease and seek to occupy all of the land which has been encroached upon.

Significant staff time, cost and effort has gone into advising options for the local board and owners over the last three years. Staff have provided advice to the local board in memo’s, reports and workshops in that time.

Council as the owner of the land has the right to require and to expect unauthorised occupiers to leave the land.

In carrying out its functions as the administering body under the Reserves Act 1977, council, through the local board must be seen to be managing its land and enforcing where required, any encroachments in order to maintain the confidence of the general public and to protect reserve land from being appropriated for private use.

Currently the requirement of council, by resolution of the local board, is that the encroachment must be extinguished before 21 June 2019.

Unless this resolution is rescinded then it stands as council’s position.

21. Proposals for resolution

Investigations into options to lease, licence and sell the land have been reported previously (2017) and have not been supported by council staff or the local board.

Remaining options are:

1) Do nothing and allow the reserve to be occupied without authorisation

2) Grant occupancy of the entire encroachment

3) Grant a partial occupancy of the encroachment

22. Option 1 Do Nothing.

This option has no support operationally or legally as there is no benefit in it.
The council is charged with managing its land responsibly under the Reserves Act. It would be negligent of council to allow the reserve to be knowingly privately occupied and would create a precedent for the many thousands of other deliberate or inadvertent encroachments over council land across Auckland. It also brings confidence and reputational risk.

Council cannot legally turn a blind eye in this matter so this option is not supported or recommended.

23. Option 2 Affirm the 21 June 2017 Resolution

This option exists if the local board considered that other options were not acceptable or advisable. It allows the board to consider other options and either adopt one or remain with the existing resolution.

If this occurred, staff would continue with the process to extinguish the encroachments other than the encroachment for the building. It is a viable option and recommended only if no other options are considered appropriate.

Its benefit is that it resolves the entire encroachment (except the easement for the dwelling) and its major drawback is that it could be considered harsh given the design of the building.

24. Option 3 Grant occupancy over the entire encroachment and rescind the 2017 resolution

This option has some viability in that it is able to be done but it may not be advisable to.

It would signal to others that council is willing to forego its duties and responsibilities under the Reserves Act. It would effectively legalise the status quo which is an unauthorised occupation of 150 square metres of parkland for exclusive use of a residential owner.

The option could be undertaken by an easement or licence and secured by an encumbrance on the title of the grantee. It could require extinguishment on demand or by sale, or by significant redevelopment that creates an opportunity for compliance. It could be held for as long as the current land and buildings were owned by the current owner, so that the encroachment does not pass to another owner.

Because this option would have reputational risk and does nothing to reduce the encroachment, it is not supported or recommended.

25. Option 4 Grant occupancy over part of the encroachment and rescind the 2017 resolution

The current owners have consistently stated that a full extinguishment of the current encroachments would not allow them circulation around the dwelling or enjoyment of a garden, amenity, security, a garden shed or clothes line.

While this is not council’s problem to solve, it does result from the deliberate planning and design of the building. The council’s issue is that the owners are enjoying use of council reserve land for their circulation, garden, enjoyment, security, amenity, shed and clothes line without any legal authority.

26. Proposed solution
A pragmatic approach to allow the owners adequate circulation, amenity and outdoor service areas is to adopt option 4. This will reduce the encroachment area, its effect on the park and will authorise occupancy of the remainder for as long as the current owners continue to own the land.

The current side encroachment is 3.6 metres. A reduction up to 1.8 metres would provide sufficient room for circulation and amenity while reducing the encroachment and impact on the reserve.

Similarly, the current rear encroachment of 4.8 metres could be reduced to 2.4 metres and still allow for the shed, the clothes line and a garden with some reconfiguration.

Council would assist in the cost of establishment of a permeable fence to council’s fencing to reserves standards – a fence that is visually permeable, such as a non-climbable pool fence or similar that can be planted behind.

This option to is able to be undertaken by easement with an encumbrance and would demonstrate that the council as a land owner is seen to be meeting its obligations and accepting the individual situation of the current owners.

This option does not solve the encroachment in one fell swoop but would return, in the interim, nearly 75 square metres of land to the general public as reserve.

This option would involve cost to the owners in terms of legal fees, survey and registration of the encumbrance and easement, although the local board has signalled previously that it would assist with fencing costs and council would cover its own legal fees.

This more practical solution is recommended as a solution and a more human response and is likely to be the best alternative option the local board can offer to the owner.

Ultimately the encroachment would be returned (except the existing portion of the dwelling) upon the sale of the land, and the entire encroachment would be returned if the dwelling was destroyed or significantly redeveloped.

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

27. Local impacts of option 4 will be positive with a reduced visual effect of the encroachment, better alignment to established boundaries and the addition of a complying park fence with the removal of the close boarded fence.

28. Local board views have been made clear previously. The board passed a resolution in June 2017 requiring the encroachments to be removed.

29. The local board has asked for any other options which may resolve the encroachments, to be presented for consideration.

30. Procedurally, the local board would need to rescind the June 2017 resolution before it resolves on another option.

31. If the board was of a view to request easement and encumbrance documents to be drafted or adopt the recommendations in this report, the earlier resolution must be dealt with first.

32. Alternatively the board could resolve to reaffirm the June 2017 resolution.

Tauākī whakaaweawe Māori / Māori impact statement

33. As this is a matter between a resident and the local board on land that has not been identified as having significance to Māori, is not part of any treaty settlement or Tangata Whenua management area, it has little impact on Māori outcomes other than the same benefits to Māori that would be derived by any person being able to freely access and use the encroachment land becoming part of the reserve again.

Ngā ritenga ā-pūtea / Financial implications

34. There will be some minor financial implications on a decision to establish a new easement and encumbrance. There will be standard council internal legal costs for these matters, and cost to council of assisting with fencing, both of which are provided for in existing budgets.

Ngā raru tūpono / Risks

35. Risks of a decision to establish an easement over the reserve are that others may seek similar accommodation.
As every encroachment is addressed on a case by case basis there is little organisational risk involved, given that each local board has the authority to decide when and where and to what extent it may grant easements over land it owns.

There are no other significant risks in a decision to grant an easement. It accommodates lawfully the occupation of the land and the greatest risk is in not dealing appropriately with the matter.

Ngā koringa ā-muri / Next steps

36. If the board does not accept the recommendations in this report, and affirms the June 2017 resolution, staff will work with the owners to ensure removal of the encroachments by 21 June 2019.

If the board resolves to have new easement and encumbrance documents drafted to accommodate part or all of the encroachments, staff will work with the owners to ensure the intent of the resolutions is met.

Once the documents are drafted the local board will be updated and the documents executed, and any associated works on the land will be undertaken.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Encroachments at 9R Kiwi Ngaio Reserve	247
b ⇩	Proposed reduction of encroachments at 9R Kiwi Ngaio Reserve	249

Ngā kaihaina / Signatories

Authors

Allan Christensen – Manager Land Advisory Services

Authorisers

Rod Sheridan - General Manager Community Facilities

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

16 May 2018

Business Improvement District (BID) Programme Compliance Report to Mangere-Otahuhu Local Board for Financial Year 2016/2017

File No.: CP2018/06209

Te take mō te pūrongo / Purpose of the report

1. To provide information to the Māngere-Ōtāhuhu Local Board on compliance with Auckland Council’s Business Improvement District (BID) Policy 2016 (Hōtaka ā-Rohe Whakapiki Pakihi) by Māngere Bridge Progressive, Māngere East Village, Māngere Town Centre, Ōtāhuhu, and South Harbour Business Associations in the Māngere-Ōtāhuhu Local Board area for the financial year ending June 2017.

2. To provide information on which the local board can consider when deciding whether to recommend to the Governing Body to strike the targeted rate for these BID programmes.

Whakarāpopototanga matua / Executive summary

3. Auckland Council’s Business Improvement Districts programme supports business associations by collecting a targeted rate from commercial properties within a defined geographic area. The funds from the targeted rate are then provided by way of a grant to the relevant business association (BID).

4. The BIDs are incorporated societies that are independent of council. For council to be confident that the funds provided to the BIDs are being used appropriately, council requires the BIDs to comply with The Business Improvement District (BID) Policy (2016) (Hōtaka ā-Rohe Whakapiki Pakihi), known as the BID Policy.

