Agenda of Te Oro Committee of the Maungakiekie-Tamaki Local 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 Te Oro Committee of the Maungakiekie-Tamaki Local Board:

a) confirm the ordinary minutes of its meeting, held on Friday, 23 March 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 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Te Oro Committee of the Maungakiekie-Tamaki Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

There were no notices of motion.

Te Oro Committee of the Maungakiekie-Tamaki Local Board

22 June 2018

Te Oro Activity Report Q3 2017/2018

File No.: CP2018/00267

Te take mō te pūrongo / Purpose of the report

1. To provide an operational update for quarter three for Te Oro, renew seven existing partnerships and approve four new partnerships.

Whakarāpopototanga matua / Executive summary

2. The Te Oro Charter outlines the vision for the arts facility, and has three focus areas: youth, local community and creativity. Partnership is acknowledged in the Te Oro Business Plan as an important tool to help deliver on areas of activity.

3. During quarter three, Te Oro delivered 45 programmes that responded to the three focus areas.

4. The programmes are either commercially procured or delivered via Memorandum of Understanding agreements (MoU) with partner organisations.

5. Programme highlights from quarter three are below. These have been selected as highlights for various reasons including, but not exclusive to, high participant numbers or the programme exceeding expectations.

	Youth	Local Community	Creativity
Procured programmes	Spoken Word Club	Asa African Dance	SUP East: Open Mic
Procured programmes	Street Fighter Tournament	Nesian Dance	Backstage Pass
MoU programmes	CTOA Studio Sessions	No Six The Space	The Good The Bad Graff Battle
MoU programmes	CTOA Music Workshop	Pacific Dance New Zealand – School Holiday Dance Programme	Leki Jackson Bourke Just Pring It

6. During quarter three, 19 programmes were delivered by MoU partners.

7. This report presents the Te Oro Governing Committee with the quarter three report containing full details on the operational activity delivered (attachment A).

8. Staff assessed the existing and proposed partnerships on how closely their programmes align with the charter (attachment B). Based on this assessment it is recommend the committee approve renewing the seven existing partnerships and approving four new ones.

Ngā tūtohunga / Recommendation/s

That the Te Oro Committee of the Maungakiekie-Tāmaki Local Board:

a) receives the quarter three Te Oro activity report.

b) approve renewing seven existing partnerships for 2018/2019:

i) Crescendo Trust of Aotearoa (CTOA)

ii) Pacific Islands Dance Fono

iii) The Good The Bad Trust

iv) No Six

v) Creative Bike Kitchen

vi) East Cook Islands Community Culture Group

vii) Ruapotaka Marae

c) approve four new partnerships to engage in 2018/2019:

i) Ūreia

ii) AUE

iii) NerdFest / Hamilton City Council

iv) Leki Jackson-Bourke

Horopaki / Context

9. Te Oro is an arts facility owned and operated by Auckland Council and funded by the Maungakiekie-Tāmaki Local Board. It is now in its third year of operation.

10. The Te Oro Governing Committee consists of three members of the local board and three members of the local community including one mana whenua representative.

11. The following four existing MoU partnerships are ‘founding partners’ and have been aligned with Te Oro since the facility opened in May 2015:

· CTOA

· Ruapotaka

· Pacific Dance

· East Cook Island group

Tātaritanga me ngā tohutohu / Analysis and advice

12. During quarter three, Te Oro delivered 45 programmes, several of which responded to multiple outcomes. Of these programmes:

· 19 were delivered by MoU partners

· 42 targeted youth (12-24 age group)

· 44 delivered on creative outcomes

· 20 were led by the local artists or community

· 9 delivered on Māori outcomes

13. Programme highlights from quarter three are below. These have been selected as highlights for various reasons including, but not exclusive to, high participant numbers or the programme exceeding expectations.

	Youth	Local Community	Creativity
Procured programmes	Spoken Word Club	Asa African Dance	SUP East: Open Mic
Procured programmes	Street Fighter Tournament	Nesian Dance	Backstage Pass
MoU programmes	CTOA Studio Sessions	No Six The Space	The Good The Bad Graff Battle
MoU programmes	CTOA Music Workshop	Pacific Dance New Zealand – School Holiday Dance Programme	Leki Jackson Bourke Just Pring It

14. Procured programmes are developed to deliver on the action plan goals outlined in the Te Oro Business Plan 2015–2018. Twenty six procured programmes were delivered in quarter three and responded to the three focus areas of the charter.

The partnership model

15. The partnership model is set out in the business plan and is of strategic importance to Te Oro. It supplements procured programmes and helps to build the capacity and capability of the community. Partners utilise space in the building at low or no cost in order to deliver programmes which align with the charter. This also aligns with the Empowered Communities Approach.

