Agenda of Māngere-ŌtāhuhuLocal Board

Māngere-Ōtāhuhu Local Board

17 October 2018

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

8.1 Deputation - SOUL-IHUMATAO Group 5

8.2 Deputation - Mangere Town Centre Neighbourhood Engagement Survey 6

8.3 Deputation - Otahuhu Business Association 6

9 Public Forum 6

9.1 Public Forum - AIGA Energy - Community and Sustainability 6

10 Extraordinary Business 7

11 Governing Body Member Update 9

12 Local Board Leads and Appointments Report 11

13 Chairpersons Report and Announcements 13

14 Auckland Transport October 2018 update to the Māngere-Ōtāhuhu Local Board 17

15 Land Owner Approval to construct stormwater infrastructure within Tararata Creek Reserve 25

16 Funding options for Mangere Mountain Education Trust 35

17 Māngere-Ōtāhuhu Community Arts Broker Annual Report 2017_2018 and Work Programme 2018/2019 71

18 Addition to the 2018/2019 Arts, Community and Events work programme for Māori Responsiveness 103

19 Māngere-Ōtāhuhu Quick Response Round One 2018-2019 grant allocations 107

20 Māngere-Ōtāhuhu Local Board: PopUp Business School 115

21 Draft Facility Partnership Policy 143

22 Review of the Code of Conduct 235

23 Governance Forward Work Calendar 243

24 Māngere-Ōtāhuhu Local Board Workshop Notes 247

25 Consideration of Extraordinary Items

PUBLIC EXCLUDED

26 Procedural Motion to Exclude the Public 255

C1 Sites and Places of Significance to Mana Whenua – Tranche 1: Plan Changes to the Auckland Unitary Plan (Operative in Part) and Auckland Council District Plan - Hauraki Gulf Islands Section 2018 255

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Māngere-Ōtāhuhu Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 19 September 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 Māngere-Ōtāhuhu Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - SOUL-IHUMATAO Group

Te take mō te pūrongo / Purpose of the report

1. Glen McCutcheon and members from Save Our Unique Landscape SOUL-IHUMATAO group would like to update the board on their activities and discuss issues.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the presentation and thank Glen McCutcheon and members of the Save Our Unique Landscape SOUL-IHUMATAO group for their attendance.

8.2 Deputation - Mangere Town Centre Neighbourhood Engagement Survey

Te take mō te pūrongo / Purpose of the report

1. Ross Donaldson from the Mangere South Neighborhood Policing Team would like to update the board on the Mangere Town Centre survey results that took place in August 2018.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the presentation on Mangere Town Centre neighbourhood engagement survey and thank Ross Donaldson for his attendance.

Attachments

a Mangere Town Centre Neighbourhood Engagement Survey Results 259

8.3 Deputation - Otahuhu Business Association

Te take mō te pūrongo / Purpose of the report

1. Caroline Paepae and Richette Rodger from the Otahuhu Business Association would like to update the board on the Otahuhu Business Association.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the presentation and thank Caroline Paepae and Richette Rodger for their attendance.

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 - AIGA Energy - Community and Sustainability

Te take mō te pūrongo / Purpose of the report

1. Marshal Walia from AIGA Energy would like to update the board on what AIGA Energy is doing in the field of community and custainability.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the presentation from AIGA Energy and thank Marshal Walia for his attendance.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Māngere-Ōtāhuhu Local Board

17 October 2018

Local Board Leads and Appointments Report

File No.: CP2018/18032

Te take mō te pūrongo / Purpose of the report

1. This item allows the local board members an opportunity to present verbal and written updates on their lead roles, such as relevant actions, appointments and meetings.

Organisation	Lead	Alternate
Community Impact Forum for Kohuora Corrections Facility	Makalita Kolo	Lemauga Lydia Sosene
Mangere Bridge BID	Tauanu’u Nick Bakulich	Lemauga Lydia Sosene
Mangere Town Centre BID	Tafafuna’i Tasi Lauese	Makalita Kolo
Mangere East Village BID	Tauanu’u Nick Bakulich	Togiatolu Walter Togiamua
Otahuhu Business Association	Christine O’Brien	Makalita Kolo
South Harbour Business Association BID	Carrol Elliott	Makalita Kolo
Aircraft Noise Community Consultative Group	Tafafuna’i Tasi Lauese	Tauanu’u Nick Bakulich
Tamaki Estuary Environmental Forum	Carrol Elliott	Togiatolu Walter Togiamua
Youth Connections South Local Governance Group (3 members)	Christine O’Brien, Makalita Kolo, Lemauga Lydia Sosene	Tauanu’u Nick Bakulich (appointed 15 March 2017)
Maori input into local board decision-making political steering group (1 lead, 1 alternate)	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Ambury Park Centre	Christine O’Brien	Lemauga Lydia Sosene
Mangere Mountain Education Trust	Lemauga Lydia Sosene	Togiatolu Walter Togiamua
Local 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)

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

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

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors	Janette McKain - Local Board Democracy Advisor
Authorisers

No.	Title	Page
a ⇩	Chairs report	15

Māngere-Ōtāhuhu Local Board

17 October 2018

Auckland Transport October 2018 update to the Māngere-Ōtāhuhu Local Board

File No.: CP2018/19083

Te take mō te pūrongo / Purpose of the report

1. To provide an update to the Māngere-Ōtāhuhu Local Board (MOLB) on transport related matters in their area.

Whakarāpopototanga matua / Executive summary

2. This report contains information about the following:

a) The wider context, involving a summary of the strategic projects or issues affecting the MOLB’s area.

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

c) An update on Auckland Transport activities in Māngere-Ōtāhuhu Local Board area.

d) Progress made on MOLB advocacy initiatives.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the Auckland Transport October 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 is responsible for all of Auckland’s transport services, excluding state highways. It reports on a monthly basis to local boards, as set out in its 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.

Airport to Botany Rapid Transport Network

6. A key part of Auckland Transport’s public strategy is the plan to provide an east-west Rapid Transit Network (RTN) that links Auckland Airport with Botany via Manukau. This project involves New Zealand Transport Agency, Auckland Airport and Auckland Transport working together over a number of years to plan and build a bus or light rail link between these points.

7. Auckland Transport briefed the Southern Local Board Cluster meeting on 17 September 2018. This briefing discussed the very wide long list of options currently being considered and the possible short list that was being developed.

8. At the briefing Auckland Transport outlined the process for further discussion including public consultation and opportunities for local boards to engage in the process.

9. Like previous discussions with local boards, the September briefing was positive and local boards including the MOLB (which has stated its support by resolution) continue to support the project. This was particularly evident with regard to the social procurement opportunities that the project is creating.

10. On 3 October 2018 the Airport to Botany project team briefed the MOLB.

11. Finally, from MOLB’s perspective the relationship between this project and growth and urban development in the Mangere area is important to reinforce.

12. A RTN that links Manukau, Botany and the Airport will significantly improve transport options and make commuting to work in these areas by public transport much more viable. When this network is combined with the proposed Airport to CBD light rail route then locals will have the ability to move quickly and efficiently both north-south to Airport and CBD but also east-west. This connectivity considerably improves transport options in the area. With hubs in town centres this will increase the attractiveness of these areas to investors.

Tātaritanga me ngā tohutohu / Analysis and advice

Responding to MOLB resolutions

13. Auckland Transport aims to respond as quickly as possible to local board resolutions. Responses are listed below with the resolution below in bold and Auckland Transport’s response is below the resolution in normal font.

Resolution number MO/2018/113

f) That the MOLB request a detailed update on the Ōtāhuhu Streetscapes project.

14. This briefing was scheduled for 12 September 2018 but unfortunately the time allocated was not long enough and further discussion took place on 4 October 2018.

15. On 12 September 2018, the MOLB discussed its concerns about the project. A key concern was the flow of project information to the public. The project manager is working hard with the project’s communications staff to address these issues and an update was provided to the MOLB on 4 October 2018.

g) That the Māngere-Ōtāhuhu Local Board request that the local board be advised when the extra lighting will be installed at the Māngere Bridge causeway.

16. At this time the level of lighting has been maximised. Power comes to this location via the Old Mangere Bridge. Until technical issues with the power company and the New Zealand Transport Agency (the bridge’s owner) are resolved, this is the maximum lighting Auckland Transport can provide in this location Auckland Transport will provide an update on this situation as soon as possible.

Local Board Transport Capital Fund

17. 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).

18. Table 1 (below) is a summary MOLB’s current LBTCF status. This now includes extra funding allocated to the MOLB on 1 July 2018.

Table 1: Local Board Transport Capital Fund Summary

19. MOLB has identified a range of projects and reassessed their programme in June 2018. This reassessment led to series of resolutions reactivating projects that had been held until council made a decision regarding its plan for Mangere East. The following update reflects these changes:

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.		Rough order of cost is approx. $700,000 - 1,000,000. The MOLB Has authorised ‘detailed design’.
Building a two lane roundabout at the intersection of Bader Drive and Idlewild Road.		Project in ‘detailed design’. Rough order of cost is approx. $700,000 - $1 million (21 June 2017).
Widening Bader Drive in front of the Cosmopolitan Club.		Project in ‘detailed design’. Rough order of costs: (21 June 2017) $200,000
Ashgrove Reserve Cycle Route.		Rough Order of Costs: (16 August 2017) $400,000 The MOLB has authorised ‘detailed design’ and Auckland Transport is working on this part of the project.
Bus shelter improvement project.		Putting together the list of stops.
Boggust Park.		Improve the walking and cycling paths in or around Boggust Park.
Detailed Project Progress Report
*Upgrading the footpaths in and around the Mangere East Town Centre* In July 2018, the MOLB resolved to request Auckland Transport re-start ‘detailed design’ work for this project. The project’s costs need to be re-assessed for roughly costed options to be available for the MOLB to consider. This work is still underway.
*Bader Drive Roundabout* In July 2018, Auckland Transport advised the MOLB to change the plan to a single lane roundabout allowing for better pedestrian safety. The MOLB supported this recommendation. Re-design work progresses and is scheduled for completion by the end of the year. The aim is to authorise construction by the end of this year ready to start work in January 2019.
*Widening Bader Drive in front of the Cosmopolitan Club* Design is complete and a firm cost estimate is approximately $86,000. Construction was authorised by the MOLB in September 2018.
*Ashgrove Reserve Cycle Route* Based on the MOLB requesting ‘detailed design’ to produce a firm cost estimate in July 2018, Auckland Transport is working to re-assess this project.
*Bus shelter improvement project* Auckland Transport is still to provide a quote to deliver a project to improve bus facilities in the local area.
*Boggust Park walking and cycling pathways project* Auckland Transport is investigating options for using the LBTCF to deliver some transport related aspects of the Boggust Park concept plan. This requires detailed discussion because it involves a number of parties and different areas of responsibility so takes time to resolve.

