Agenda of Ōtara-Papatoetoe Local Board

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

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

4 Confirmation of Minutes

That the Ōtara-Papatoetoe Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 18 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 Ōtara-Papatoetoe 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 - Link People

Te take mō te pūrongo / Purpose of the report

Rami Alrudaini - General Manager, and Christine Hall - Chief Executive, for LinkPeople, and Adam Pyne, the Relieving Area Police Commander will be in attendance to make a presentation to the local board on housing / homelessness services in South Auckland.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) thank Rami Alrudaini and Christine Hall from LinkPeople, and the Relieving Area Police Commander Adam Pyne, for their attendance and presentation.

8.2 Deputation - Strive Community Trust

Te take mō te pūrongo / Purpose of the report

Bill Peace Operations and Relationship Manager at Strive Community Trust will be in attendance to present to the local board on the work undertaken by the trust in South Auckland.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) thank Bill Peace for his attendance and presentation.

8.3 Deputation - Te Wananga o Aotearoa

Te take mō te pūrongo / Purpose of the report

1. Deborah Misiuepa, Relationships and Engagement Manager, Te Wananga o Aotearoa will be in attendance to present to the board on partnering for success: Otara-Papatoetoe Local Board and Te Wananga o Aotearoa..

Purpose:

2. To be the education provider of choice in the Otara–Papatoetoe Local Board area to raise educational achievement.

Proposed outcome:

3. Identify opportunities to leverage and engage with the Otara–Papatoetoe Local Board and community.

Background

4. To discuss mutual interest and opportunities in the Otara–Papatoetoe Local Board area that enable a collaborative approach to whanau transformation through education.

Te Wananga o Aotearoa Annual Plan link. https://issuu.com/tewanangaoaotearoa/docs/twoa_te_pu_rongo_2017_full_document

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) thank Deborah Misiuepa, Relationships and Engagement Manager - Te Wananga o Aotearoa, for her attendance and presentation.

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 - Papatoetoe Sunday Markets

Te take mō te pūrongo / Purpose of the report

1. Dorothy and Ben will be in attendance to speak to the board on the Papatoetoe Sunday markets.

Ngā tūtohunga / Recommendation/s

That Ōtara-Papatoetoe Local Board thank Dorothy and Ben for their attendance.

9.2 Public Forum - Keys Down Real Talk: Anti Drink-Driving Campaign

Te take mō te pūrongo / Purpose of the report

1. Noma Sio-Faiumu will be in attendance to share a project being worked on which addresses drink driving in South Auckland as part of a music focused, anti-drink driving campaign. South Auckland has one of the highest rates of drink driving in NZ.

Official NZ statistics from 2016 alone show alcohol played a part in:

· 80 fatal car crashes leading to 89 deaths

· 144 serious injury crashes leading to 863 injuries

· 479 minor crashes

As leaders in our community, we’d love the opportunity to share details of the project with you first hand from our team behind the scenes.

Ngā tūtohunga / Recommendation/s

That Ōtara-Papatoetoe Local Board:

a) thank Noma Sio-Faiumu for her 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.”

Ōtara-Papatoetoe Local Board

16 October 2018

Auckland Transport October 2018 update: Ōtara-Papatoetoe Local Board

File No.: CP2018/19197

Te take mō te pūrongo / Purpose of the report

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

Whakarāpopototanga matua / Executive summary

2. This month’s report includes updates on the following:

· A progress update on the Portage / Station / Gray Road upgrade

· Electronic Gating Project – Middlemore train station

3. This report also provides an update on delivery of various LBTCF projects commissioned by the local board, which has approximately $658,000 remaining in its fund. The local board has till the end of the current electoral term to allocate the remaining funds.

4. A separate report in this October 2018 agenda contains requests to the local board to consider a further 3 projects.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) receive the Auckland Transport October 2018 update report.

Horopaki / Context

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

6. 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 the Local Board Engagement Plan. This monthly reporting supports the important engagement role local boards play within and on behalf of their local communities on transport matters.

Tātaritanga me ngā tohutohu / Analysis and advice

7. 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 can be considered if there is a transport outcome).

8. Through the Long Term Plan, local boards have had an increase in funding for their Local Board Transport Capital Fund. This has increased the total funding available to all 21 local boards to $20.8m per annum.

9. The allocation for the Ōtara-Papatoetoe local board has increased to $1,071,075 per annum. The updated figures for the remainder of this electoral term are reflected in table 1 below.