5. The BID Policy was developed to encourage improved governance of BID committees and staff to improve financial management, programme delivery and transparency to their members.

6. The BID programmes covered by this report are operated by the Mangere Bridge Progressive, Māngere East Village, Māngere Town Centre, Ōtāhuhu, and South Harbour Business Associations in the Māngere-Ōtāhuhu Local Board area. Information presented in this report is based on documents submitted by these business associations to council’s BID programme team to date.

7. Staff recommends that the Local Board should recommend to the Governing Body to strike the targeted rate sought by the Mangere Bridge Progressive, Mangere East Village, Mangere Town Centre, Ōtāhuhu, and South Harbour Business Associations in the Māngere-Ōtāhuhu Local Board area, as they have substantively complied with the BID Policy.

Ngā tūtohunga / Recommendations

That the Māngere-Ōtāhuhu Local Board:

a) Recommends to the governing body to strike the targeted rates for inclusion in the 2018-19 Annual Plan/Budget for the following BIDs:

· $28,800 for the Māngere Bridge Progressive Business Association

· $6,100 for the Māngere East Village Business Association

· $284,949 for the Māngere Town Centre Business Association

· $628,425 for the Ōtāhuhu Business Association

· $81,325 for the South Harbour Business Association

Horopaki / Context

8. Council adopted the Business Improvement District (BID) Policy (Hōtaka ā-Rohe Whakapiki Pakihi) in 2016. This policy outlines the principles behind the council BID programme; creates the process for establishing, expanding, and terminating BIDs; prescribes operating standards and guidelines; and sets accountability requirements. Please see Attachment A for a review of key elements of the BID programme.

9. BID targeted rates are applied to all commercially-rated properties within a designated area around a town centre or commercial precinct. Those funds are transferred to the business association operating the BID programme.

10. There are currently 48 BID programmes throughout Auckland which serve more than 25,000 businesses and represent a combined $17.5 million in targeted rates investment. Please see Attachment B for current and proposed targeted rates budgets for all BIDs.

11. Under Auckland Council co-governance arrangements, local boards have several decision-making responsibilities. One of these is to annually recommend BID targeted rates to the Governing Body.

12. Recommendations of this report are put into effect with the governing body’s approval of the 2018-2019 Annual Plan/Budget and striking of the targeted rates.

13. This report is a requirement of the Auckland Council BID Policy (2016).

Compliance with BID Policy

14. The BID Policy is the means for council to ensure accountability for targeted rate funding, and encourage good governance, by requiring regular reporting specifically by providing to council the following documents, and staying in touch with their local board at least once a year:

· Current Strategic Plan – evidence of achievable medium to long-term opportunities.

· Audited accounts - assurance that the BID is managing its members’ targeted rates funds responsibly.

· Annual Report on the year just completed. – evidence that programmes are addressing priority issues that benefit ratepayers.

· Business Plan for the coming year – detailed one-year programme, based on the Strategic Plan, to be achieved and resourced.

· Indicative budget for the following year - the Council Annual Plan requires targeted rates to be identified a year in advance to inform the Annual Plan process which sets all rates.

· Board Charter – establishes guidelines for effective board governance and positive relationships between the association and its members.

· Annual Accountability Form – certification that these requirements have been met.

· Programme Agreement – a good faith agreement between each BID and council that embodies basic parameters of the council/ BID relationship.

Tātaritanga me ngā tohutohu / Analysis and advice

15. The council BID team monitors compliance with the BID policy on an on-going basis, and provides governance advice to BIDs as needed or requested.

16. As BIDs are operated by private independent societies, their programmes and services are provided according to members’ stated priorities. In recognition of their independent corporate status, the policy does not prescribe standards for programme effectiveness. Officers, therefore, cannot base recommendations on these factors, but only on the policy’s express requirements.

17. The recommendation of this report is supported by evidence of full compliance with the policy by the Māngere Bridge Progressive, Ōtāhuhu, and South Harbour Business Associations in the Māngere-Ōtāhuhu Local Board area. Please see Attachments C, F and G for details of compliance for this BID.

18. As the Māngere Bridge Progressive, Ōtāhuhu, and South Harbour Business Associations in the Māngere-Ōtāhuhu Local Board area have complied with the BID policy for the year ending June 2017, staff recommend that the Local Board recommend the striking of the targeted rate to the Governing Body., as the BIDs have complied with the BID policy.

19. The Māngere East Village and Mangere Town Centre Business Associations in the Māngere-Ōtāhuhu Local Board area failed to submit their board charters. Please see Attachments D and E for details of compliance for these BIDs.

20. The failure to submit a board charter is not considered grounds to justify not recommending the striking of the targeted rate for each of these BIDs, as it does not cause significant concern that the funds provided to these BIDs are likely to be used inappropriately. Staff advice is therefore that the local board should recommend the striking of the targeted rate to the Governing Body.

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

21. Recommending that the governing body strike the targeted rate for the Mangere Bridge Progressive, Māngere East Village, Māngere Town Centre, Otahuhu, and South Harbour Business Associations in the Mangere-Otahuhu Local Board area means that these BID programmes will continue to be funded from targeted rates on commercial properties in their districts, and will provide services in accordance with their members’ priorities as stated in their Strategic Plans.

22. By continuing these services and programmes, the Māngere Bridge, Māngere East Village, Māngere Town, and Otahuhu town centres and the South Harbour commercial area should better serve residents and visitors, and support business growth.

23. The Mangere-Otahuhu Local Board approved a similar recommendation for these BIDs last year, as did the seventeen other local boards that have BIDs in their areas. (Resolution MO/2017/54)

24. A number of local boards provide additional funding to local BIDs but accountability for that funding is set by funding agreements between the local board and the BID. Those requirements are apart from the requirements of the BID policy so are not covered in this report.

Tauākī whakaaweawe Māori / Māori impact statement

25. This decision will have no adverse effects on, or particular benefits to, the Maori population.

Ngā ritenga ā-pūtea / Financial implications

26. There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from commercial ratepayers in the district and used by the business association for improvements within that district. Council’s financial role is only to collect the BID targeted rates and pass them directly to the association on a quarterly basis.

Ngā raru tūpono / Risks

27. There is the possibility of reputational risks to council if ratepayer funds are misused, but this is rare. Otherwise, there are no direct financial risks to the local board or council that could result from this recommendation to approve the targeted rates.

28. The requirements of the BID policy are intended to help minimise the potential for BIDs to misuse funds by requiring the BIDs to plan for the intended use of funds, report on its activities to its members, and to have its accounts audited.

Ngā koringa ā-muri / Next steps

29. If the local board accepts the recommendation of this report, it will recommend to the governing body that the targeted rates for this BID be struck as stated in the Recommendations as part of its approval of the 2018-2019 Annual Plan/Budget.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Key Elements of BID Programme	255
b ⇩	BID Rates 2017-2018 and 2018-2019 Comparison	257
c ⇩	Mangere Bridge BID Compliance Summary Table	259
d ⇩	Mangere East Village BID Compliance Summary Table	261
e ⇩	Mangere Town Centre BID Compliance Summary Table	263
f ⇩	Otahuhu BID Compliance Summary Table	265
g ⇩	South Harbour BID Compliance Summary Table	267

Ngā kaihaina / Signatories

Authors

Steven Branca - BID Partnership Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

16 May 2018

Proposed Establishment of Auckland Food Alliance

File No.: CP2018/05385

Te take mō te pūrongo / Purpose of the report

1. To seek endorsement for the development and implementation of a pilot Auckland Food Alliance with an initial focus on five local board areas including Māngere-Ōtāhuhu Local Board.

Whakarāpopototanga matua / Executive summary

2. Our existing food system is based on mass production and mass consumption, making it hard to access healthy, affordable and locally produced food. This often comes with unsustainable social, economic and environmental side effects including poor farming practices, small local enterprises unable to compete with large multinationals, high rates of non-communicable diseases such as diabetes and obesity, food waste, and high levels of greenhouse gas emissions (19-29% of total emissions globally^{^[1]}).

3. Meanwhile our ability to meet future demand is subject to a range of pressures including rapid population growth, a changing climate, and loss of productive soils to land development.