Local board advocacy

20. 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 3: 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 Town Centre.	Auckland Transport has a range of projects underway supporting this initiative including: · Liaising with Auckland Council to improve information flow and providing another update about the Otahuhu Streetscape project in October · Investigation of footpath and lighting improvements in Mangere-East using the LBTCF continues · The MOLB is working with Auckland Transport to support the RTN link from the Airport to Botany and the project team met MOLB on 3 October 2018 providing more information.
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.	Auckland Transport continues to work with the community to support this project providing activities and advertising that encourage use of the area.
	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 Road intersection and road widening near Māngere town centre.	Auckland Transport is currently supporting the MOLB to deliver two LBTCF projects on Bader Drive and both projects are progressing well.

Progress made on investigations.

Future Streets activation activities

21. Auckland Transport continues to support encouraging the local community to use the Future Streets area.

22. Most recently, Auckland Transport supported a new flyer designed by Mr T to promote his services and the work he does in the local area. This flyer is finished and ready for Mr T to use.

23. Auckland Transport also supported World Car Free Day on Saturday 22 September 2018. This event was organised by Mr T. It was at Blake Rd reserve BMX track. Auckland Transport provided food and music.

24. Development of another ‘official’ South Auckland Cycle Map is the next project. This will use information from a wide range of stakeholders. The map is almost ready and should be in circulation in the next couple of months.

Mangere Bridge Safer Community

25. 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.

26. Recently, there was discussion about why this project needs to be delivered and last month’s report summarised the history of the project.

27. Currently Auckland Transport is considering the results from the second round of consultation. Auckland Transport will now develop more detailed and firmer options. When complete, options will be discussed with the MOLB.

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

Local impacts and local board views

Auckland Transport consultations

28. Normally, Auckland Transport provides a summary of proposals that the MOLB was invited to provide their feedback on but over the last reporting period, Auckland Transport has not any proposals.

Traffic Control Committee resolutions

29. Normally, Traffic Control Committee (TCC) decisions from September 2018 are included in this section of the report. However, this month there were no decisions.

Tauākī whakaaweawe Māori / Māori impact statement

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

Ngā ritenga ā-pūtea / Financial implications

31. This report does not have any significant financial implications for the MOLB.

Ngā raru tūpono / Risks

32. The most significant financial risk for the MOLB is the status of the Local Board Transport Capital Fund (LBTCF). The Governing Body has increased the amount of money provided to Local Boards though the LBTCF and the MOLB started the 2018-19 Financial Year with a total of just over $1.4 million.

33. The MOLB’s commitment to the One Local Initiative project, budgeted at approximately $1 million is no longer required in this electoral term. Combined with some of the MOLB’s projects being less expensive than anticipated to deliver there is a risk that the MOLB will finish the current term with a surplus.

34. The MOLB is mitigating this risk by re-starting detailed investigation of a number of projects considered early in the electoral term but not prioritised.

Ngā koringa ā-muri / Next steps

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

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors

Ben Stallworthy – Elected Member Relationship Manager

Authorisers

Jonathan Anyon – Elected Member Team Manager

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

17 October 2018

Land Owner Approval to construct stormwater infrastructure within Tararata Creek Reserve

File No.: CP2018/18926

Te take mō te pūrongo / Purpose of the report

1. To seek approval from the Māngere-Ōtāhuhu Local Board for the land owner approval application from Housing New Zealand for the upgrade of the existing outlet structure in Tararata Creek Reserve (12R Elmdon Street, Māngere).

Whakarāpopototanga matua / Executive summary

2. Housing New Zealand (HNZ) is seeking approval to upgrade the existing 750mm diameter stormwater outlet structure in Tararata Creek Reserve to a new 1350mm diameter outlet structure.

3. The outlet structure is proposed to service the new HNZ developments within the Mangere West area and help ease the capacity constraints with the existing reticulation system.

4. This proposed upgraded storm water system will allow council’s storm water specialists to undertake hydrological modelling which will inform the future storm water developments in the Mangere West area.

5. Tararata Creek Reserve is currently held by the Crown through DOC as an unclassified recreation reserve, subject to the provisions of the Reserves Act 1977, and vested in the Auckland Council, in trust, for recreation purposes. It is zoned as open space - conservation in the Auckland Unitary Plan (Operative in Part).

6. It is recommended that the Māngere-Ōtāhuhu Local Board grant land owner approval for the upgrade of the existing outlet structure in Tararata Creek Reserve, Māngere.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board;

a) approve the application from Housing New Zealand (HNZ) for the upgrade of a storm water pipe and outlet structure in Tararata Creek Reserve (12R Elmdon Street, Māngere).

Horopaki / Context

7. HNZ has proposed to upgrade the existing 750mm diameter storm water outlet structure to a 1350mm diameter structure which is stabilised by a three-tiered gabion basket as depicted in Attachment A.

8. The outlet structure is proposed to service the new HNZ developments within the Mangere West area depicted in Attachment B and help ease the capacity constraints with the existing reticulation system.

9. As a result of the increased impervious surface associated with the new developments, the existing storm water system needs to be upgraded.

10. Tararata Creek Reserve is currently held by the Crown through DOC as an unclassified recreation reserve, subject to the provisions of the Reserves Act 1977, and vested in the Auckland Council, in trust, for recreation purposes. It is zoned as open space - conservation in the Auckland Unitary Plan (Operative in Part).

11. While the Crown through DOC owns the land, the council holds vested powers in the reserve and has all the necessary delegated powers under the Reserves Act 1977 to approve any storm water requirements without requiring any prior DOC approval.

12. The storm water pipe will be open trenched through the private property at 5A Tito Place which is immediately adjoining the Tararata Creek Reserve. The path running along-side the Tararata Creek will be closed for the duration of the works and will be reinstated upon completion. The outlet structure is designed to dissipate all energy from the pipe and avoid erosion.

13. The landscaping and planting plan has been designed so that the gabion basket structures will not be visible once the planting has matured. The structures will be screened by planting which was chosen to drape over the structure as depicted in Attachment C.

14. Aspects of this proposal have been analysed by council’s park and places specialist, storm water specialist, parks planner and maintenance delivery coordinator.

15. This proposed upgraded storm water system will also allow council’s storm water specialists to undertake hydrological modelling which will inform the future storm water developments in the Mangere West area.

16. Te Akitai have been involved in fortnightly meetings and will continue to be consulted pre, during and post construction.

17. There will be one Swamp Cyprus tree removed during the proposed construction. Asset Owner Approval was issued on 22 August 2018.

18. If approved, the storm water infrastructure will be vested in council and will become a public asset.

19. The proposal aligns with the Māngere-Ōtāhuhu Local Board Plan 2017, specifically Outcome 3: Protecting our natural environment and heritage, by providing an efficient and effective storm water disposal system that does not adversely affect Tararata Creek. This will be ensured through the consenting and engineering approval stage of the proposed infrastructure where the applicant will be required to comply with council’s storm water code of practice and in particular ensuring the required environmental protection measures are implemented.

Tātaritanga me ngā tohutohu / Analysis and advice

20. The options available to the Board are to approve or decline the land owner application.

Option 1: The Board approve the land owner application to upgrade storm water infrastructure in Tararata Creek Reserve

21. The advantage of approving the land owner application is:

· the applicant will be able to efficiently and effectively discharge storm water from the new development in Mangere West

· This proposal has been assessed by council’s park and places specialist, storm water specialist, parks planner and maintenance delivery coordinator, none of which had any objections to the works

· the proposal will not adversely affect the use of or access to Tararata Creek Reserve

· the applicant will be required to comply with council’s storm water code of practice through the engineering approval process, therefore the infrastructure will be of a high compliance standard

· the proposal aligns with the Māngere-Ōtāhuhu Local Board Plan, as previously discussed, by allowing for the discharge of storm water via a method that does not adversely affect the surrounding environment

· this structure will allow council’s storm water specialists to develop hydrological modelling which will inform future storm water developments in this area

· the planting plan is designed to screen the gabion basket structures.

22. There are no obvious disadvantages of approving the land owner application.

Option 2: The Board decline the land owner application to upgrade storm water infrastructure in Tararata Creek Reserve

23. There are no obvious advantages of declining the land owner application.

24. The disadvantages of declining the land owner application are:

· the applicant will not be able to develop the areas depicted in Attachment B. The applicant has invested money for the concept plans, designs and removal of existing properties

· declining the approval would not allow the applicant to contribute to Auckland’s housing stock.

Recommended option

25. It is recommended that the Māngere-Ōtāhuhu Local Board supports Option 1, this being to approve the land owner application to upgrade storm water infrastructure in Tararata Creek Reserve, for the following reasons:

· the proposal will allow the applicant to be able to efficiently and effectively discharge storm water from the proposed development

· This proposal has been assessed by councils park and places specialist, storm water specialist, parks planner and maintenance delivery coordinator, none of which had any objections to the work.

· the proposal will not adversely affect the use of or access to Tararata Creek Reserve.

· any adverse effects of the proposal can be mitigated by conditions placed on any land owner approval issued.

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

26. The Tararata Creek Reserve outlet structure strategically aligns with the local board objective of protecting our natural environment and heritage as it provides for the efficient and effective storm water management in a way that ensures the natural environment is protected.

27. The local board was consulted on this proposal by way of a workshop on Thursday 13 September 2018. The board indicated a level of general support in principle for this proposal as it serves a significant housing development, pending a formal report.

Tauākī whakaaweawe Māori / Māori impact statement

28. There are no sites of value or significance to mana whenua identified in the Auckland Unitary Plan for the Tararata Creek Reserve. Te Akitai have been involved in fortnightly meetings and will continue to be involved throughout the project.

Ngā ritenga ā-pūtea / Financial implications

29. There are no financial implications for the local board as the installation of the storm water infrastructure at Tararata Creek Reserve will be funded by HNZ. Council will be acquiring the infrastructure so there may be financial implication around the ongoing maintenance. These maintenance costs are considered to be minor and operational.

Ngā raru tūpono / Risks

30. There is a risk to the local board and council given that the proposed infrastructure at Tararata Creek Reserve will be vested in council upon completion along with the maintenance responsibilities. The design of the infrastructure will however be required to comply with council’s storm water code of practice and as such it is anticipated that ongoing maintenance will be minimal.

Ngā koringa ā-muri / Next steps

31. If the board approve the proposal, the next steps for the Tararata Creek Reserve application involves issuing a formal land owner approval letter to the applicant with associated conditions. Such conditions will include, but not be limited to:

· the requirement for vegetation protection during works

· a health and safety plan being implemented during the works taking place

· the implementation of silt and sediment controls

· the requirement for all other necessary consents and permits being obtained

· the implementation of accidental discovery protocols.