Table 1: Ōtara-Papatoetoe LBTCF financial summary table

Otara Papatoetoe Local Board Transport Capital Fund Financial Summary
Total Funds Available in current political term	$2,815,162
Amount committed to date on projects approved for design and/or construction	$2,157,127
Remaining Budget left	$658,035

10. The table below reflects the status of projects to which LBTCF has already been committed.

Table 2: Status update on current Local Board Transport Capital Fund projects

Project	Description	Current status	Status change	Funds allocated
Upgrade of Hunters Corner Streetscape	Improving the amenity of Great South Road at Hunters Corner through street furniture upgrades	Board approved option and allocated funds. Project set up, PM appointed and preliminary investigation works are underway.	Yes	$925,000
Completion of Rongomai Walkway	Complete footpath link from East Tamaki Road to Te Irirangi Road	Delivery by Community Facilities. Design complete. Awaiting Transpower approval to build under transmission lines	No	$180,000
Canopy for Ōtara Town Centre	Canopy to provide all-weather access from eastern car park to the library	Project being delivered by Community Facilities for delivery. Under review at present due to buildings either side being reviewed for possible renewal works..	No	$262,000
Welcome to Ōtara signage	Place-making signage	Signage design and procurement progressing	Yes	$55,000
Footpath upgrade at Ōtara Town Centre	Upgrade of the footpath at the Ōtara Town Centre to match recently upgraded sections of footpath (along southern side).	Currently progressing with cost of additional section requested to be advised to Board for possible extension of scope.	No	$133,000
A path through Milton Park to Papatoetoe North School	Provide an alternate all-weather access for students from Papatoetoe North School	Board approved an option in July and allocated funds. Funding agreement signed and CF to commence design works.	Yes	$87,000
All-weather footpath upgrade from East Tamaki Road to Lovegrove Crescent	Upgrade of the two paths connecting to the renewed Ōtara Creek Bridge - Greenway	This is an AC project being delivered by Community Facilities. Funding agreement signed by AC. Public consultation to take place prior to design starting.	No	$480,000
Projects from Previous term	N/A	N/A	No	$35,128

Local Board Advocacy

11. This section provides a regular report about how Auckland Transport is supporting the OPLB advocacy initiatives in the Local Board Plan, as outlined in the table below.

Table 3: Advocacy Initiative Status

Advocacy Initiative	Key Initiative	Status
Transform Manukau’s Metropolitan area through good planning and sustainable development.	Improve connectivity through providing public Wi-Fi and improving walking routes between Manukau Square and transport centre, Hayman Park, and public carparks.	Auckland Transport completed the $50m Manukau Bus Station in early April 2018. The bus station has been successfully operating for the past 6 months. Intercity buses have now moved from the eastern entrance of the Manukau Mall, to the bus station also, improving the stations ability service commuters. Putney way is now completed with the streetscape and connectivity between Manukau Square, Hayman Park, and the bus and train stations now better connected to service customers.
Promote economic development and public safety in the town centres and strengthen their roles as community hubs.	Investigate opportunities for funding public facility improvements in town centres, e.g. toilets, footpaths, parking and public.	Auckland Transport is currently delivering, through the LBTCF, footpath upgrades in Ōtara Town Centre and streetscape upgrades in Hunters Corner, Papatoetoe. AT is also currently progressing its road safety programme along Bairds road, which includes Otara Town Centre which will increase pedestrian safety through speed reduction and increased pedestrian facilities.
	Redesigning the entrances to Ōtara library and Ōtara Music and Arts Centre, including the courtyard between the council buildings in Ōtara Mall.	A new canopy linking the western car park to the courtyard between the council buildings in Ōtara Mall is currently being programmed for delivery, funded through the LBTCF.
	Advocate to AT to realign Station Road / Portage Road / Gray Avenue intersection.	Auckland Transport is in the process of upgrading the Portage Road and Station Road intersection by installing a roundabout to improve vehicle and pedestrian safety at this junction.
	Work with AT to allocate funding and develop priority routes through parks and other public spaces for cyclists and walkers, as identified in the Ōtara‑Papatoetoe Greenways Plan.	The local board is currently funding an upgraded section of the OPLB Greenways Plan from East Tamaki Road to Lovegrove Crescent in Ōtara via their LBTCF. Footpath links in Rongomai Park are also under development, which link Te Irirangi Drive to Preston Road.

Other Auckland Transport news

Portage / Station / Gray Road upgrade

12. A priority for the OPLB has been to address the historical safety issues around the intersection of Portage, Station and Gray Roads.

13. This project is currently in detailed design stage with construction scheduled for the second half of the 2018/2019 financial year.

Diagram 1: Plan of Portage / Station / Gray Road intersection

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Electronic Gating Project – Middlemore train station

14. Auckland Transport is currently nearing the completion of a region-wide programme to install electronic ticket gates at selected stations on the rail network that included Papatoetoe, now completed, and Middlemore stations.