4. There is currently no holistic strategic direction for Auckland’s food system, however, its cross-cutting nature means that it is partially addressed in several council plans (Attachment A). The Chief Sustainability Office and The Southern Initiative have reviewed local, national and international best practice and feedback from internal and external stakeholders to identify options that address policy gaps and improve coordination, across these plans and the wider food system.

5. Based on this analysis, staff propose to develop a pilot Food Policy for council called the Auckland Food Alliance. The Alliance would bring together 10-15 influential stakeholder organisations from across the food system (production, distribution, processing, consumption and waste) to address regional systemic issues and remove the road blocks that can sometimes impede the success and ‘scaling up’ of local initiatives.

6. The Auckland Food Alliance will provide expert strategic advice to council and other stakeholders on inter-related regional food policy development and advocate on national food policy issues.

7. It is proposed that the pilot focus in five local board areas; Waitakere Ranges, Henderson-Massey, Whau, Mangere-Otahuhu and Manurewa. These areas have been chosen to build on existing momentum of communities who are actively engaged in food initiatives, and because they are within the Healthy Families operational boundaries and therefore have a predetermined need.

8. Workshops held in the pilot local board areas in March 2018 have provided valuable feedback that has informed the recommendations proposed and have established further context, needs and barriers for consideration by the Alliance.

9. This top down policy approach will complement the grass-roots movement of local communities by considering systemic issues that are often difficult to address at a local level such as complex regulation, unsustainable business practices and loss of productive land. Local boards in the pilot area would further benefit from the highlighting of local issues.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) endorse establishment of a pilot Auckland Food Alliance for a period of two years from August 2018.

b) endorse the approach for Auckland Food Alliance, once established, to focus on Māngere-Ōtāhuhu Local Board during the pilot phase.

c) request a minimum of six-monthly updates from the Alliance on progress.

Horopaki / Context

10. Research and consultation with local boards had identified significant issues with the food system that cut across economic, environment and social wellbeing.

11. For example, in Auckland we have:

· Poor access to affordable fresh and nutritious foods. Research in New Zealand has found that those who are food insecure (i.e., a lack of access to safe, nutritious and affordable food) report higher levels of psychological distress, as well as wider impacts on nutrition and physical health.

· Loss of productive soils to urbanisation – only one per cent of the Auckland Region’s soils are considered Class 1 (elite) and suitable for vegetable production. Approximately 86 per cent of this is in the Pukekohe area, a renowned powerhouse of outdoor vegetable production for New Zealand.^{^[2]} This is also an area under pressure from urban development where 14 per cent of Class 1 soils have been or will be encroached upon by 2040.

· High volumes of food waste (45 per cent of household kerbside collection)^{^[3]} representing missed opportunity to feed people, animals and plants, and producing greenhouse gas emissions.

· Health inequality - high rates of obesity (Auckland = 28 per cent; Asian = 13.4 per cent; European/other = 24.6 per cent; Maori = 44 per cent; Pasifika = 68 per cent)^{^[4]}, non-communicable diseases such as diabetes (Auckland = 7.5 per cent; Mangere = 17.3 per cent)^{^[5]} and malnutrition.

· Environmental degradation due to non-sustainable production methods, particularly water quality, with elevated levels of nitrates in surface and ground water^{^[6]}, and nearly a third of Auckland’s rivers classified as poor on the swimmability scale^{^[7]}.

12. There are already a large number of successful, local activities being undertaken across Auckland by council, community groups, non-profit organisations and government agencies with the support of local boards. These activities are predominantly focused around urban production/community gardens, food waste and health education.

13. However, engagement across stakeholders, including the Sustainable Business Network, EcoMatters, Kai Auckland, Auckland Regional Public Health Service, Healthy Families, Gardens4Health and C40’s global cities network, has highlighted a gap at the regional policy level, with missed opportunities to address regional systemic issues and further support local programmes.

14. Additionally, there are significant and complex underlying issues (such as unsustainable business practices, complex regulation, lack of understanding of resilience across the system) that will require collaboration across stakeholders to address.

Food Policy Councils

15. Internationally there is a growing number of successful food governance structures tackling these issues such as the Los Angeles Food Policy Council, Toronto Food Policy Council, Puget Sound Regional Council’s Regional Food Policy Council (Seattle), and Melbourne’s Food City.

16. These Food Policy Councils and others like them have been established to bring together stakeholders to examine how a local food system is functioning and develop opportunities to improve it. The councils review and look at the system as a whole, influencing decision makers and remove the road blocks that can sometimes impede the success and ‘scaling up’ of local initiatives to deliver healthy, equitable and resilient outcomes.

17. Based on this analysis, it is proposed that a Food Policy Council be created for Auckland called the Auckland Food Alliance.

Tātaritanga me ngā tohutohu / Analysis and advice

Auckland Food Alliance proposal

18. The Alliance proposal is for an independent advisory group that provides expert, strategic advice to Auckland Council and other stakeholders, and advocates on national policy.

19. It would operate on the following principles:

· Foster collaboration and innovation among diverse stakeholders.

· Operate on a strategic level, ensuring a holistic overview of regional issues.

· Advise on interrelated policy-making to council and other stakeholders and advocate on national policy issues.

20. Membership would comprise 10-15 member organisations representing a cross-section of Auckland’s food system across public, voluntary and private sectors. Member organisations would appoint a suitable senior representative to participate in Alliance activities.

21. The Alliance would be supported by a smaller working group and secretariat services will be provided by Auckland Council through the Chief Sustainability Office and The Southern Initiative.

22. Staff will initially support the Alliance to develop terms of reference, a food charter clearly stating its purpose and objectives to guide its work (in line with international best practice), and a preliminary action plan identifying a small number of discrete actions to focus Alliance efforts.

Pilot areas

23. It is proposed that the initial focus of the Alliance be in five local board areas: Waitakere Ranges; Henderson-Massey; Whau; Mangere-Otahuhu; and Manurewa. These areas were chosen as they are all within the Healthy Families operational boundaries and therefore a predetermined need exists, and because these communities and local boards are actively engaged in local food initiatives.

24. Healthy Families Waitakere is engaged in a programme of community food projects being rolled out across the western local boards including the My Backyard Garden Project, Fresh Choice (recipes and ingredient lists to feed a family of six for under $50), a Food Banks Network and are in the process of forming a Local Food Network group. In addition to these, there are a number of location specific projects led by various community stakeholders, for example:

· Waitakere Ranges – Glen Eden Transition Towns Veggie Swap Meet and composting workshops; Hoani Waititi Marae Maara Kai (edible garden and workshops with a focus on Maramataka, the Maori lunar calendar)

· Henderson-Massey – Vision West’s Social enterprise café, food bank and proposed food store; The Kitchen Project in Henderson; Triangle Park and Woodside Road Community Gardens.

· Whau - Ecomatters community garden and educational workshops; Avondale Community Fridge; Generation Ignite Food Bank including cooking and nutrition training.

25. The Southern Initiative in partnership with Healthy Families South are also involved in a programme of food projects across southern local boards including development of Food and Beverage Guidelines for public facilities, The Kitchen Project, a social supermarket and Fresh Choice South (recipes and ingredient lists to feed a family of six for under $50). There are also location specific projects being undertaken by various community stakeholders including:

· Mangere-Otahuhu – Old School Reserve Teaching Gardens; Cook Island Development Agency New Zealand community garden and community food enterprise support; Fale Kofi social enterprise café at Otahuhu Station

· Manurewa – Manurewa Marae Para Kore and community garden; Manurewa Community Teaching Gardens; Clendon Pride Project Community House teaching gardens and Clendon Shopping Centre community fruit orchard.

26. A targeted focus in the first instance will enable clear direction and an opportunity to deliver regional actions of importance to priority local board areas. However, the Alliance will be established with a clear remit for delivery on wider regional issues in the longer term.

27. A short list of priority policy actions will be identified with the assistance of local stakeholders, ensuring a complementary top down approach that could assist the implementation or upscaling of local initiatives.

28. If agreed, it is proposed that the Alliance will report to the Environment and Community Committee and that the committee is represented on the Alliance to maintain a strong link to decision makers.

Proposed method of communication with local boards

29. Based on feedback from local board workshops, 6-monthly updates to local board business meetings are the proposed method of communication between local boards and the Alliance.