16. MoU agreements are developed with programme partners following approval from the committee. The agreements are structured so that:

· for usage over and above what is agreed in the individual MoU, the facility agreed fees and charges rates apply (including the community rate where criteria for this lower rate is met)

· they do not affect potential sources of revenue for the centre by making commitments only around booked hireage.

17. During MoU negotiations, staff seek explicit agreement from partners to align their programmes to charter delivery focus areas.

2018/2019 MoU partnerships

18. Staff assessed seven existing partnerships that were operating in 2017/2018 and 12 proposed partners on how closely their programmes align with the charter. Potential partners were scored against the 21 factors across the three whāinga, or aims, of the charter:

· young people are inspired and equipped to realise their potential

· the centre is at the heart of the local community

· the centre is a thriving hub of creative cultural experiences.

19. Based on the high charter rating the partners received, staff recommend the renewal of seven of the existing partnerships and approval of four new partnerships.

20. Eight partnerships are proposed to discontinue due to inactive activity or low charter rating.

21. The programming of Te Oro represents 72 per cent of the activity of the facility, venue hire is 12 per cent, with 12 per cent usage for core council activity in this quarter.

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

22. The local board funds Te Oro and three members represent the local board on the Te Oro Governance Committee.

23. The charter and business plan were designed to align with the Maungakiekie-Tāmaki Local Board Plan and meet local board outcomes. These include; creating strong and thriving communities that are enabled to participate, celebrate and contribute and ensuring young people are engaged, heard and active in their local communities.

Tauākī whakaaweawe Māori / Māori impact statement

24. Ken Kerehoma of Ngāti Whātua Ōrākei and Emily Karaka of Ngāi Tai ki Tāmaki were appointed to represent mana whenua on the Te Oro Committee.

25. The importance of mana whenua to the local area is reflected in the programming of Te Oro which is designed to be inclusive and to reflect the cultural diversity of Glen Innes and Maungakiekie-Tāmaki.

26. A diverse range of creative cultural expression is celebrated at Te Oro, including Māori and Pacific contemporary and traditional arts and celebrations. Te Oro has incorporated this principle by hosting a range of activities that meet this objective.

Ngā ritenga ā-pūtea / Financial implications

MoU partnerships

27. An opportunity cost of hiring the same space used by each partnership is listed in attachment B as a baseline value were the spaces to be hired out.

28. Staff assessed all of the partnerships against the opportunity cost of hiring the same space to paying users.

29. All usage of Te Oro facilities over and above what is agreed in the individual MoU is charged at the normal rate (including the community rate where criteria for this lower rate is met).

30. MoU partnerships do not affect potential sources of revenue for the centre as the commitments are made only around booked hireage, which takes precedence.

Te Oro operations

31. Te Oro’s mandate to provide low cost or free classes directly affects the ability of the facility to achieve the set target for the revenue from the programme of $25,000. The introduction of koha based payment has been successful and the revenue generated has been trending modestly upward.

32. There has been an increase in staffing required at Te Oro due to venue hire, delivery of shared risk partnerships, MoU programmes and more intensive events scheduled as part of the strategy to increase participant numbers of 15-19 and 20-24 year olds.

33. Staff will continue to work to manage the staffing budget and mitigate the projected spending in the staffing and operational budget

Ngā raru tūpono / Risks

34. There are no risks associated with receiving the activity report.

35. Key risks identified in the report are below:

Risks	Mitigation
not meeting entrance/other fee revenue target for FY18	· review programmes and test assumptions on a regular basis · develop a balanced programme of offerings across a range of cost points including shared risk model, koha entry and fixed price entry
not meeting venue hire revenue target for FY18	· further develop and implement a marketing and communications plan that promotes venue booking offering · identify and address barriers to utilisation · explore the local boards community grant programme as a potential source funding for programming
over spend of staff budget	· evaluate use of spaces and additional staffing requirements and manage the overspend in staffing budget, by outlining how cost recovery from venue hire is accounted separately
intimidation of staff/public from aggressive and abusive clients	· maintain the robust security programme developed by staff · implement/review and test security measures regularly · continue to follow proper safety protocols and procedures
reception administration desk: health and safety issue for administration staff	· test health and safety solutions and measure results
a programme offered by an MoU partner is cancelled due to a decline in the partner’s funding or financial position	· monitor financial forecasts with MoU partners via quarterly meeting
any substandard performance or delivery by a partner reflects on the reputation of the centre	· regularly communicate clear expectations about quality and reliability of service levels · maintain clear separation in the marketing style of the MoU partnership programmes from procured programme

36. Staff will report back to the committee and local board in quarter four if any risks or issues could require adjustment to the business plan.

Ngā koringa ā-muri / Next steps

37. For the proposed partnerships, scoping activity can be completed this financial year with any signed agreements taking effect from 1 July 2018 following approval from the committee.

Ngā tāpirihanga / Attachments