15. Delays in the programme in the gating at the Middlemore station now mean that they are expected to be operational by February 2019. See table 4 below:

Table 4: Schedule of Electronic Gating Project operational dates

Station	Enabling works commence	Install ticket gates	The ticket gating to be in use:
Middlemore	January	February	February
Parnell	February	February	February
Papakura	February	February	March

16. Additional stairs are included as part of the works for the Shirley Road side later this year, with a request from the local board being investigated by AT, to relocate short-term pick-up and drop-off parking along Shirley Road closer to the ramp.

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

Local impacts and local board views

17. The proposed decision of receiving the report has no local, sub-regional or regional impacts.

Auckland Transport consultations

18. Auckland Transport provides local boards with the opportunity to comment on transport projects being delivered in this Ōtara-Papatoetoe Local Board area.

19. In the reporting period for September 2018, no projects were put forward for comment by the Ōtara-Papatoetoe Local Board.

Traffic Control Committee resolutions

20. Traffic Control Committee (TCC) decisions within the Ōtara-Papatoetoe local board area are reported on a monthly basis. There was one decision in the local area in September.

Table 5: TCC decision for Papakura in September 2018

Street name	Type of Report	Nature of Restriction	Committee Decision
Grange Road, Great South Road	Permanent traffic and parking changes combined	No Stopping At All Times, Traffic Island, Footpath, Give-Way Control, Edge Line	Carried

Tauākī whakaaweawe Māori / Māori impact statement

21. The proposed decision of receiving the report has no impacts or opportunities for Māori. Any engagement with Māori, or consideration of impacts and opportunities, will be carried out on an individual project basis.

Ngā ritenga ā-pūtea / Financial implications

22. The proposed decision of receiving the report has no financial implications.

Ngā raru tūpono / Risks

23. The proposed decision of receiving the report has no risks. Auckland Transport has risk management strategies in place for the transport projects undertaken in the local board area.

24. In terms of its LBTCF, the local board currently has $658,000 of unallocated LBTCF funding for this electoral term. The local board has a number of projects seeking rough order of costs to be presented back to the local board in the upcoming months.

Ngā koringa ā-muri / Next steps

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

26. Discussions with the local board for the allocation of their LBTCF will continue to be held over the upcoming months.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors

Kenneth Tuai – Elected Member Relationship Manager

Authorisers

Jonathan Anyon – Elected Member Relationship Team Manager

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

16 October 2018

Auckland Transport Local Board Transport Capital Fund

File No.: CP2018/19199

Te take mō te pūrongo / Purpose of the report

1. To progress the allocation of Ōtara-Papatoetoe Local Board’s remaining Auckland Transport (AT) Local Board Transport Capital Fund (LBTCF).

Whakarāpopototanga matua / Executive summary

2. Local boards can use the LBTCF to deliver transport infrastructure projects that are not part of Auckland Transport’s work programme. There is currently $658,035 in the local board’s LBTCF.

3. This report makes a number of recommendations for the local board to allocate their LBTCF. These include

· Construction of a shared pathway link from Belinda Avenue to existing Rongomai Park footpath

· Upgrade of the foothpath at Ōtara Town Centre at 15-17 Fair Mall, Ōtara, to be included in current footpath upgrade work to the southern side of the town centre being delivered by AT

· Upgrade priority pedestrian crossings on East Tamaki Road to improve disability / pram access.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) allocate $176,000 from the Auckland Transport Local Board Transport Capital Fund to deliver a 2.5m wide concrete shared footpath from Belinda Avenue to the existing footpath behind Tangaroa College.

b) allocate $70,000 for the upgrade of the footpath outside of 15-17 Fair Mall, Ōtara as part of the wider footpath upgrades on the southern side of Ōtara Town Centre.

c) allocate $100,000 for priority pedestrian crossing upgrades along East Tamaki Road, Ōtara, at the following locations:

· 257 East Tamaki Road

· 265 East Tamaki Road

· 273 East Tamaki Road

· North-West pram crossing section at East Tamaki / Bairds Road intersection identified as 10 in the East Tamaki Road prioritised pram crossings presentation dated September 2018 – see Attachment A.

Horopaki / Context

4. This report focuses on allocating the remaining budget left in the LBTCF.

5. 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 can be considered if there is a transport outcome).

6. There is currently $658,035 remaining in the Ōtara-Papatoetoe LBTCF. The local board has until the end of the electoral term to allocate this funding.

7. Over the past months 3 months, the local board has asked for a number of potential projects to be investigated and an estimate or rough order of costs provided. Workshops held in September 2018 provided details of the investigations, which are presented in this report.