Options analysis

30. From analysis of international and local food policy councils, a key learning has been that form and function vary widely but the most defining success factor is the relationship to a local government entity. That is, how structural ties or the level of support provided, bear on the perceived level of independence from decision makers, the ability to influence decision makers, and the sustainability of a food policy council.

31. As many successful food policy councils have some link to a government entity, two of the options explored (2 & 3) have strong links to council with differing levels of independence. Table 1 provides a summary of options considered.

Table 1: Options Analysis Summary

Option	Description
Options 1: Do nothing	No costs or staff time required, but regional systemic issues are not addressed leading to reduced resilience, environmental, economic and social outcomes.
Option 2: Establish Auckland Food Alliance following the One Voice: Sports and Recreation model (recommended option) Attachment B contains the One Voice terms of reference	This is an independent, voluntary group endorsed by council. The Alliance is accountable to the Environment and Community Committee (ECC) and has ECC representation on the group. It is based on an existing model with demonstrated successes. Independence allows greater flexibility in its work programme and potential to apply for external funding in future.
Option 3: Establish Auckland Food Alliance as an Auckland Council Advisory Panel	This group is embedded within councils existing structure of advisory panels. As such it has a strong mandate from council and visibility of council work programme. The panel has elected member representation and funding is secured through the LTP from the next LTP review cycle. The work programme is more directed, largely based on council’s work programme.

32. Options were assessed against a set of criteria including the flexibility of the work programme, their accountability and reporting requirements, likely funding and administration support, flexibility of operational structure, attractiveness to prospective members and opportunity for community engagement.

33. Option 2, the Auckland Food Alliance based on the One Voice model is recommended because it is independent of council’s structure, enabling more freedom in work plan development (e.g. to advise on regional policy gaps, advocate on national issues and partner with other stakeholders) and is likely to invoke a greater level of trust from the community. This option also includes the key benefits of Option 3 with strong links to decisions makers and support from council staff.

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

34. At the time of writing this report, workshops had been held with Waitakere Ranges, Henderson-Massey, Whau, Mangere-Otahuhu and Manurewa.

35. The purpose of the workshops was to introduce the concept of food systems thinking, introduce the Auckland Food Alliance proposal and obtain feedback on local issues, potential regional of national policy solutions, local stakeholders and preferred method of communication with the Auckland Food Alliance.

36. Feedback has informed this report and learning will also be integrated into the work programme of the Alliance.

Tauākī whakaaweawe Māori / Māori impact statement

37. At the time of writing this report, no official consultation with Māori had been undertaken, however, consultation is planned.

38. Initial review of available literature indicates that Māori and Pasifika groups are disproportionately impacted by an ill performing Auckland food system and that food is of significant cultural value.

39. In response, the Auckland Food Alliance concept will be piloted in local board areas representative of high Māori and Pasifika occupancy and adverse food system impacts.

40. Council is committed to working through any impacts of the proposal with Maori and involving Māori in development of the Auckland Food Alliance and in the membership.

Ngā ritenga ā-pūtea / Financial implications

41. The estimated cost to council will be met within existing budgets and primarily involve staff time and provision of secretariat support through the Chief Sustainability Office and The Southern Initiative.

42. Ongoing operational costs and staff time will be approximately $1500 per annum and eight hours per month.

43. Additional funds and staff time will be required during the implementation phase of the Alliance (first six months). Estimated costs are $3000 for two facilitated workshops and four days staff time per month.

44. In terms of direct financial implications for local boards, no funding is requested. Broader local board funding decisions with food-related outcomes may benefit from being joined up and aligned with Alliance initiatives to better amplify local impact.

Ngā raru tūpono / Risks

45. The proposed Alliance is a low risk initiative overall due to the small financial commitment required from council and measures incorporated in the design to support long-term sustainability.

46. The key risk associated with the recommended Option 2 relates to the long-term sustainability of the Alliance due to its independent and largely voluntary structure. It is proposed that this risk be mitigated by adopting best practice and lessons learned from One Voice: Sports and Recreation model (that has been operating for more than 6 years) and analysis of international food policy councils, provision of staff support, and regular ‘fit for purpose’ reviews.

Ngā koringa ā-muri / Next steps

47. If endorsed, a proposal will be submitted to the Environment and Community Committee in June 2018 and pending approval, implementation will begin in August 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	AC Food Related Plans	277
b ⇩	Onevoice terms of reference	281

Ngā kaihaina / Signatories

Authors	Lauren Simpson, Principal Sustainability & Resilience Advisor
Authorisers	Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

16 May 2018

Auckland Council's Quarterly Performance Report: Māngere-Ōtāhuhu Local Board for quarter three, 1 January - 31 Mrch 2018

File No.: CP2018/07064

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 three, 1 January - 31 March 2018.

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:
The board approved three projects for funding from their Locally Driven Initiatives – Capital Expense budget (LDI – Capex), as part of the Community Facilities work programme, 17/18 (Resolution number MO/2018/11):

· A flagpole at Piki Thompson Way (up to $8,000)

· Implementation of the Boggust Park Concept Plan (up to $450,000)

· Implementation of the Sturges Park Concept Plan (up to $300,000).

4. The update on Toiā (Ōtāhuhu) Pool & Leisure for the first six months 2017/18 shows that the centre has seen an increase in centre visits of 1% compared to the same period last year. And the customer satisfaction score is 53.2, well above the average score of 22.78 for all contracted aquatic facilities in Auckland.

5. Updated information on the Mara Kai work programme item (no. 632) is in attachment E and a recommendation to approve the grant of $9000 from the Arts Community and Recreation budget. This relates to the deferred decision by the board (Resolution number MO/2018/14 – d).

6. Performance against the agreed 2017/2018 work programmes is tracking positively overall – (See attachment A – Snapshot).

7. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. Most of activities are reported with a status of green (on track) or amber (some risk or issues, which are being managed). (See attachment B – Work programme update)

There are six items that show a ‘red’ status (behind delivery, significant risk). Of these, three (*) were completed last year and lines are cancelled, and a third one is assessed as not required. All these work programme items are from asset-based services budget or growth fund. The work programme number is noted alongside:

- Frank Grey Esplanade Reserve - renew coastal assets (item 2394*)

- Māngere Town Centre - renew rubbish bins (item 2398*)

- Māngere Town Centre - renew street furniture (item 2399*)

- Schroffs Reserve - renew coastal assets (item 2412*)

- Ōtāhuhu Coastal - develop new general park (item 2409)

- Norana park - renew softball fences & fields (item 3123)

Note: A minor correction for item 993 - the status is ‘amber’ (moderate risk) and not green. The work will not be completed within this financial year and budget of approximately $175,000 is requested to be carried forward to the next financial year.

8. The financial performance report compared to budget 2017/2018 is attached (Attachment C). There are some points for the local board to note:

Overall operating result is 2% over budget due to lower operating revenue and higher expenditure. Revenue is 2% lower than budget mainly from lower membership in leisure fitness activity. Operating expenditure is 2% above budget mainly in the facilities maintenance contract spend. Locally driven initiatives (LDI) are behind budget as further discretionary grants are still to be allocated in the next quarter, and some projects are still in progress. Capital expenditure is below budget by 69% for asset renewals, LDI capex and growth funded projects.

The key performance indicators show a trend that delivery is not meeting the indicators for Local Parks Sports and Recreation (with the exception of the indicator for Pool and Leisure Centres), Local Community Services (with the exception of libraries) and Local Environment Management. The measure for Local Planning and Development is meeting the target.

9. On the measure of ‘Percentage of funding/grant applicants satisfied with information, assistance and advice provided’, customers have reported difficulties with completing the online form and navigating the council website. Improvements to the application form and grants webpage have been made.

10. On the measure of ‘Percentage of Aucklanders who feel connected to their neighbourhood and local community’, officer comments note that people may not be feeling connected for a variety of reasons, including being new to the area, being too busy or preferring to not be connected. To a lesser extent there may also be a lack of awareness about how to access activities that could contribute to feeling connected, and language and cultural barriers.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the performance report for the financial quarter ending 31 March 2018.

b) approve an additional budget of $5,000 for Community-led response to alcohol licensing (item 2798) from the board’s Community response fund budget to cover any further specialist advice and support.

c) receive the update information and approve a grant of $9,000 from the Mara Kai work programme, for equipment to the Auckland Teaching Garden Trust. (Attachment E – Memo – Update information on work programme item 632).