32. Following the land owner approval process, the applicant will seek the required consents, after which the storm water infrastructure will be installed.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Stormwater infrastructure design	29
b ⇩	Stormwater network	31
c ⇩	Landscaping design	33

Ngā kaihaina / Signatories

Authors

Joseph Bywater - Land Use Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

17 October 2018

Funding options for Mangere Mountain Education Trust

File No.: CP2018/18539

Te take mō te pūrongo / Purpose of the report

1. To agree a funding proposal for the Mangere Mountain Education Trust for 2018/19 and the conditions of this funding and provide an update on appointments to the board.

Whakarāpopototanga matua / Executive summary

2. In June 2018, the Governing Body agreed to increase operating funding for the Māngere Mountain Education Trust (MMET) from $94,000 to $300,000 per annum, for the first three years of the Long-term Plan 2018 – 2028.

3. Staff recommend that the funding is provided to MMET in four tranches of $75,000, with the first to be released as soon as the funding agreement is finalised (before the end of October).

4. Staff will finalise the performance measures to include in the funding agreement and bring these to the Local Board in November. They will be based on the existing funding agreement with some modifications.

5. The council’s internal audit department has been working with MMET to address some issues with how it has been operating. It will develop a detailed set of internal controls and risk mitigation strategies that cover financial management and governance. We recommend that successfully implementing these is a condition of the funding.

6. Three existing members of the MMET board were reappointed by the Appointments, Performance Review and Value for Money Committee in October. The process for the final Auckland Council appointee is underway and should be completed by the end of 2018.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) agree to provide the funding to Māngere Mountain Education Trust in four instalments of $75,000 over this financial year, with the first instalment to be released before the end of October 2018.

b) agree that a condition of the funding will be that Māngere Mountain Education Trust meets a set of internal control standards which have been developed by Auckland Council’s internal audit team on a quarterly basis.

c) note that staff will finalise the funding agreement for the 2018/19 financial year and provide it to the Māngere-Ōtāhuhu Local Board in November 2018.

d) invite Māngere Mountain Education Trust to update the Māngere-Ōtāhuhu Local Board on a six-monthly basis.

e) note that the Finance and Performance Committee will consider Māngere Mountain Education Trust’s statement of intent in November 2018.

Horopaki / Context

7. The Mangere Mountain Education Trust (MMET) is an Auckland Council council-controlled organisation which operates an education centre on the slopes of Te Pane o Mataoho / Mangere Mountain.

Funding for 2018/19

8. In the 2017/18 financial year, MMET received $94,000 of operational funding from the Māngere-Ōtāhuhu Local Board. This was Asset Based Services (ABS) funding from the Parks, Sports and Recreation (PSR) budget. In June 2018, the Governing Body agreed to provide an additional $206,000 per annum of operational funding to MMET for the first three years of the Long-term Plan.

9. MMET has provided a business plan and a revised statement of intent which are attached to this report (Attachment A and Attachment B respectively). Together, these set out MMET’s planned expenditure for the 2018/19 financial year based on the increased operating funding. Attachment C is MMET’s 2018 Annual Report which it has recently provided to the council. The report provides a picture of its financial and non-financial performance and its current financial position. The number of visitors to the centre in the last financial year was approximately 8,000 which is a significant increase from previous years. However, its total current assets have reduced significantly since the previous financial year.

Internal controls and risk mitigation

10. Since early 2018, the council’s internal audit department has been working with MMET to address some issues with how it has been operating. The internal audit department is developing a framework of internal controls and risk mitigation strategies for financial management and governance which are proportionate to MMET’s size and operations.

11. Attachment D sets out the best practice principles and internal control standards which will inform that framework. To implement the framework, MMET will need to indicate whether it is meeting the requirements every quarter, which will then be verified by the internal audit department.

Appointments to MMET

12. On 3 October, the Appointments, Performance Review and Value for Money (APRVFM) Committee reappointed Graeme Campbell to MMET for a period of three years, and appointed Stephanie Tawha and Jan Coates (who were previously appointees of the Department of Conservation).

13. An interview panel has recently finished interviewing candidates for the council’s fourth and last appointee, and their recommended preferred candidate will likely be considered by APRVFM in November or December. The intent of the new appointment is to provide financial management expertise to the trust board. If this appointment is confirmed, MMET will be operating with five out of eight possible trust board members.

Tātaritanga me ngā tohutohu / Analysis and advice

14. The business plan and SOI set out MMET’s funding plans for the 2018/19 financial year, and some performance measures. A significant part of the increased operating funding will go towards increasing staffing levels at the centre. In particular, MMET plans to employ a part-time general manager, and ensure that guides and support staff are on the living wage and appropriately trained. Other funding will go towards investment and maintenance of its core facilities, including furnishing King Tawhiao’s cottage, bringing toilet facilities up to Ministry of Education standards and improving the signage for the centre.

15. King Tawhiao’s cottage was officially opened in July 2017. Currently, the cottage is unfurnished. MMET’s business plan has earmarked $15,500 from the increased grant to furnish the cottage and develop education programmes, with iwi input, which can be run out of the cottage.

16. Staff will finalise the performance measures to include in the funding agreement and bring these to the Local Board in November. They will be based on the existing funding agreement with some modifications. The key performance indicators are likely to include:

· Visitor numbers

· Customer satisfaction (new measure)

· School participation, and in particular local schools and early childhood education (ECE) facilities.

17. Staff also recommend that a condition of the funding is the successful implementation of the internal controls and risk mitigation strategies developed by the internal audit department.

18. To address the funding conditions, have assessed three options:

· Option 1: Provide the funding in two tranches of $150,000

· Option 2: Provide the funding in four tranches of $75,000, with the first to be released as soon as the funding agreement is finalised (before the end of October)

19. We consider that it is prudent to release the funding in four tranches, which enables MMET’s ability to continue operating and aligns the release of funding with the ongoing implementation of the financial management and governance requirements.

20. Given that it is now more than three months into this financial year, and based on MMET’s financial position, we consider that it is important that the first tranche is released by the end of October 2018.

Suitability of the funding and governance arrangements

21. In the Mayor’s proposal, he noted that “it would seem that there is an opportunity for the Mangere Mountain Education Trust to consider whether its operations could be joined up with those of the Tupuna Maunga Authority in the future”.

22. There are issues with the current split of responsibilities between the Governing Body and the Māngere-Ōtāhuhu Local Board. We are currently developing a policy which will look at all of the council’s legacy CCOs and how these are governed by the council. After this has been completed, there will be an opportunity to work with each of the legacy CCOs to look at whether their particular governance arrangements are fit for purpose.

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

23. At the Māngere-Ōtāhuhu Local Board workshop on 26 September, there was discussion about the need for good governance controls to be put in place, the need for clarity of funding arrangements and the possibility to improve relationships between the Local Board and MMET.

Tauākī whakaaweawe Māori / Māori impact statement

24. The Te Waiohua Trust, which represents mana whenua, appoints up to two of MMET’s board members (although one of these is currently vacant). In its SOI, MMET has set out the cultural importance of Te Pane o Mataoho and the need to strengthen the involvement of mana whenua in the design and delivery of programmes relating to their rohe and history.

Ngā ritenga ā-pūtea / Financial implications

25. If the Local Board agrees to the recommended option, the $300,000 operational funding will be drawn down from the Parks, Sport and Recreation budget in quarterly instalments throughout the 2018-19 financial year.

Ngā raru tūpono / Risks

26. There is a risk that MMET may not be able to meet all of the internal controls and risk mitigation strategies that it needs to do to improve the governance of the centre and deliver its work programme. However, this risk can be mitigated by council staff continuing to work closely with MMET to implement these controls. Furthermore, MMET is currently understaffed and in light of its current financial position, withholding funding would likely exacerbate this risk and its viability as an entity.

Ngā koringa ā-muri / Next steps

27. If the Local Board agrees to the recommended option, we will finalise the funding agreement and present the performance measures to the Local Board in November 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Mangere Mountain Education Trust proposed business plan for 2018/19 financial year	39
b ⇩	Mangere Mountain Education Trust draft statement of intent 2018 - 2021	41
c ⇩	Mangere Mountain Education Trust 2017/18 Audited Annual Report	65
d ⇩	Financial management and governance best practice principles	69

Ngā kaihaina / Signatories

Authors

Sarah Holdem - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

17 October 2018

Māngere-Ōtāhuhu Community Arts Broker Annual Report 2017_2018 and Work Programme 2018/2019

File No.: CP2018/18819

Te take mō te pūrongo / Purpose of the report

1. To present the Māngere-Ōtāhuhu Community Arts Brokers annual report for 2017/2018.

2. To seek approval of the Māngere-Ōtāhuhu Community Arts Broker work programme for 2018/2019.

Whakarāpopototanga matua / Executive summary

3. This report presents the Māngere-Ōtāhuhu Local Board with the Community Arts Brokers annual report for 2017/2018, and the proposed work programme for 2018/2019.

4. The arts broker programme was introduced in 2015 to support local creative projects.

5. The local board allocated $100,000 LDI to the arts broker work programme for 2017/2018.

6. The arts broker supported the delivery of 16 projects and 12 individuals in the development of their projects between July 2017 and June 2018.

7. The full report containing details of the projects delivered during 2017/2018 is attached (Attachment A).

8. The work programme for 2018/2019 has been developed based on the activity and projects supported in 2017/2018.

9. This report presents the full work programme for 2018/2019 (Attachment B) for approval by the local board.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the Māngere-Ōtāhuhu Community Arts Broker Annual Report for 2017/2018

b) approve the Māngere-Ōtāhuhu Community Arts Broker work programme for 2018/2019

Horopaki / Context

10. The Māngere-Ōtāhuhu Community Arts Broker programme was introduced in late 2015 with the purpose of supporting local creative projects across the local board area. The arts broker assists individuals and groups with projects, mentoring, targeted activities and promotion with an emphasis on reflecting local diversity.

11. On 21 June 2017, the Māngere-Ōtāhuhu Local Board approved the Arts, Community and Events 2017/2018 work programme (MO/2017/118) and the allocation of $100,000 to the art broker work programme.

12. The budget was proportioned as follows:

· $40,000 to fund the contracted hours of the arts broker

· $60,000 as a project fund for the development and delivery of arts activities and initiatives

13. The 2017/2018 arts broker work programme was developed to deliver the following key outcomes:

· connect Māngere Arts Centre – Ngā Tohu o Uenuku with its community

· more art programmes for the community

· accessible creativity for all in the Māngere-Ōtāhuhu area

· tell Māngere-Ōtāhuhu stories

· build capacity and networks for the arts in Māngere-Ōtāhuhu

· build capacity towards increased local arts and cultural enterprise.

14. On 20 June 2018, the local board approved the Arts, Community and Events 2018/2019 work programme (MO/2018/100) which included the allocation of $100,000 to the arts broker work programme. The budget was proportioned the same as for the previous year.