Horopaki / Context

11. 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

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

Tātaritanga me ngā tohutohu / Analysis and advice

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

· The decision to allocate LDI Capex to implement priorities in the concept plans for Boggust and Sturges Parks.

· Progress on waste minimisation with good uptake from business based on revisits. (item 38)

· The local board filed an objection to the granting of a new liquor license in the Māngere East area and another application that came up for renewal (Item 2798).

· Event partnership funds (items 21 and 22) are fully allocated (Ōtāhuhu Family Fun Day, Counties Manukau Sports Excellence awards) and will allow for groups to plan and deliver in a timely way.

· Māngere Community House (Te Whare Koa) refurbishment – initial steps to get architectural input to produce a preliminary design underway (Item 2388).

· Progressing actions on reducing harm from alcohol due to the proliferation of liquor licences, the local board put forward an objection to the District Licence Committee along with ongoing support to build community skills. (Item 2798). The board received a full update report at its March business meeting. Additional funding support for specialist advice is recommended through this report, for any further work in the remaining period. This work programme has a relationship with item 2003, and the plan for a community hui in the next quarter.

· Engagement with children and young people through libraries (Item 1239) – ‘Pathways through performing arts workshops’ at Māngere Town Centre library. It is worth a note that this enhances a family-friendly environment through activities for whole families, in and around the town centre, with the art centre and shops and leisure centre all within walking distance.

· Discussions with community groups continued under ‘Māngere Community initiatives’ (Item 3429) – to identify options for community spaces that meet need, complement existing provision, are sustainable and maximise investment value.

· The above item has a bearing on finalising the Walter Massey parks concept plan (Item 3250), and the consultation with the wider community. This activity is on hold. This work item is associated with the board’s ‘one local initiative’ where the local board is advocating to the Governing Body, as a top priority for funding through the ten-year budget, to develop Māngere East precinct as a vibrant community hub. Officer update notes that the park’s draft concept plan may have the potential for design changes as there are existing community centre and library located here.

Key project updates from the 2017/2018 work programme

14. The following table gives a summary progress update against key projects identified in the Māngere-Ōtāhuhu Local Board Plan and/or Local Board Agreement.

Outcome: 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

Activities

· Māngere Arts Centre is confirmed as hosts for a group of Aboriginal elders from Minjerribah (Stradbroke Island, near Brisbane), who are visitors to Aotearoa for the World Indigenous Tourism Summit (Item 494).

· Youth Connections - More than 500 young people received inspirational and motivational talks on the importance of working towards employment; Collaboration with the Manukau Institute of Technology on restricted driving licence initiative (Item 626).

· Māngere-Ōtāhuhu Social Enterprise Collective (MOSEC) appointed a coordinator and participated in the local events - Mangere East Village Night Markets, and is organising shipping containers for a “Pop-Up” shop activity at the Wynyard Quarter in collaboration with Panuku in the next quarter (Item 631).

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

Activities

· 30 candidates supported through arts brokering. A notice board set up on website as a creative platform for artists and groups to share, seek, promote and post a “call out” to local community (Item 493).

· Two exhibitions focusing on interpretive texts and aim to increase local access and participation (Item 494).

· Pop series: Pop Riders (in Tōia and Mangere Bridge Village) and Pop Marbles (installed in Mangere Bridge Village) - delivery progressed with the aim to provide opportunities for people to access and experience two temporary events in everyday situations and public places (Item 626).

Outcome: 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

Activities

· Business waste minimization: 75 revisits – to all businesses from previous round of waste minimisation and 80% of these have taken up recommendations. 8 businesses had waste audits which in total identified 160 tons of recyclable waste (Item 150).

· Assessments for Healthy Homes - 13 homes were assessed, tenants got advice and tools depending on needs (e.g. temperature and humidity, measuring devices, LED bulbs, hot water cylinder insulation wraps, etc.). Six home visits fully funded by the local board. The uptake for assessments is a little slow. (Item 43)

· Mangrove management - consent conditions were reviewed to check ability to meet conditions, and an on-site meeting to assess the scope of works. Next steps planned are to prepare a contract for physical works. Delays on delivery are anticipated.

Outcome: 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

Activities

· The Norana Park walkway development is in progress, with some delays (Item 2407)

· The Ōtāhuhu Streetscape upgrade - Detailed design drawings are nearly complete. Discussions are occurring with Vector and Chorus to begin their undergrounding works on Station Road, ahead of the town centre upgrade (Item 107)

Note: A number of initiatives to address this outcome are delivered by Auckland Transport (AT) with the board’s ongoing advocacy. These are reflected in the monthly reports from AT.

Outcome: 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

Activities

· Positive customer satisfaction for Tōia centre - measured by regular Net Promotion Score (NPS) surveys. This survey asks how likely the users are to recommend the centre to friends and family. The current score for the centre is 53.2, and this score is well above the average NPS score (22.78) for contracted aquatic facilities in Auckland. Customers also recommend the staff attitudes, with the centre scoring 82.1; again this is above the average score of 72.2 for contracted sites. There is a 3 percent increase in visits to the centre and a 22 per cent increase in under16 year olds (Item 1073).

· Venues for hire - for the local board area, the monthly satisfaction survey results from Q2 and Q3 to date, show a combined facility hirer satisfaction of 76 per cent which is above the portfolio average (Item 404).

· Māngere Community House – Te Whare Koa (Item 2388): Steps to progress refurbishment have commenced.

Outcome: A place where communities thrive and belong

- 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

Activities

· Local board put forward their objection to the District Licence Committee to an application for liquor license in Māngere East (Item 2798).

· Build capacity – business improvement districts (BIDS) and safety: local board’s decision confirmed and funding agreements with BIDs to be finalised in next quarter. There is unspent budget that is to be carried forward for community safety initiatives in Mangere town centre (Item 628).

· Visitor numbers in libraries show a small increase (Item 1234)

· Events partnership agreements for grants, all complete (Items 21 and 22)

· Place making around Miami, Boggust and Yates Parks with an aim to activate these areas. During the school holidays boot camps conducted and other activities such as soccer, volleyball, touch and rugby league and kilikiti organised. Māngere Neighbourhood Support and Mangere Connect were funded to celebrate Neighbours Day. (Item 634)

Key performance indicators

15. 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 third quarter of FY18.

16. The year-end outlook is that 55 per cent of measures will not achieve target. Attachment D contains further detailed KPI information.

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

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

18. This report informs the Māngere-Ōtāhuhu Local Board of the performance for the quarter ending 31 March 2018.

Tauākī whakaaweawe Māori / Māori impact statement

19. The board supports a number of programmes that directly support achievement of Māori outcomes in the local area.

20. Many projects also involve direct engagement with iwi that result in shaping project priority and delivery. The board place emphasis on working together with mana whenua right from the start of the project.

21. In the last quarter, a funding agreement was competed for a seedling shed for Papatuanuku Marae. In addition, officers assisted the Marae to obtain a shade-house previously used by Auckland University’s Horticultural Department (Mara Kai - Item 632).

Financial performance

22. Revenue has exceeded budget in community facility and art centre but below budget in leisure facilities. Expenditure is below budget. Higher expenditure in asset based services offset lower expenditure in locally driven initiatives. In community services activity, further discretionary grants will be allocated in the next quarter and it is likely that projects relating to mangrove removal will be extended to the next financial year. Capital spend is below budget for Ōtāhuhu Town Centre revitalisation project and assets renewals overall. Attachment C contains further detailed financial information.

Ngā ritenga ā-pūtea / Financial implications

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

Ngā raru tūpono / Risks

24. The following risks have been identified by operating departments where the progress and performance indicator has been reported as red – significantly behind budget/time or achievement of outcomes:

There are six items that show a ‘red’ status. However, three were completed last year and a third one is assessed as not required (*). All these work items are from asset-based services budget or growth fund.

25. Work programme item no. 2798: Community-led response to alcohol licensing: A number of alcohol licence objections and submissions on the Bill in Parliament have been progressed. The budget is fully spent for this financial year. There is a risk to the continuation of work-in-progress and responding to new applications in the reminder of the financial year. An additional provision of up to $5,000 to this programme is requested to continue this work.

Ngā koringa ā-muri / Next steps

26. The local board will receive the next performance update following the end of quarter four, August 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Snapshop	293
b ⇩	Work Programmes	295
c ⇩	Financial Performance	329
d ⇩	Performance Measures	337
e ⇩	Memo - Mara Kai	345

Ngā kaihaina / Signatories

Authors

Rina Tagore - Senior Local Board Advisor

Audrey Gan - Lead Financial Advisor Local Boards

Authorisers

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

16 May 2018

Review of Auckland Council’s representation arrangements for the 2019 elections

File No.: CP2018/07338

Te take mō te pūrongo / Purpose of the report

1. To provide the Māngere-Ōtāhuhu Local Board an opportunity to give formal feedback on the review of Auckland Council’s representation arrangements for the 2019 elections.

Whakarāpopototanga matua / Executive summary

2. Auckland Council’s representation arrangements have to be reviewed this year. The outcome will apply at the 2019 elections.

3. The Governing Body finalised the process for conducting the review in December 2017, following consultation with local boards.

4. The Joint Governance Working Party established by the mayor will develop a proposal for reporting to the Governing Body in July 2018.

5. The local board is now invited to provide its formal feedback on the review, for consideration by the Joint Governance Working Party.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) endorse the general approach to the review of Auckland Council’s representation arrangements for the 2019 elections, which is to make changes on an issue-by-issue basis and to not seek significant change.

b) endorse the Joint Governance Working Party’s position on the following matters with respect to the review of Auckland Council’s representation arrangements for the 2019 elections:

i. that all Governing Body members are to continue to be elected by ward as decided by the Governing Body

ii. that the current number of members in each ward is retained

iii. that the Waitematā and Gulf ward non-complying variance (population per member) should be addressed by reducing the size of the isthmus part of the ward on both the east and the west of the ward as in ‘Option 1’, with the resulting changes for neighbouring wards as set out in that option

iv. that the Rodney ward non-complying variance (population per member) should be retained on the basis that compliance would result in splitting communities of interest or joining disparate communities of interest

v. that the area alongside the Kaipara Harbour does not have a community of interest with Warkworth, and that the Rodney Local Board is invited to provide feedback on the alternative options for subdivision arrangements.

c) endorse the following recommendations with respect to the review of Auckland Council’s representation arrangements for the 2019 elections, noting that they have yet to be considered by the Joint Governance Working Party:

i. that the Botany subdivision non-complying variance (population per member) should be addressed by moving the southern boundary of the Howick ward southwards and that the Howick Local Board is invited to provide feedback on the two alternative options

ii. that the Manurewa-Papakura ward non-complying variance (population per member) should be retained on the basis that compliance would result in splitting communities of interest or joining disparate communities of interest

iii. that the Waitematā Local Board consider whether subdivisions within the board area are appropriate

iv. that the Upper Harbour Local Board consider whether subdivisions within the Board area are appropriate.

d) provide any other feedback on the review of Auckland Council’s representation arrangements for the 2019 elections.

e) delegate authority to the Chairperson to represent the board’s views on the review of Auckland Council’s representation arrangements for the 2019 elections should the Joint Governance Working Party seek further engagement with and/or feedback from the board prior to reporting to the Governing Body with a proposal in July 2018, or during the consideration of submissions following public notification.

Horopaki / Context

There are statutory deadlines

6. All councils must, under the Local Electoral Act 2001, review their representation arrangements at least every six years. Auckland Council, under the Local Government (Auckland Council) Act 2009, must conduct a review of its representation arrangements no earlier than the 2013 elections and no later than September 2018.

7. The Governing Body considered conducting a review for the 2016 elections but resolved to defer this.

8. The Local Electoral Act 2001 requires the following timeline and process:

· public notice of the council’s proposals by 8 September 2018

· consideration of submissions

· public notice of the council’s final proposals within six weeks of the closing date for submissions.

· if there are no objections or appeals, the council’s proposals stand and are implemented

· if there are objections or appeals, they are forwarded to the Local Government Commission for a decision.

9. Staff are planning to report the Joint Governance Working Party’s proposals to the Governing Body meeting on 26 July 2018.

Role of the Joint Governance Working Party and the process for developing the Auckland Council proposal

10. In 2017, the Governing Body endorsed a process for the review of Auckland Council’s representation arrangements for the 2019 elections that was then recommended to local boards. Local board feedback, which was generally supportive of the proposed process, was reported back to the Governing Body in December 2017.

11. The Governing Body, after considering local board feedback, made the following decision:

That the Governing Body:

a) receive the feedback from local boards.

b) note the mayor’s appointments to the Joint Governance Working Party as follows:

Cr Cathy Casey (Central), Cr Linda Cooper (West), Cr Daniel Newman (South), Cr Wayne Walker (North), Angela Dalton (South), Phelan Pirrie (Rural North), Richard Northey (Central) and Shane Henderson (West).

c) approve the draft terms of reference for the Joint Governance Working Party for inclusion in the Auckland Council Committee Terms of Reference.

d) approve the following process for conducting the review of representation arrangements:

i) the Joint Governance Working Party will develop Auckland Council’s initial review of representation arrangements and present it to local boards and the Governing Body for comments before the Governing Body makes the statutory resolution for public notification for submissions.

ii) the Joint Governance Working Party will conduct the hearing of submissions and report its findings to local boards and the Governing Body before the Governing Body makes the final statutory resolution on any representation changes, which will then be publicly notified for objections and appeals.

iii) the Governing Body will review the process for hearing submissions under (ii) at the time the initial proposals for change are known.

12. The rationale for (d)(iii) in the decision was to respond to some local board feedback regarding the hearing of submissions. The legislation requires a final proposal to be publicly notified within six weeks of the submission closing date. This may require a centralised process. However, this will be reviewed once the nature of changes being proposed is known.

Representation arrangements that may be reviewed

13. For the Governing Body, it is possible to review for members other than the mayor:

· whether members are elected by ward or at-large or by a mixture

· if by ward, the number of wards, names, boundaries and number of members for each ward.

14. For each local board it is possible to review:

· whether members are elected by subdivision or at-large or by a mixture

· if by subdivision, the number of subdivisions, names, boundaries and number of members for each subdivision

· the number of members for the local board

· the name of the local board.

Matters that are required to be taken into account

15. The Local Electoral Act 2001 (Act) requires the council to take into account:

· the effective representation of communities of interest

· fairness of representation.

16. Other requirements in the Act include:

· ward boundaries should align with local board boundaries as far as is practicable

· boundaries must align with mesh-block boundaries

· when the council gives public notice of its proposal, it needs to give reasons for any changes from the 2016 elections.

17. The concept of effective representation of communities of interest can be explained by considering a single electorate which has two quite different communities and two elected representatives. The outcome of each election might mean that both representatives are elected by one of the communities with the result that the other community will not be represented. This might be solved by splitting the total electorate into smaller electoral areas, each having one representative. In the case of territorial local authorities, those smaller electoral areas are known as ‘wards’ and in the case of local boards, those smaller areas are known as ‘subdivisions’.

18. The concept of fairness means that the ratio of population to elected member for wards, in the case of the Governing Body, and subdivisions, in the case of local boards, should not vary across the region or local board area respectively. The legislation allows for a variance of up to 10 per cent. It further allows the council to not comply if compliance would result in splitting communities of interest or joining disparate communities of interest. The final decision on a proposal to not comply is made by the Local Government Commission.

19. A practical consideration is the distribution of voting documents. Each voter receives a pack of voting documents which is relevant to that voter (the pack contains voting papers for the Governing Body positions and local board positions relevant to that voter). Misalignment of boundaries can create additional combinations of Governing Body and local board positions. This leads to additional cost in terms of voting documents. This reinforces the legal requirement for ward and local board boundaries to align as far as is practicable.

Tātaritanga me ngā tohutohu / Analysis and advice

The general approach is to not make significant change

20. The Local Government Commission determined the current arrangements in 2010, following 736 submissions on its first proposal. There was a lot of public interest and the process was robust. There are no significant issues with the current arrangements.