Tātaritanga me ngā tohutohu / Analysis and adviceAnnual Report 2017/2018

15. The arts broker supported the delivery of 16 projects and supported 12 individuals in the development of their projects between July 2017 and June 2018.

16. The annual report details the following highlights:

· Māngere Love Event

· Pathways To Performing Arts Workshop series

· The Māngere-Ōtāhuhu Arts May Meet Up

· Do Good Feel Good Dance Pop Ups

· ‘Frangipani Smiles’ & a sense of belonging

· Mapping Creative Hustle 2.0.

17. The arts broker services also included:

· the launch of the refreshed website and brand for Māngere-Ōtāhuhu Arts

· regular communications via Facebook and the monthly e-newsletter

· development of an online Noticeboard

· assisted the Community Empowerment Unit with the Local Board Youth Art Scholarships

· speaking at events including the Local Board Community Grants Workshop, Youth Providers Network Meeting and Access To Employment meet-up (A2E)

· supporting artists to apply for Creative Communities Scheme Funding.

18. This report presents the annual report for 2017/2018.

Work Programme 2018/2019

19. The full work programme for 2018/2019 is attached to this report for approval by the local board.

20. The arts broker work programme for this year has been developed based on the activity and projects supported and developed during 2017/2018. Alignment to local board plan outcomes and objectives also shapes the work programme.

21. The following programme strands have been identified as focus areas for 2018/2019:

· Māngere Arts Centre Programmes

· Māngere-Ōtāhuhu Music

· targeted community creative programmes

· large scale long term youth projects

· open call out for creative projects and artist lead projects

· community organisation capacity building arts projects

· mana whenua and mataawaka projects

· audience development and awareness

· creative community network capacity building

· arts organisation and independent artist liaison.

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

22. The arts broker role aligns with the local board outcome “Māngere-Ōtāhuhu is the heart of Māori and Pasifika arts and culture”.

23. It ensures a diverse range of arts events/activities are spread geographically across the local board area, enabling access for everyone. The broker supports community-led projects with an emphasis on reflecting local diversity.

Tauākī whakaaweawe Māori / Māori impact statement

24. Improving Māori outcomes is a priority for the local board. The arts broker work programme aims to improve well-being among Māori living in the local board area and to incorporate Māori traditions and understandings through diverse and creative opportunities for engagement, collaboration and participation across Māngere-Ōtāhuhu.

25. The 2018/2019 work programme has identified a programme strand for mana whenua and mataawaka projects, with a focus on representation and capacity building.

Ngā ritenga ā-pūtea / Financial implications

26. There are no financial implications associated with receiving the 2017/2018 annual report.

27. The local board has allocated $100,000 to the arts broker work programme for 2018/2019.

28. The budget has been proportioned as follows:

· $40,000 has been allocated to fund the contracted hours of the arts broker

· $60,000 has been allocated as a project fund for the development and delivery of arts activities and initiatives

Ngā raru tūpono / Risks

29. Due to the limited project fund available, not all applicants who apply for funding through the arts broker will be successful. The broker will mitigate this risk by supporting the applicants to develop their project and apply for other sources of funding.

Ngā koringa ā-muri / Next steps

30. Staff will continue to meet with the local board and provide regular updates on the 2018/2019 work programme.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Attachment A_Arts Broker Annual Report 2017 2018	75
b ⇩	Attachment B_Work Programme 2018 2019	99

Ngā kaihaina / Signatories

Authors

Sarah Edwards – Arts and Culture

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

17 October 2018

Addition to the 2018/2019 Arts, Community and Events work programme for Māori Responsiveness

File No.: CP2018/19210

Te take mō te pūrongo / Purpose of the report

1. To approve an additional line to the Māngere-Ōtāhuhu Local Board Arts, Community and Events (ACE) 2018/2019 work programme called ‘Respond to Māori Aspirations – Māori Responsiveness’.

2. To approve allocation of $5,000 from the local board Community Response Fund for the delivery of the new work programme line.

Whakarāpopototanga matua / Executive summary

3. In June 2018, the local board approved the ACE 2018/2019 work programme (MO/2018/100).

4. Staff have identified that the 2017/2018 work programme line item ‘Respond to Māori Aspirations – Māori Responsiveness’ was not included in the 2018/2019 work programme and a budget had not been allocated.

5. This work programme line is a collaborative initiative between the local board and the Manurewa and Ōtara-Papatoetoe local boards.

6. Staff recommend the addition of the ‘Respond to Māori Aspirations – Māori Responsiveness’ line in the 2018/2019 work programme and allocating a budget of $5,000 from the Community Response Fund work programme line 2807.

7. The $5,000 budget can be used to fund the Otara Health organisation for the facilitation of the Māori Input into Local Board Decision Making (MIILBDM) steering group.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) approve an additional Māngere-Ōtāhuhu Local Board, Community and Event 2018/2019 work programme called ‘Respond to Māori Aspirations – Māori Responsiveness’.

b) approve allocation of $5,000 from the Community Response Fund, work programme 2807, for the delivery of the new work programme line ‘Respond to Māori Aspirations – Māori Responsiveness’.

Horopaki / Context

8. In June 2018, the local board approved the ACE 2018/2019 work programme (MO/2018/100).

9. Staff have identified that the 2017/2018 work programme line item ‘Respond to Māori Aspirations – Māori Responsiveness’ was not included in the 2018/2019 work programme and a budget had not been allocated.

10. This work programme line is a collaborative initiative between the local board and the Manurewa, Ōtara-Papatoetoe and Papakura local boards. Each local board contributes $5,000 per financial year through their work programme.

11. In the previous two financial years, the local board has allocated $5,000 per year to the initiative.

12. The 2017/2018 work programme line 2000, ‘Respond to Māori Aspirations – Māori Responsiveness’, provided the following opportunities for the local board:

· engage with mana whenua and mataawaka

· identify projects that respond to Māori aspirations in a practical way

· identify ongoing needs for collaborative support and partnership with Māori

· engage urban Māori.

Tātaritanga me ngā tohutohu / Analysis and advice

13. Responding to Māori aspirations is a priority for the local board and this is reflected in the following 2017 Local Board Plan outcomes:

· we are the heart of Māori and Pasifika culture

· a place where everybody thrives and belongs.

14. Staff recommend the addition of the ‘Respond to Māori Aspirations – Māori Responsiveness’ line in the 2018/2019 work programme will enable the local board to achieve the following outcomes:

· improved ways of working in partnership with mana whenua and mataawaka

· enhanced partnering and collaborative ways of working between council and Māori communities

· improved understanding of Māori aspirations and the ability to respond more effectively to Māori.

15. Staff recommend allocation of $5,000 from the Community Response Fund work programme line 2807 to the new ‘Respond to Māori Aspirations – Māori Responsiveness’ item.

16. The $5,000 budget can be used to fund the Otara Health organisation for the facilitation of the Māori Input into the Local Board Decision Making (MIILBDM) steering group.

17. The MIILBDM steering group consists of elected members from the Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe and Papakura local boards, mana whenua representatives and staff. The purpose of the steering group is to give direction to the initiative and ensure implementation of outcomes.

18. The following eight outcomes have been identified by the MIILBDM steering group:

· provide a representative mana whenua body for local boards to engage directly with at a local board governance level

· initiate Te Ao Māori 101 training for those standing for election/local board candidates (boards involved in this project)

· involve mana whenua in the design and delivery of Te Ao Māori 101 training for local board members to facilitate understanding

· mana whenua design and develop a toolbox resource, delivered by them, to support Te Ao Māori 101 training, and to serve also as a practical resource for local board members throughout their term

· invite and encourage mana whenua attendance and participation in local board workshops, on matters of common interest

· Māori seats in the composition of local boards to be explored, aims to encourage more Māori to vote and participate in elections

· convene face to face hui between local board members and mana whenua at marae, early in new local board term to identify opportunities for ongoing collaboration and partnership over the next three-year term

· invite and encourage local board member attendance and participation in mana whenua hui, on matters of common interest.

19. The allocation of $5,000 will support the work of the MIILBDM steering group and the local board’s commitment to working with Māori and responding to Māori aspirations.

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

20. The ‘Respond to Māori Aspirations – Māori Responsiveness’ work programme line is a collaborative initiative between the local board and the Manurewa, Ōtara-Papatoetoe and Papakura local boards.

21. The MIILBDM steering group is made up of local board members, relationship managers and mana whenua.

Tauākī whakaaweawe Māori / Māori impact statement

22. The addition of the ‘Respond to Māori Aspirations – Māori Responsiveness’ work programme line will support the local board to honour its commitment to Te Tiriti o Waitangi and its broader statutory obligations to Māori.

23. The MIILBDM steering group provides a platform for Māori to engage and collaborate with the local board.

Ngā ritenga ā-pūtea / Financial implications

24. The Community Response Fund line 2807 in the 2018/2019 work programme currently has $147,190 available for the local board to respond to community needs.

25. Staff recommend allocating $5,000 to the additional 2018/2019 work programme line ‘Respond to Māori Aspirations – Māori Responsiveness’.

26. This will leave $142,190 remaining funds available in the Community Response Fund.

Ngā raru tūpono / Risks

27. If the new ‘Respond to Māori Aspirations – Māori Responsiveness’ work programme line item is not included in the 2018/2019 local board work programme then in could impact on the local board’s ability to build strong relationships with mana whenua. This risk can be mitigated by approving the addition of the work programme line and allocating a budget.

28. The risk of this work not continuing because of the work programme line omission has been mitigated by staff continuing to engage with local marae and continuing to be involved in the MIILBDM steering group.

Ngā koringa ā-muri / Next steps

29. Staff will create the additional line ‘Respond to Māori Aspirations – Māori Responsiveness’ in the 2018/2019 ACE work programme and allocate a budget of $5,000 from the Community Response Fund.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors

Liz Muliaga – Strategic Broker

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

17 October 2018

Māngere-Ōtāhuhu Quick Response Round One 2018-2019 grant allocations

File No.: CP2018/18742

Te take mō te pūrongo / Purpose of the report

1. To fund, part-fund or decline applications received for Māngere-Ōtāhuhu Quick Response Grants, Round One 2018/2019.

Whakarāpopototanga matua / Executive summary

2. The Māngere-Ōtāhuhu Local Board adopted the Mangere-Otahuhu Local Grants Programme 2018/2019 on 18 April 2018 (see Attachment A). The document sets application guidelines for contestable community grants submitted to the local board.

3. This report presents applications received in Māngere-Ōtāhuhu Quick Response, Round One 2018/2019 (see Attachment B).

4. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $284,578 for the 2018/2019 financial year. A total of $84,648 has been allocated in one local grant and multi-board round, leaving a total of $199,930 to be allocated to three quick response rounds and one local grant and multi-board round for the 2018/2019 financial year.