21. There have been discussions at local board cluster meetings and by the Joint Governance Working Party. Significant change has been considered (such as some Governing Body members being elected at large) but the outcome of these discussions to date is to basically retain the status quo except where changes are required.

22. One significant issue though, which has been considered by the Governing Body, is the number of Governing Body members. The Local Government (Auckland Council) Act 2009 sets this at 20 members, in addition to the mayor. All other councils are able to review the number of councillors.

23. The Governing Body, when it considered conducting a review of representation arrangements for the 2016 elections, decided instead to seek legislative change to allow it to review the number of Governing Body members. It also sought provision for re-aligning local board boundaries with ward boundaries, should ward boundaries need to change, and if there was support from local boards to keep boundaries aligned.

24. This submission was not successful. The Governing Body is not able to review the number of Governing Body members. Local board boundaries are not able to be changed other than through the separate process of applying for a local government reorganisation.

25. The council is continuing to advocate change, however any legislative change in the short term is unlikely to be effective for the 2019 elections.

Wards

Wards that do not comply with the 10 per cent rule

26. Based on statistics provided by the Local Government Commission (being a 2017 estimate) population ratios are as follows:

Ward	Population	Members	Population per member	Difference from quota	% Difference from quota
Rodney Ward	64,300	1	64,300	-18,560	-22.40
Albany Ward	169,800	2	84,900	2,040	2.46
North Shore Ward	156,800	2	78,400	-4,460	-5.38
Waitākere Ward	176,500	2	88,250	5,390	6.50
Waitematā and Gulf Ward	119,100	1	119,100	36,240	43.74
Whau Ward	84,700	1	84,700	1,840	2.22
Albert-Eden-Roskill Ward	172,200	2	86,100	3,240	3.91
Ōrākei Ward	91,500	1	91,500	8,640	10.43
Maungakiekie-Tāmaki Ward	79,700	1	79,700	-3,160	-3.81
Howick Ward	150,200	2	75,100	-7,760	-9.37
Manukau Ward	168,900	2	84,450	1,590	1.92
Manurewa-Papakura Ward	148,900	2	74,450	-8,410	-10.15
Franklin Ward	74,600	1	74,600	-8,260	-9.97
Total	1,657,200	20	82,860

27. Final statistics will eventually be based on data provided by Statistics New Zealand at mesh-block level. Staff expect that final statistics will be very close to those that have been used in the review to date.

28. As stated above, one of the matters that must be taken into account in the review is fairness of representation. The legislation requires that the ratio of population to member should not vary by more than 10 per cent unless there are reasons for not complying with this requirement (on the basis of splitting communities of interest or uniting disparate communities of interest).

29. There are four wards that do not comply:

· Waitematā and Gulf ward

· Rodney ward

· Ōrākei ward

· Manurewa-Papakura ward.

Review of the Waitematā and Gulf ward and neighbouring wards

30. The Waitematā and Gulf ward has a population approximately 28,000 above the 10 per cent quota. The Joint Governance Working Party has considered three options to address this (maps are in Attachment A):

· Option 1: boundaries on both the east and west of Waitematā are moved

· Option 2: the eastern boundary with the Ōrākei ward is not changed and there is substantial change on the western boundary with the Albert-Eden-Roskill ward

· Option 3: the western boundary with the Albert-Eden-Roskill ward is not changed and there is substantial change on the eastern boundary with the Ōrākei ward.

31. Each option has different flow-on effects to neighbouring wards.

32. The Joint Governance Working Party recommends Option 1. The other options disrupt communities of interest to a greater extent.

33. For example, Option 2 takes areas around Ponsonby and Grey Lynn away from the central city into the Albert-Eden-Roskill ward.

34. Option 3 places large areas of Ōrākei into Maungakiekie-Tāmaki. In the Local Government Commission’s first proposal for wards, Ōrākei and Maungakiekie-Tāmaki were combined. Following submissions, the Local Government Commission determined that Ōrākei and Maungakiekie-Tāmaki were distinct communities of interest and created separate wards. The commission took into account socio-economic differences and voting patterns.

35. The effect of Option 1 on the 10 per cent rule is as follows:

Ward	% Difference from quota
Whau	9.5%
Waitematā and Gulf	9.5%
Albert-Eden-Roskill	9.8%
Ōrākei	11.0%
Maungakiekie-Tāmaki	10.6%
Waitākere	6.5%

Review of the Rodney ward

36. The Rodney ward needs to gain about 10,000 population to be only 10 per cent under the quota. The Joint Governance Working Party has considered three options (maps are in Attachment B):

· Option1: the area north of the Whangaparaoa peninsula which is currently in the Albany ward is moved into Rodney (Orewa, Hatfields, Waiwera)

· Option 2: the southern boundary of Rodney ward is moved southwards

· Option 3: the council proposes the status quo, which is not complying, on the basis that any options to increase the population in the Rodney ward split communities of interest.

37. The Joint Governance Working Party recommends Option 3. Both Option 1 and Option 2 split communities of interest.

38. In Option 1, the area from Orewa to Waiwera shares a community of interest with the Hibiscus Coast.

39. Option 2 is difficult to achieve without splitting a community of interest. Option 2 as shown, moves the Rodney ward boundary south to include Whenuapai and Paremoremo and it borders Ranui and Westgate. The Whenuapai area is assumed to be south-looking rather than north-looking; for example, residents in Whenuapai would tend to go south for key activities like retail shopping or business, rather than north. Another option for a boundary is along the Upper Harbour motorway. However, this splits the Hobsonville community.

40. Further reasons for keeping the status quo include:

· ward and local board boundaries remain aligned (the Local Electoral Act requires alignment as far as is practicable)

· the current boundaries are the boundaries originally set by the Local Government Commission as representing communities of interest

· population is increasing and will continue to increase over time.

Review of the Manurewa-Papakura ward

41. The Joint Governance Working Party has not yet considered options for changing the Manurewa-Papakura ward boundaries.

42. In order to be only 10 per cent different to the average population to member ratio, the ward needs to gain a population of about 250. The Franklin ward cannot lose population, or it will become non-complying. Any change to the ward boundary will need to be at the northern end.

43. Staff have provided two options for local board comment back to the Joint Governance Working Party, in Attachment C:

· Option 1: move the northern boundary of the ward on the western side of SH1 motorway up to Cavendish Drive

· Option 2: move the northern boundary of the ward on eastern side of SH1 motorway northwards, just over the Redoubt Road ridge

· Option 3: the status quo, which would need to be promoted to the Local Government Commission on the basis that it is not possible to achieve compliance without splitting communities of interest or uniting disparate communities of interest.

44. Staff recommend Option 3, given it is the least disruptive option, and that the degree of non-compliance is minimal. It also means that the ward and local board boundaries remain aligned (the Local Electoral Act requires alignment as far as is practicable).

Review of the number of members in wards

45. Wards are currently either single-member or double-member wards.

46. The Joint Governance Working Party has considered larger wards; for example, a southern ward based on the current Manukau, Howick and Manurewa-Papakura wards and having six members. Implications include:

· the cost of a by-election across such a large ward if a vacancy occurs

· voter turnout – those elected will tend to be elected by areas with higher turnout, meaning there will not be as much a spread of representation as there is now

· the cap on campaign expenditure is increased

· each of the six members will have the same large electorate to service.

47. The Joint Governance Working Party also considered splitting current double-member wards into single-member wards. If this was done using local board boundaries as defining communities of interest, only the Manukau ward, if split into two, would continue to comply. The Joint Governance Working Party is recommending no change to current ward arrangements.

Local boards

Local board population

48. The following table provides the population for each local board and the number of board members:

Board	Population	Members	Population per member
Rodney	64,300	9	7,144
Hibiscus and Bays	104,500	8	13,063
Upper Harbour	65,300	6	10,883
Kaipātiki	94,000	8	11,750
Devonport-Takapuna	62,800	6	10,467
Henderson-Massey	122,300	8	15,288
Waitākere Ranges	54,200	6	9,033
Great Barrier	1,000	5	200
Waiheke	9,630	5	1,926
Waitematā	108,500	7	15,500
Whau	84,700	7	12,100
Albert-Eden	109,200	8	13,650
Puketāpapa	63,000	6	10,500
Ōrākei	91,500	7	13,071
Maungakiekie-Tāmaki	79,700	7	11,386
Howick	150,200	9	16,689
Māngere-Ōtāhuhu	81,100	7	11,586
Ōtara-Papatoetoe	87,800	7	12,543
Manurewa	94,500	8	11,813
Papakura	54,500	6	9,083
Franklin	74,600	9	8,289
Total	1,657,330

49. This table is provided for information. There is no legal requirement that the number of members should reflect the size of population. The 10 per cent rule only applies between internal boundaries of subdivisions. Staff are not aware of any reasons for changing the existing number of board members.

Local board subdivisions that do not comply with the 10 per cent rule

50. A table showing local board subdivisions in relation to the 10 per cent rule is in Attachment D.

51. There are two subdivisions that do not comply:

· Botany subdivision of the Howick Local Board (at 16.84 per cent, which needs to reduce its population)

· Wellsford subdivision of the Rodney Local Board (at -10.69 per cent, which will be addressed in response to a suggestion to change the Warkworth subdivision).

Review of the Botany subdivision in the Howick Local Board area

52. Maps showing the current subdivision boundaries and two alternative options are contained in Attachment E.

53. It is clear that the only way for the Botany subdivision to lose population is through the Howick subdivision extending southwards. There are two options proposed for consideration by local boards.

54. One option expands the Howick subdivision southwards on the eastern side of Botany Road only, while the second option expands the Howick subdivision southwards on both sides of Botany Road. Each option results in subdivisions that comply with the 10 per cent rule.

55. The Howick Local Board is invited to indicate its preferred option. This would be the option which has the least disruptive effect on existing communities of interest.

Review of the subdivisions in the Rodney Local Board area

56. A submission has been received from a resident, Mr Grant Kirby, living near the Kaipara Harbour, pointing out that the Warkworth subdivision extends from coast to coast. Mr Kirby was a former chair of the Local Government Commission. The submission states that the area alongside the Kaipara Harbour does not share a community of interest with Warkworth and suggests extending the Kumeu subdivision boundary northwards, to follow the Helensville electoral boundary.

57. Maps showing current subdivisions, the option of extending the Kumeu subdivision northwards and an option of extending the Wellsford subdivision southwards, are contained in Attachment F. Both options result in subdivisions that comply with the 10 per cent rule.

58. The Joint Governance Working Party agrees that those near the Kaipara Harbour do not share a community of interest with Warkworth and invites the Rodney Local Board to recommend its preferred option in view of its knowledge of current communities of interest.

Waitematā Local Board subdivisions

59. A suggestion has been received that the Waitematā Local Board should have a central subdivision. A map is contained in Attachment G showing what this might look like.

60. The Waitematā Local Board is invited to recommend whether subdivisions should be created in order to promote more effective representation of communities of interest and, if so, whether it supports the proposed option.

Upper Harbour Local Board subdivisions

61. A suggestion has been received that the Upper Harbour Local Board should have subdivisions to ensure there was representation from the western end of the local board area. A map is contained in Attachment H showing an arrangement of three subdivisions that complies with the 10 per cent rule.

62. The Upper Harbour Local Board is invited to recommend whether subdivisions should be created to improve effective representation of communities of interest and if so, whether it supports the proposed option.

Review of local board names

63. Staff noted comments at local board cluster meetings and other meetings that some current names may not be appropriate. These include:

(i) Howick Local Board and Ward: ‘Howick’ is only part of the local board area

(ii) Waitematā Local Board and Ward: Some people associate ‘Waitematā’ with a different area (for example the area of the Waitematā District Health Board)

(iii) Ōrākei Local Board and Ward: ‘Ōrākei’ is only part of the local board area

(iv) Albany Ward: ‘Albany’ is only part of the ward area.

64. The Great Barrier Local Board has recommended adding ‘Aotea’ to its name. This acknowledges a recent Treaty of Waitangi settlement with Ngati Rehua - Ngatiwai ki Aotea.

65. Apart from the Great Barrier Local Board proposal, staff are not aware of any other specific proposals and are not researching alternative names. Local boards should note that a name change has the potential to confuse the electorate and there are budgetary implications with changing associated stationery and signage.

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

66. The Auckland Council’s review of representation arrangements for the 2019 elections has implications for local boards. These are discussed in the body of the report. The report also provides comments on changes that affect the Governing Body, for local board information and feedback.

67. Local boards have supported a process where a Joint Governance Working Party develops the Auckland Council proposal for presentation to the Governing Body. The Joint Governance Working Party has joint local board and Governing Body representation. The Governing Body will make the resolution required by the legislation which will be notified for public submissions.

68. Following the closing date for submissions, the Governing Body must make the final statutory resolution within six weeks. The Joint Governance Working Party will consider submissions. So that the working party may liaise effectively with local boards, the local board is invited to delegate authority to the Chairperson or another member to represent the board’s views on the review. This is in the event that the Joint Governance Working Party seek further engagement with and/or feedback from the board prior to reporting to the Governing Body with a proposal in July 2018, or during consideration of submissions following public notification.

69. There will be an opportunity for the Governing Body, when it makes its first resolution, to further consider a process for local board involvement in commenting on submissions.

Tauākī whakaaweawe Māori / Māori impact statement

70. The Local Electoral Act 2001 provides for councils to establish Māori wards for electing Governing Body members. There is no similar provision for local board elections. The process for electing local board members is no different for Māori as for others.

71. The Auckland Council Governing Body has considered the possibility of creating a Māori ward. A resolution to do so was required by 23 November 2017. The Governing Body supported the creation of a Māori ward in principle but decided not to proceed further until the number of Governing Body members was able to be increased.

72. When considering subdivisions and communities of interest within its area, it may be relevant to take into account tribal rohe boundaries.

Ngā ritenga ā-pūtea / Financial implications

73. The review process is supported in-house. There will be costs associated with public notices and a payment to the Local Government Commission for preparing plans of boundaries and having them certified by the Surveyor-General. These costs are budgeted city-wide.

74. There are no financial implications for local boards. There will be down-stream council costs if the total number of local board members is increased (salary and support costs) or if there are changes to local board names resulting in costs associated with changing signage and stationery.

Ngā raru tūpono / Risks

75. The legislation requires deadline dates for certain decisions and public notification. Auckland Council has the greatest number of governance entities in the country (one Governing Body and 21 local boards) and there is a risk of not meeting these deadlines due to the need to involve all entities in the review.

Ngā koringa ā-muri / Next steps

76. The Joint Governance Working Party will consider local board feedback in June 2018 and develop proposals for consideration by the Governing Body at its July meeting, when it will make its statutory resolution for public notification. This report provides the opportunity for local boards to have input.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Waitemata ward boundary options	361
b ⇩	Rodney ward boundary options	363
c ⇩	Manurewa-Papakura ward boundary options	365
d ⇩	Local board subdivisions and the 10 per cent rule	367
e ⇩	Botany subdivision boundary options	369
f ⇩	Rodney Local Board subdivision options	373
g ⇩	Waitemata Local Board subdivision option	377
h ⇩	Upper Harbour Local Board subdivision option	379

Ngā kaihaina / Signatories

Authors

Warwick McNaughton - Principal Advisor - Democracy Services

Authorisers

Marguerite Delbet - General Manager Democracy Services

Louise Mason - GM Local Board Services

Carol McKenzie-Rex - Relationship Manager

[1] The Annual Review of Environment and Resources - environ.annualreviews.org

[2] Auckland’s Prime and Elite Soils 2013:TP2013/050, Auckland Council

[3] Most recent draft inventory, Waste Solutions, Auckland Council

[4] http://www.healthyaucklandtogether.org.nz/assets/Summary-Reports/HAT-Monitoring-Report-2017.pdf

[5] https://www.nzma.org.nz/journal/read-the-journal/all-issues/2010-2019/2016/vol-129-no-1436-10-june-2016/6915

[6] Elevated Nitrate Concentrations in Franklin Surface and Groundwater: A Review: TP2016/015

[7] LAWA: http://www.mfe.govt.nz/fresh-water/about-freshwater/auckland

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

Authors	Janette McKain - Local Board Democracy Advisor
Authorisers