5. Fifteen applications were received for Māngere-Ōtāhuhu Quick Response, Round One 2018/2019, requesting a total of $38,697.00.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Agree to fund, part-fund or decline each application in Māngere-Ōtāhuhu Quick Response Round One 2018/2019 listed in Table One.

Application ID	Organisation	Main focus	Requesting funding for	Amount requested
QR1909-103	Mangere Bridge Progressive Business Association	Community	Towards the cost of a music band and stage for Armistice Day celebrations.	$2,465.00
QR1909-107	Kahurangi Newton	Community	Towards tutorial fees and food costs for a weaving workshop at Otuataua Stonefields.	$1,000.00
QR1909-109	Saintz Up Performing Arts Trust	Arts and culture	Towards cultural performance uniforms for the “Saintz Up” Performing Arts Trust.	$2,000.00
QR1909-111	Fairies Incorporated	Arts and culture	Towards venue hire of "the imagine your neighbourhood is magic” performing arts project.	$4,900.00
QR1909-113	Save Our Unique Landscape	Arts and culture	Towards artist and cultural advisor costs for “Korero with Aunty Betty” workshops	$800.00
QR1909-116	Corinne Cameron	Community	Towards venue hire, ingredients and cleaner hire of the “Gluten Free Pasta Cooking” workshops forchildren.	$700.00
QR1909-117	Amana Trust Board	Sport and recreation	Towards the cost of equipment, flooring and lighting upgrade for the establishment of a Muslim women’s gym.	$2,000.00
QR1909-118	Te Whare Wānanga o Manuaku Urban Maori Association Ltd	Community	Towards the purchase of a lawnmower.	$2,000.00
QR1909-119	Tom Tai Malo	Sport and recreation	Towards venue hire, monthly fitness prizes, administration costs and fitness instructor costs.	$10,480.00
QR1909-120	Matauranga Maori Charitable Trust	Sport and recreation	Towards sports equipment, training and coaching costs, for the active minds programme.	$2,947.00
QR1909-121	Time to Thrive To Stay Alive Trust	Sport and recreation	Towards pool hire, gold medallions and catering for the “Mangere Have-a-Tri-Kids” triathlon.	$1,525.00
QR1909-122	Manukau Outriggers Canoe Club Incorporated	Sport and recreation	Towards children’s entertainment: a disc jockey and photo booth and kitchen hire equipment costs towards the 30^th anniversary celebrations for the club. ‍	$2,000.00
QR1909-123	Life Education Trust Counties Manukau	Community	Requesting costs towards Life Education workbooks to help deliver lessons in Mangere-Otahuhu schools.	$2,000.00
QR1909-126	Youthline Auckland	Community	Towards the telecommunication cost of Youthline Auckland.	$2,000.00
QR1909-128	Mangere Bridge Walking Samoans	Sport and recreation	Towards the purchase of training jackets and walking shoes.	$1,880.00
Total				$38,697.00

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 2018/2019 on 18 April 2018 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 $284,578 for the 2018/2019 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 48 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. Seven 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 $284,578 for the 2018/2019 financial year. A total of $84,648 has been allocated in one local grant and multi-board round, leaving a total of $199,930 to be allocated to three quick response rounds and one local grant and multi-board round for the 2018/2019 financial year.

In Māngere-Ōtāhuhu Quick Response Round One 2018/2019, 15 applications were received, requesting a total of $38,697.00.

Ngā raru tūpono / Risks

19. 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

20. Following the Mangere-Otahuhu Local Board allocating funding for quick response round one, Commercial and Finance staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Mangere-Otahuhu Grants Programme	111
b	Mangere-Otahuhu Quick Response Round One 2018-2019 grant applications (Under Separate Cover)

Ngā kaihaina / Signatories

Authors

Helen Taimarangai - Senior Community Grants Advisor

Authorisers

Marion Davies - Grant Operations Manager

Shane King - Head of Operations Support

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

17 October 2018

Māngere-Ōtāhuhu Local Board: PopUp Business School

File No.: CP2018/18766

Te take mō te pūrongo / Purpose of the report

1. To notify the board of the PopUp Business School event taking place in south Auckland that will be of interest to local board residents and request support for that event.

Whakarāpopototanga matua / Executive summary

2. This report introduces the PopUp Business School that will run in south Auckland from 26th November to 7th December 2018.

3. The PopUp Business School is a 10-day intensive course to assist people who are either interested in starting their own business or in the early stages of running their own business. It is not a traditional style of business course as it is very practical, hands on and aimed at helping people with business ideas to get the skills and confidence to get their business off the ground over the duration of the course.

4. The PopUp Business School has run several events in New Zealand over the last 18 months and came to Auckland for the first time recently when a PopUp Business School was delivered in Henderson in August 2018. This was done in partnership with Henderson-Massey Local Board, the Ministry of Social Development (MSD) and Xero. As a result of the successful delivery of the event in Henderson Auckland Tourism Events and Economic Development (ATEED) are working with the PopUp business school to run an event in Manukau.

5. The local board is being asked to provide support to the PopUp Business School and sponsor the event through a $5,000 contribution.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) provides communications support to the PopUp Business School to promote to the local community the opportunity to get a free 2 week business course.

b) considers a $5,000 sponsorship contribution from the community response fund to the PopUp Business School.

Horopaki / Context

6. The PopUp Business School is a 2-week intensive course on how to start a business with no money. The PopUp Business School is a 2-week intensive course on how to start a business with no money. The course is very practical and aimed at helping people with business ideas to get the skills and confidence to get their business off the ground over the duration of the course.

7. The course covers:

· Marketing	· Finding customers
· Social media	· Pitching
· Legal requirements	· Negotiation
· Book keeping	· Pricing
· Building a website	· Building confidence

8. Specialists are brought in to cover a number of the topics, for example a representative from the Institute of Certified Bookkeepers Association is used to cover compliance and business structures in relation to taxation. A web design specialist helps participants build and publish their own business website.

9. Promotional videos and flyers are created for the events which are promoted by social media, through local board communications channels, key community organisations, ATEED’s contacts, and MSD.

Previous events

10. The PopUp Business School has run several events in New Zealand over the last 18 months and came to Auckland for the first time recently when a PopUp Business School was delivered in Henderson in August 2018. This was done in partnership with the Henderson-Massey Local Board, the Ministry of Social Development (MSD) and Xero.

11. Fifty-seven people participated in that event. Following that event, MSD have indicated support for sponsoring a further event in south Auckland before the end of the calendar year.

12. Key features of the participants on the Henderson event were:

· The majority of attendees were from the Henderson-Massey Local Board area

· 57 people attended with an average attendance of 45 people on each of the 10 days

· 76 per cent were women, fifteen per cent were Māori, two per cent Pasifika.

· 33 per cent were self-employed i.e. already had a business but needed business training

· 30 per cent were unemployed.

13. The majority of attendees were from the Henderson-Massey Local Board area. A report of the Henderson-Massey Local Board event is attached (attachment A). It is expected a similar profile of participants will be engaged by the southern Auckland event in terms of gender and employment status. The ethnic mix may differ for this part of Auckland.

14. As a result of the Henderson event:

· 17 per cent of attendees started their business

· 35 per cent are in the process of starting their business

· 15 per cent decided starting a business was not for them

· 35 per cent published their business website while on the course

· 13 per cent improved their website

· 48 per cent are in the process of developing their website

15. Following participation there are workshops, an online alumni support page to continue to support participants. Participants are also introduced to other business support service providers (ATEED, Business Mentors NZ) over the duration of the course to ensure that participants have access to ongoing business advice.

16. The PopUp Business School is a good example of the partnership approach to start-up support and working in parts of Auckland with lower levels of prosperity that are outlined in ATEEDs revised Statement of Intent.

17. As a result, it was decided ATEED would partner with MSD to sponsor a south Auckland PopUp Business School in November and seek partner support from local boards and others to help ensure that the event is strongly promoted within target communities and to provide the opportunity to run further events by securing additional funding.

18. The proposed venue is the new makerspace, ‘Te Haa’ in Manukau which is very well connected to the rest of southern Auckland via public transport being adjacent to the new Manukau bus interchange and near the train station. ‘Te Haa’ is run by a Māori owned southern Auckland based social enterprise ‘Ngahere Communities’ and provides workspaces that newly established businesses can rent.

Tātaritanga me ngā tohutohu / Analysis and advice guidance

19. The recent Prosperity Index work conducted by ATEED identifies Auckland’s south as an area where there are many employment opportunities but also significant barriers to people accessing those jobs. As a result, the rate of benefit claimants is well above the Auckland average.

20. In addition, self-employment – or running your own business is far less common in southern Auckland. In Māngere-Ōtāhuhu the self-employment rate is 12 per cent compared to 18 per cent regionally.

21. Providing opportunities for people to start their own business and provide for them and their families is one way in which prosperity in local communities can be lifted.

22. The PopUp Business School reaches a target audience that would not usually engage with training of this nature, for example typically many attendees are either unemployed or on some form of benefit and there are also strong levels of participation by Māori and Pasifika.

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

Local impacts and local board views

23. The local board plan identifies attracting projects and partnerships that address Māori economic outcomes and concerns as an opportunity to explore. The Pop-Up Business School provides an opportunity to look to develop self-employment and starting a business as an economic opportunity for Māori and others in the local board area.

24. The local board plan also identifies as a potential initiative activity that will promote local products as well as arts and cultural talents to reach newer / wider markets something that the PopUp Business School can help deliver by working with local people with a talent or passion and helping them start or grow a business that uses their talents.

Tauākī whakaaweawe Māori / Māori impact statement

25. With the support of local board services and ATEED’s Māori engagement advisor promotion of the PopUp Business School will engage strongly with Māori organisations to ensure the opportunity is open to those that feel it would be beneficial to them. In addition, Ngahere Communities, a Maori owned social enterprise are being contracted to provide the venue and will also help promote the event to their network.

Ngā ritenga ā-pūtea / Financial implications

26. The PopUp Business School costs $25,000 to deliver. In addition, venue hire and promotion via social media costs of up to $5,000 are required so sponsorship of $30,000 is required.

27. ATEED and MSD plan to sponsor this event and would like to sponsor two further events in Auckland this year. MSD have pledged $5,000 per event and ATEED are committed to proving sponsorship for the balance for a first southern Auckland event. A local board contribution would enable further PopUp Business Schools to be delivered in southern Auckland.

28. Sponsoring organisations will feature prominently on the promotional video, social and print media communications, at the event and in the reporting.

Ngā raru tūpono / Risks

29. There is a risk that the event will be undersubscribed. To mitigate this an extensive targeted campaign to promote the event will be undertaken using ATEED, southern local board and community organisation channels.

30. There is also a risk that, as a free event, participants will not turn up having registered. Registrations will be accepted in excess of the anticipated number of participants to account for a 30 per cent of registrants not turning up as has been the case at other PopUp Business School events.

Ngā koringa ā-muri / Next steps

31. The promotional phase of the PopUp Business School commences in October 2018 with delivery scheduled to commence 26 November 2018. Local Board assistance with communications to the community about the opportunity would be very helpful in the run up to the event. A named communications contact that the delivery agent can liaise with would be required.

Ngā kaihaina / Signatories

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	PopUp Henderson Event	119

Ngā kaihaina / Signatories

Authors

Jonathan Sudworth – Local Economic Development Advisor (ATEED)

Authorisers

John Norman – Strategic Planning Manager, Local Economic Development (ATEED)

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

17 October 2018

Draft Facility Partnership Policy

File No.: CP2018/17907

Te take mō te pūrongo / Purpose of the report

1. To seek local boards’ views on the draft Facility Partnerships Policy.

Whakarāpopototanga matua / Executive summary

2. A ‘facility partnership’ is where Auckland Council invests in a community facility alongside others. Done well, partnerships can enable and empower our communities, and help us provide more of the quality facilities Auckland needs, faster and more cost-effectively.

3. The council intends to meet more facility needs through partnerships in future, and a new regional policy (refer Attachment B) has been developed to guide their selection and support.

4. Key policy positions outlined in the draft Facility Partnerships Policy and summarised in Attachment A include:

· a focus on shared outcomes

· partnerships that recognise, value and honour Te Ao Māori

· multiple partnership models, with fit-for-purpose arrangements

· ‘Proactive’ and ‘Responsive’ partnership tracks

· principles to shape eligibility and investment priorities

· valuing (and costing) in-kind support

· a stronger focus on the partnership relationship

· greater acknowledgement of the complexity of developing/managing assets.

5. During policy development, staff engaged with Māori to explore specific opportunities and barriers for facility partnerships with Māori. The findings from this engagement (refer Attachment C) have shaped a commitment in the draft policy to partner in ways that align with the Treaty Principles, and acknowledge the distinct characteristics of marae.

6. The draft policy was endorsed by the Environment and Community Committee in June 2018 for public consultation and formal engagement with local boards. The consultation activities carried out and the community feedback received are summarised in Attachment D. Public feedback was highly supportive of the draft policy overall.

7. Staff attended local board workshops on the draft policy during July and August. This report invites local boards to formally indicate their support for the proposed approach, and/or provide any additional feedback on the policy they would like the committee to consider.

8. A summary of all feedback and a final policy will be tabled for consideration and adoption by the Environment and Community Committee in November 2018.

9. Implementation of the new approach is expected to begin during the 2019/20 financial year.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) support the adoption of the Draft Facility Partnerships Policy, and provide any additional feedback on the proposed approach for the Environment and Community Committee’s consideration.

Horopaki / Context

10. Auckland Council is a major provider of community, arts and sports facilities, but not the only provider. A ‘facility partnership’ is where the council invests in a community facility alongside others. Done well, partnerships can enable and empower communities, and help the council to provide more of the quality facilities Auckland needs, faster and more cost-effectively.

11. There are already around 300 of these arrangements in Auckland, and the council has signalled more facility needs will be met through partnerships in future. There is currently no regional policy to guide the selection and support of facility partnerships.

12. In 2016, a cross-council team began work on a new regional policy. The team met with a number of partners and experts to understand existing practice and how policy could improve decision-making in the partnering experience.

13. Findings from discovery work were shared in December 2016 at walk-throughs with elected members, staff and participating partners, and reported to the Environment and Community committee in February 2017 (resolution number ENV/2017/9).

14. A new approach was developed and tested at walk-throughs in February 2018. The committee endorsed the draft policy for public consultation and formal engagement with local boards in June 2018 (resolution number ENV/2018/74).

Tātaritanga me ngā tohutohu / Analysis and advice

Facility partnerships benefit the council and the community

15. Auckland Council supports facility partnerships because they can:

· leverage external investment and community effort

· empower communities, and help us respond to Auckland’s increasing diversity

· optimise the existing facility network and reduce the need for new facilities.

Facility partnership selection and management is ad-hoc and inconsistent

16. Discovery work in 2016 and into 2017 identified a range of issues that are preventing the council from realising the full potential of facility partnerships.

17. Currently, facility partnership decisions are made on an ad-hoc basis. Often the lifetime costs and benefits of the partnership have not been fully considered, or how these relate to network gaps and evolving community needs.

18. Investment opportunities and selection decisions lack transparency, and our management processes tend to be uncoordinated and inconsistent. Many partners report that they feel under-prepared and insufficiently supported by council to deliver successfully.

Proposed policy provides strategic approach with tailored process

19. Staff have developed a new policy (refer Attachment B) to respond directly to these findings.

20. This will enable the council and partners to make more informed and strategic investment decisions. Advice will be based on clearer evidence of need and impact and comprehensive costings and will emphasise viability and sustainability.

21. The new approach introduces a more transparent and contestable selection process. Requirements will be tailored to reflect the scale, complexity and risk of each proposal. The policy recognises the importance of quality relationships, and the need to better coordinate staff expertise and support to improve partners’ experience and build capability.

22. The draft policy proposes:

· a focus on shared outcomes

· partnerships that recognise, value and honour Te Ao Māori

· multiple partnership models, with fit-for-purpose arrangements

· ‘Proactive’ and ‘Responsive’ partnership tracks

· principles to shape eligibility and investment priorities

· valuing (and costing) in-kind support

· a stronger focus on the partnership relationship

· greater acknowledgement of the complexity of developing/managing assets.

23. A summary of key policy positions relating to these themes is provided as Attachment A.

Public engagement held during July and August 2018

24. Staff undertook public consultation and briefed interested advisory panels between June and August 2018. Public consultation activities included six drop-in consultation events across Auckland, and online submissions via the council’s ‘Have Your Say’ website.

25. Public feedback was highly supportive of the draft policy overall. Those providing feedback generally saw the value of having a policy for this activity, and were positive about its intent. Responses to questions about specific aspects of the policy were also strongly affirmative.

Public feedback shows strong support for new approach

26. Key themes that emerged from the public consultation are:

· Most respondents agree the new approach will better enable council to invest in the right facility partnerships, and ensure that partnerships work for both partners and council.

· The investment principles, the proposal to enable appropriate commercial activities in facilities, and the establishment of Lead Relationship Brokers were all positively received by the majority of respondents.

· The ‘Track, Type and Scale’ model was also welcomed for encompassing a wide range of facility partnerships, and the intention to ensure requirements are proportionate.

· Respondents hope the new approach will make it easier for partners to navigate the multiple council systems and processes involved, and get good support from staff.

· Using the Treaty principles to guide partnerships with Māori was welcomed by most, but this was acknowledged as a complex area.

· Respondents appreciated a more visually appealing document that is easier to navigate.

Most public concerns relate to application of policy

27. Concerns identified included:

· how the investment principles will be applied in practice, especially where they must be ‘traded off’ against each other

· whether some communities will be unfairly advantaged by the new approach

· whether the higher level of staff support will be properly resourced, and implemented as intended across all parts of council

· whether the process is flexible enough to respond to the ‘messy reality’ of partnerships.

28. A full summary of the public consultation activities to date and a more in-depth description of key feedback themes is provided as Attachment D for local board consideration.

29. Key national and regional stakeholders will also be briefed prior to the draft being finalised.

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

30. Local boards have a strong interest in facility partnerships and some decision-making responsibility in this area, including:

· determining local outcomes and advocating for local investment priorities

· governing local and sub-regional facility partnership relationships and agreements

· allocating local discretionary funding and community leases of council property.

31. Staff have engaged with local boards informally at various stages throughout the discovery work and subsequent policy development. Local board member views and concerns have helped shape the draft policy.

32. During July and August 2018, local boards were offered a workshop to hear an overview of the proposed policy approach and seek clarification on any areas of local interest or concern. Eighteen local boards requested a workshop.

Formal local board feedback sought September and October 2018

33. Community feedback has now been summarised for local boards’ consideration. Staff are seeking to understand local boards’ views on the new approach, and requesting a formal indication of support at local board business meetings during September and October 2018.

34. Staff would particularly value local board feedback on the following parts of the draft policy (refer Attachment B), which are likely to have the most bearing on local board decision-making:

· the Tracks, Types and Scales model (p.16-23) to differentiate partnerships and customise the partnership process

· the draft investment principles (p.26) and priorities (p.33)

· proposed eligibility criteria for investment (p.27-30)

· the proposal to allow facility partnerships to generate revenue through appropriate commercial activities (p.31)

· the focus on quality relationships, as outlined in the proposed partnering principles (p.35) and supported by allocation of a lead relationship broker (p.38).

Tauākī whakaaweawe Māori / Māori impact statement

35. Marae are a focal point for Māori social, economic, environmental and cultural development, and are identified in the Community Facilities Network Plan as potential facility partners.

Engagement to better understand facility partnerships and Te Ao Māori

36. In 2017, staff undertook additional engagement with Māori, with a focus on marae, to ensure that the new policy incorporates any special context, barriers or opportunities for facility partnerships with Māori. A summary of the findings is provided as Attachment C.

37. The draft policy reflects these findings and commits the council to partnering with Māori in ways which align with the Treaty Principles and reflect the distinct characteristics of marae.

38. The draft policy approach and the findings report will be shared at hui with interested marae during September, as part of initial discussions on a new Marae Investment Policy.

Ngā ritenga ā-pūtea / Financial implications

39. The Facility Partnerships Policy is not supported by a dedicated budget. Future investment in facility partnerships will be provided through existing budgets for facility development and operation, allocated through the Long-term Plan 2018-2028 and Annual Plan. Local boards may also award grants and community leases of council property to support facility partnerships.

Ngā raru tūpono / Risks

Risk	Mitigation
Adoption of a new policy may create expectations that there will be additional budget to support facility partnerships.	All public-facing communications and guidance about the new policy will reference the funding available from existing regional and local budgets and how this will be allocated.
Existing facility partners may be concerned that the new policy will impact arrangements already in place, or ongoing council investment.	The new policy will guide decisions on new facility partnerships only, unless an existing partnership is already scheduled for review, and guidance will clearly state this. Where existing partnerships are to be reviewed, staff will ensure partners are adequately supported to prepare.
The transition to the new policy approach will be operationally complex. It impacts multiple teams across the council, and new business processes, guidance and forms will need to be designed to support it.	Detailed implementation planning will be required to ensure the transition is as smooth as possible. Phased implementation over the first financial year (2019/20) may be necessary to achieve this.

Ngā koringa ā-muri / Next steps

40. A summary of all feedback and a final policy will be tabled for consideration and adoption by the Environment and Community Committee in November 2018.

41. Implementation of the new approach is expected to begin during the 2019/20 financial year.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Facility Partnerships Policy - summary of key policy positions	151
b ⇩	Draft Facility Partnerships Policy	153
c ⇩	Facility partnerships with Māori - Summary report	197
d ⇩	Draft Facility Partnerships Policy - Public feedback summary report	225

Ngā kaihaina / Signatories

Authors

Rebekah Forman - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

17 October 2018

Review of the Code of Conduct

File No.: CP2018/18702

Te take mō te pūrongo / Purpose of the report

1. To seek local board feedback on the draft Code of Conduct (code).

Whakarāpopototanga matua / Executive summary

2. The council’s initial code was prepared by the Auckland Transition Agency prior to Auckland Council commencing. It was last reviewed in 2013. The code has worked well but there have been a number of issues identified. The Governing Body agreed that the code be reviewed through the Joint Governance Working Party. Presentations were made to local board cluster meetings earlier this year.

3. Based on feedback to date, an amended code has been drafted and the Joint Governance Working Party has approved it to be reported to local boards for feedback. The proposals contained in the draft code address the issues that were identified.

4. A comparison of the draft Code with the current Code can be summarised as follows:

(i) The code itself is more concise

(ii) Material breaches are defined

(iii) There are separate complaint processes depending on whether a complaint relates to a non-material breach, a material breach or conflict of interest

(iv) The current independent review panel is replaced by a Conduct Commissioner, who can impose sanctions

(v) Findings of the Conduct Commissioner (for material breaches) will be made public to assist compliance with sanctions imposed by the Conduct Commissioner

(vi) There is no political involvement in determining a complaint or imposing sanctions

(vii) Related documents are bundled in with the code and key policies and protocols and adopted with the code:

a. Conflict of interest policy

b. Access to information protocol

c. Election year policy

d. Communications policy

e. Media protocols

5. Local board feedback is being sought on the draft code.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) provide its feedback on the draft Code of Conduct attached to this report.

Horopaki / Context

What is the Code of Conduct

6. A code of conduct essentially sets out a council’s expectations about how members will conduct themselves. Every council is required to adopt a code of conduct (Local Government Act 2002, schedule 7, clause 15). It must set out:

“(a) understandings and expectations adopted by the local authority about the manner in which members may conduct themselves while acting in their capacity as members, including—

(i) behaviour toward one another, staff, and the public; and

(ii) disclosure of information, including (but not limited to) the provision of any document, to elected members that—

(A) is received by, or is in the possession of, an elected member in his or her capacity as an elected member; and

(B) relates to the ability of the local authority to give effect to any provision of this Act; and

(b) a general explanation of—

(i) the Local Government Official Information and Meetings Act 1987; and

(ii) any other enactment or rule of law applicable to members.”

7. Once adopted, a code of conduct requires a 75% majority to change it.

8. Members of local boards must comply with the code of conduct that is adopted by the governing body (Local Government Act 2002, schedule 7, clause 36B).

Reasons for reviewing the Code of Conduct

9. In working with the current code the council has experienced a number of issues:

(i) It is not easy to follow. It includes principles, descriptions of roles and responsibilities and statements about relationships and behaviours. However, a complaint about a breach can only relate to the section on relationships and behaviours.

(ii) Although a positive aspect of the current code is a focus, initially, on resolving complaints to the satisfaction of the complainant, it is not appropriate for an allegation about a conflict of interest to be resolved to the satisfaction of the complainant – conflict of interest allegations need to be tested against the law.

(iii) The code does not distinguish between non-material and material breaches. All allegations of breaches are treated the same.

(iv) The final point of escalation of a complaint is to the independent review panel which comprises three members. This process is valuable but is underused because it can be expensive with three members being required.

(v) There needs to be a requirement that a complainant has tried to resolve their complaint prior to submitting it to the formal complaint process in the code.

(vi) The code is underused because it is seen to “lack teeth”. There needs to be a review of available sanctions.

10. PWC were commissioned to review the current code and the Governing Body agreed at its February 2018 meeting that the current code should be reviewed. The Joint Governance Working Party is overseeing the development of the code.

Engagement to date

11. Staff made presentations to local board cluster meetings and a Governing Body workshop earlier this year. Among the issues discussed, was whether a revised code should be concise and principles-based or prescriptive.

12. The approach to the draft code was discussed with the Joint Governance Working Party, whose guidance included that there should be no political involvement in the determination of complaints and the imposition of sanctions.

13. A draft was presented to the Joint Governance Working Party on 12 September which the working party approved for reporting to local boards for their feedback.

Tātaritanga me ngā tohutohu / Analysis and advice

The draft code

14. The draft code is at attachment A.

15. The draft Code is presented as two documents:

(i) The code itself contains:

a. principles

b. descriptions of material breaches

c. the complaints process.

(ii) The second document contains attachments which provide more detail:

a. Policies and protocols which are adopted along with the code and are an intrinsic part of the code. Elected members must abide by the conduct set out in these documents.

b. Description of applicable legislation which the Local Government Act requires all codes to contain

c. Documents which are described as “external” in the sense that they are agreed outside the code but are relevant to the conduct of members. An example is the Expenses Policy which is agreed by the Finance and Performance Committee and approved by the Remuneration Authority. It is useful to have these documents included for easy reference and to provide context to some aspects of the code.

16. The code describes two key principles – trust and respect. The principle of trust captures the expectations of the community in their elected representatives. The community trusts that members will act in the interest of the community and not their own interest, for example. This principle encompasses the ethical dimension of conduct.

17. The principle of respect captures the expectations members have of each other in terms of their conduct towards each other and towards the public.

18. The principles are written in a style which indicates personal commitment (“I will…”).

The complaints process

19. The draft code contains definitions of “material breaches”. This defines what the bottom line is and at what point a breach needs to be treated more seriously than other breaches. A complaint which relates to a material breach is treated differently to a complaint which relates to a non-material breach.

20. A complaint is lodged with the chief executive. A complaint must set out what part of the code has been breached, must provide evidence of the breach and evidence of attempts to resolve the breach. (Where the code refers to chief executive this includes a nominee of the chief executive.)

21. If the complaint relates to a conflict of interest, the chief executive will arrange for the member to receive advice from either Legal Services or Audit and Risk. The complainant has no further role. If the member does not comply with advice, the matter becomes a material breach for investigation by the Conduct Commissioner.

22. In other cases, the chief executive refers the complaint to an “Investigator”. An Investigator is appointed by the chief executive and may be a staff member or external person.

23. The Investigator conducts a preliminary assessment of the complaint and has the discretion to dismiss the complaint if it is frivolous or vexatious or without substance.

24. If the complaint relates to a non-material breach, the Investigator may make non-binding recommendations, including a recommendation to apologise or undertake voluntary mediation.

25. If the complaint relates to a material breach, it is referred to a “Conduct Commissioner”. A Conduct Commissioner is a person of the calibre of a retired High Court judge and is selected from a list of such persons which has been approved by the Governing Body.

26. The Conduct Commissioner may direct mediation or conduct an investigation which may include a hearing.

Sanctions

27. The Conduct Commissioner has the power to impose sanctions, including a requirement to apologise, withdraw remarks or make a public statement. The report of the Conduct Commissioner is formal and made public, to promote compliance with the sanctions imposed by the Conduct Commissioner.

28. The Conduct Commissioner replaces the current independent review panel, which is not used frequently due to the cost associated with it having three members.

29. Staff had been asked to investigate whether there could be financial sanctions. The Remuneration Authority was asked whether it would agree to a reduction of salary paid to a member who breached the Code. The reply included:

The Authority is often asked whether the performance of an individual or individuals is considered when making a determination. Performance does not feature in the list of criteria that the Authority is required to take into account. Therefore, it has no mandate to consider performance.

Section 14 (implementation of determinations) of the Remuneration Authority Act 1977 says that every determination issued by the Authority must be implemented according to their tenor and it is unlawful to act contrary to a determination. This prevents a council from making deductions from an elected member’s salary.

Attachments to the code

30. The attachments include:

(i) Policies and protocols that are adopted along with the code:

· Conflict of interest policy

· Access to information protocol

· Election year policy

· Communications policy

· Media protocols

(ii) A description of legislation that is required by the Local Government Act 2002.

(iii) Documents that are external to the code but are included because they are relevant to conduct:

· Guide to governance roles and responsibilities

· Guide to working with staff

· Expenses policy

31. The attached policies include the conflict of interest policy which has been rewritten and a new “Access to information protocol.” All other documents attached to the code are from existing sources and are not new.

Conflict of interest policy

32. The Conflict of Interest Policy has been updated to reflect the current legal position relating to conflicts of interest and pre-determination, as the current policy is out of date.

33. It remedies a current inconsistency between the treatment of financial and non-financial interests (being automatically disqualified from decision-making for a financial interest, but not for a non-financial interest).

34. It includes a new section on pre-determination, which is a separate legal concept to conflicts of interest.

35. It places stronger emphasis on the interests of the council in the probity and integrity of its decisions, as the consequences of failing to manage are more commonly borne by the council.

36. It is intended to be more user-friendly and accessible.

New protocol included – Elected Member Access to Information

37. Included in the policies and protocols attached to the Code of Conduct is a new ‘Access to information protocol’. This protocol puts a framework around elected members legal right to council information under the ‘need to know’ principle. This protocol is in addition to the existing ways that elected members can gain access to information. It is aimed at addressing circumstances where there has been lack of clarity over requests for information where it is not clear if it is or is not confidential.

The need to know principle for elected members

38. In addition to rights under LGOIMA, elected members have a legal right to council information under the “need to know” principle established by the common law. Under this principle, a good reason to access council information exists if an elected member shows that access to the information is reasonably necessary to enable them to perform their statutory functions as a member of the council. In some limited cases elected members may also be able establish a “need to know” council information relevant to their representative duties.

Why we are proposing a protocol

39. The purposes of the draft protocol are to:

(i) Give effect to the legal ‘need to know’ principle.

(ii) Enable elected members to properly perform their statutory functions as democratically elected local decision-makers; and to facilitate them in fulfilling their representative duties. This promotes democratic and effective local government.

(iii) Provide elected members with better and more efficient access to Council information than is provided for LGOIMA, by reducing the number of withholding grounds that can apply to the information and the timeframes for response.

(iv) Provide for transparent and impartial Chief Executive decisions on requests under this protocol, and a democratic mechanism for the reconsideration of such decisions.

(v) To provide that confidential Council information will be made available to elected members in a manner that reflects the Council’s legal duty to protect the confidentiality of the information and does not prejudice the interests protected by LGOIMA.

40. We have agreed with the Chief Ombudsman that we will develop a protocol to better manage elected member access to information.

41. Because this is the first time that council is adopting such a protocol, staff are suggesting that it is revisited and reviewed within 18 months of its adoption to ensure that it is working effectively, best enabling elected members to properly perform their statutory functions as democratically elected local decision-makers and facilitating them in fulfilling their representative duties.

Summary of suggested process in draft protocol

42. The protocol sets out a framework and process for elected member requests for council information. In summary, the process in the protocol is:

(i) Elected members make a request for information held by Council and explain why they need the information.

(ii) Chief Executive makes a decision on whether the information is reasonably necessary for the elected member to exercise their statutory functions or performance of their representative duties, and whether any of the limited reasons to withhold may apply (for example if personal information should be redacted for Privacy Act reasons).

(iii) Decision and the provision of information to the elected member (with conditions if necessary for confidential information) within 5 working days.

(iv) If an elected member is not happy with the Chief Executive decision, they can ask it to be reconsidered by the Audit & Risk Committee.

Local board feedback

43. Local board views are being sought on the proposed changes in the draft code and the supporting policies that will be adopted alongside the code. In particular:

· The principles based and positive intent in the drafting of the code

· Defining material breaches and making the findings of complaints of a material breach public

· Replacing the current independent review panel with an independent Conduct Commissioner, who can impose sanctions which means having no political involvement in determining a complaint or imposing sanctions

· Support for the access to information protocol.

44. Feedback from local boards will be considered by the Joint Governance Working Party at its meeting on 31 October 2018. The working party will then recommend a final draft code to the Governing Body for adoption. Once adopted by the Governing Body, the code applies to all elected members.

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

45. Local board feedback will be reported to the Joint Governance Working Party. The code impacts local boards in that all members must abide by it.

Tauākī whakaaweawe Māori / Māori impact statement

46. The Code of Conduct is an internal procedural document. The principles and values expressed in the document provide for inclusivity and specifically disallow discrimination.

Ngā ritenga ā-pūtea / Financial implications

47. There may be financial implications if the Investigator that the chief executive appoints is external. Escalation to the Conduct Commissioner will have lesser financial implications than referral to a full review panel as provided in the existing code, but because of the reduced financial cost, may be utilised more often.

Ngā raru tūpono / Risks

48. There is a risk that some elected members will not be fully socialised with the new code. Staff will investigate how best to ensure all elected members are fully aware of the new code.

Ngā koringa ā-muri / Next steps

49. The feedback from local boards will be reported to the meeting of the Joint Governance Working Party on 31 October 2018. The working party will then recommend a final draft code to the Governing Body for adoption.

Ngā tāpirihanga / Attachments

No.	Title	Page
a	Draft Code of Conduct (under separate cover)
b	Draft Code of Conduct attachments (under separate cover)

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

Māngere-Ōtāhuhu Local Board

17 October 2018

Workshop record of the Māngere-Ōtāhuhu Local Board held in the Mangere-Otahuhu Local Board Office, Wednesday 5 September 2018, commencing at 12.30pm

PRESENT

Chairperson: Lemauga Lydia Sosene

Deputy Chairperson: Walter Togiamua

Members: Nick Bakulich

Makalita Kolo

Tafafuna’i Tasi Lauese

Absent: Carrol Elliott and Christine O’Brien for absence

Also present: Carol McKenzie-Rex, Janette McKain, Rina Tagore, Daniel Poe, Liz Muliaga, Shoma Prasad

Member Togiamua opened the meeting in prayer

Timeslot		Topic	Presenter	Governance Role	Purpose
	12.30 - 1.00pm	Auckland Council draft submission on proposed mandatory phase out of single-use plastic shopping bags	Rina Tagore	Input into regional decision-making, policies, plans and strategies	The board provided feedback to the Auckland Council Submission to the Local Government Commission. Action: The feedback will be reported to the 17 September business meeting.
	1.00 - 1.30pm	Auckland Transport - Local Board Road Safety Work Programme	Ben Stallworthy	Keeping informed/accountability to the public/engagement	The board had a presentation on the safety work programme and gave feedback.
	1.30 - 2.00pm	Community Services Arts, Community & Events (ACE) - EOI Proposals for Arts Broker	Liz Muliaga, Sarah Edwards, Renee Tanner	oversight/setting direction	The board were presented with the EOI proposals received by the arts broker. Action: The proposals will come to a business meeting for approval.
	2.00 - 2.30pm	Māori input into local board decision-making project: - debrief on the mana whenua roopu presentations at the hui of 12th July at MIT	Carol McKenzie-Rex	Keeping informed	The board discussed the key mana whenua priorities that local board members heard at the hui and gave feedback on responses and initiatives that the local board may want to undertake as a consequence.
	2.30 - 3.00pm	Maori naming of parks and facilities	Jane Aiken, Debra Langton, Steve Owens	Local initiatives and specific decisions	The board discussed the Tranche 1 list and gave feedback. Action: Confirm report agenda 17 October 2018 business meeting including: • Confirm Parks Tranche 1 list • Agree approach for mana whenua
	3.00 - 3.15pm	Break
	3.15 - 4.00pm	Sites and Places of Significance to Mana Whenua – Tranche 1 - Plan Change to Auckland Unitary Plan and Hauraki Gulf Islands Plan	Vrinda Moghe, Anna Papaconstantinou	Input into regional decision-making, policies, plans and strategies	The board had a presentation on the plan changes prior to public notification. The purpose of the two plan changes is to recognise and protect the cultural values of the 36 nominated sites and places of significance to Mana Whenua within Auckland. The plan change has been developed in collaboration with mana whenua. Māngere-Ōtāhuhu Local Board has two sites.

Māngere-Ōtāhuhu Local Board

17 October 2018

Workshop record of the Māngere-Ōtāhuhu Local Board held in the Mangere-Otahuhu Local Board Office, Wednesday 12 September 2018, commencing at 1.00pm

PRESENT

Chairperson: Lemauga Lydia Sosene

Deputy Chairperson: Walter Togiamua

Members: Nick Bakulich

Makalita Kolo

Tafafuna’i Tasi Lauese

Christine O’Brien

Absent: Carrol Elliott for absence

Also present: Carol McKenzie-Rex, Janette McKain, Rina Tagore, Daniel Poe, Liz Muliaga, Shoma Prasad

Member Lauese opened the meeting in prayer

Timeslot		Topic	Presenter	Governance Role	Purpose
	1.00 - 2.00pm	Local Community Grants Round 1 2018/19	Helen Taimarangai	Local initiatives and specific decisions	The board discussed the Local Board Round 1 grant applications prior to the report coming to the 19 September business meeting.
	2.00 - 2.45pm	Auckland Waters Strategy and feedback on proposed local water quality projects workshop	Madison Little Andrew Chin – Auckland Waters Programme Manager	Input into regional decision-making, policies, plans and strategies	The board discussed and had a presentation on the Auckland Waters Strategy which will be developed this financial year. The board gave feedback on the key issues and priorities related to water that will be reflected in the strategy, prior to formal decision making in November 2018.
	2.45 - 3.15pm	Break and board discussion on Tongan Fan Zone
	3.15 - 3.30pm	Communications - Board Newsletter	Justin Latif	Setting direction	The board gave feedback around the purpose and ideas on producing a newsletter/magazine to promote local board achievements.
	3.30 - 3.35pm	Otahuhu Library Manager	Kim Taunga Eileen Kolai-Tuala	Keeping Informed	The board were introduced to the new manager of the Otahuhu Library to the board.
	3.35 - 3.45pm	Economic Development (ATEED) -Pop Up Business school	Paul Robinson, Jonathan Sudworth	Keeping informed	The board discussed the Pop Up Business school and gave feedback. The Pop Up business school is a 2 week intensive course on how to start a business with o money. The next opportunity is in South Auckland in November/December 2018.
	3.45 - 4.30pm	Auckland Transport - Otahuhu Update	Ben Stallworthy	Keeping informed/local initiatives and specific decisions	The board discussed the update on the Otahuhu Town Centre upgrade. • Auckland Council and Auckland Transport’s priorities in the area • How much progress has been made • Issues that have been identified

Māngere-Ōtāhuhu Local Board

17 October 2018

Workshop record of the Māngere-Ōtāhuhu Local Board held in the Mangere-Otahuhu Local Board Office, Wednesday 26 September 2018, commencing at 1.00pm

PRESENT

Chairperson: Lemauga Lydia Sosene

Members: Nick Bakulich

Makalita Kolo

Tafafuna’i Tasi Lauese

Christine O’Brien

Absent: Carrol Elliott and Walter Togiamua for absence

Also present: Carol McKenzie-Rex, Janette McKain, Rina Tagore, Liz Muliaga, Shoma Prasad

Member Bakulich opened the meeting in prayer

Timeslot		Topic	Presenter	Governance Role	Purpose
	1.00 - 1.45pm	Presentation of the Mangere-Otahuhu Local Board Draft Engagement Plan	Shoma Prasad	Setting direction, priorities and budgets	The board had a presentation on the draft Engagement Plan and gave feedback. Action: Engagement officer to bring back options to the board prior to Christmas.
	1.45 - 2.15pm	Community Services Arts, Community & Events (ACE) - Movies in Parks 2019 - pre-entertainment	Liz Muliaga, Kaiya Irvine Kiri McCutcheon – Specialist Advisor	Local initiatives and specific decisions	The board discussed the Movies in Park 2019 and gave feedback on the following: - Local Community groups to approach to be involved in pre-entertainment at the movie events and as food vendors - pre-entertainment ideas/options for the two movie events Action: Board members to email Liz Muliaga with a list of suggested vendors. Officers to check on rain dates.
	2.15 – 2.30PM	BREAK
	2.30 - 3.00pm	Community Facilities - Operational management and maintenance; - Project Delivery - Community Leases	Nichola Painter Greg Hannah Marcus Tali	Oversight and monitoring	The board discussed the work programme, leasing and maintenance delivery.
	3.00 - 3.45pm	Community Services Parks, Sport & Recreation - Play Network Analysis - Short-term projects	Steve Owens, Parks & Places Specialist, Tina Dyer, external consultant	Setting direction, priorities and budgets	The board had a presentation on the prioritisation and direction on short-term playground development in-line with renewals. Top four suggestions from the board: David Lange Park Kiwi Esplanade Park Blake Road Park Cylamen Park
	3.45 - 4.15pm	Mangere Mountain Education Trust (MMET) Funding Advice and update on governance matters	Steve Owens, Norbeneth Salinas Alastair Cameron, Sarah Holdem	Setting direction, priorities and budgets	The board give direction on funding advice to feed into the report to come to the October business meeting.
	4.15 – 4.20pm	Relationship Manager Update Summary of information memos: Adoption and implementation of Waste Management and Minimisation Plan 2018 Kura Kawana Placemaking session – Friday October 12 9.30am to 1.30pm	Rina Tagore	Keeping Informed	Summary of information memos that have been sent to the board members. Adoption and implementation of Waste Management and Minimisation Plan 2018 Kura Kawana Placemaking session – Friday October 12 9.30am to 1.30pm – Albert Street L14 rooms 7-9

Member Lauese closed the meeting in prayer.

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