Tātaritanga me ngā tohutohu / Analysis and advice

8. The following potential projects were considered for the LBTCF at a local board workshop held in September 2018.

· Construct a shared pathway link from Belinda Avenue to existing Rongomai Park footpath.

· Upgrade the foothpath at Ōtara Town Centre at 15-17 Fair Mall, Ōtara, to be included in current footpath upgrade work to the southern side of the town centre being delivered by AT.

· Upgrade priority pedestrian crossings on East Tamaki Road to improve disability access.

9. The investigation of options included consultation with internal and external stakeholders to assess the feasibility of the proposed projects.

10. The potential projects were assessed against the Ōtara-Papatoetoe Local Board Plan 2017, Ōtara-Papatoetoe Greenways Plan 2017 and Local Board Area Plan 2014.

11. Details for these projects are shown below as presented to the local board for their consideration.

Belinda Ave to Rongomai Park shared path link

12. The local board in February 2018 approved the allocation of funding for the completion of the pathway through Rongomai Park connecting to Te Irirangi Drive, East Tamaki.

13. The local board allocated $180,000 from its LBTCF towards this project.

14. In July 2018 a request from the local board was received to investigate an additional linkage from Belinda Avenue to the existing footpath to the west, linking Belinda Avenue to Rongomai and Preston roads. This link is listed in the Ōtara-Papatoetoe Greenways Plan as a priority pathway and is shown in Diagram 1 below.

Diagram 1: OPLB Greenways plan - Rongomai Park sections to be developed

15. Rongomai Park is also identified in the Ōtara-Papatoetoe Area Plan 2014 as a focus area for general upgrade of facilities.

16. The proposed stage 2 link would provide all weather access to the residential areas between Te Irirangi Drive and behind the Dawson Road shopping area to the west into East Tamaki.

17. There is an opportunity for considerable cost savings if this project was included as one contract with the original stage 1. The cost would be an additional $176,000. This allows for a 2.5m wide shared path in concrete.

18. It is recommended that the local board resolve to commit the additional funding to deliver the additional footpath link from Belinda Avenue to the existing Rongomai footpath as specified.

Footpath Upgrade at Ōtara-Town Centre

19. In April 2018, the local board allocated $133,000 from its LBTCF to upgrade the footpath along the southern side (East Tamaki Road) of the Ōtara Town Centre, extending from Bairds Road to the edge of the Ōtara Mall area.

20. Since that decision, local board members raised that a majority of the town centre footpaths had been upgraded with a minor section of footpath located outside 15-17 Fair Mall being one of the only sections being left in an original state. See images below:

Image 2 – Looking west at the footpath area outside 15-17 Fair Mall, Ōtara

Image 3 – Looking east at the footpath area outside 15-17 Fair Mall, Ōtara

21. The local board requested that a rough order of cost be provided for this section of footpath for consideration alongside the upcoming work to upgrade the footpaths on the southern side of the town centre.

22. The rough order of costs for this additional section of footpath is $70,000 which covers 170m2 of additional footpath.

23. As a specific project, the promotion of economic development and public safety in the town centres including footpath upgrade, is identified in the Ōtara-Papatoetoe Local Board Plan 2017 as a key initiative.

24. The Ōtara-Papatoetoe local board plan also noted that elderly people, in particular, supported better footpaths as a specific issue of concern.

25. It is recommended that the local board resolve to commit the additional funding to deliver the footpath upgrade outside 15-17 Fair Mall.

Priority pedestrian crossing upgrades along East Tamaki Road, Ōtara

26. In April 2018, the local board requested AT to investigate and report back on the safety and accessibility for disability users at pedestrian crossings as a result of a fatality that occurred along East Tamaki Road early in 2018.

27. The study was completed in July 2018 and workshopped with the local board in September 2018.

28. The findings indicated that four pedestrian crossing sites along East Tamaki road could be upgraded to improve disability access. The locations are identified in image 4 below:

Image 4 – Overview Plan of East Tamaki Road prioritised pram crossings plan

29. The locations are:

· 257 East Tamaki Road

· 265 East Tamaki Road

· 273 East Tamaki Road

· North-West pram crossing section at East Tamaki / Bairds Road intersection identified as 10 in the East Tamaki Road Prioritised Pram Crossings presentation dated September 2018 – see Attachment A

30. A comprehensive review of the priority sites can be found in the attached presentation titled- East Tamaki Road Prioritised Pram Crossings.

31. The region-wide prioritisation and limited funding meant that a timeframe for the upgrade of these sites could not be confirmed with any certainty by AT.

32. A rough order of cost was requested by the local board for the upgrade of the priority sites. The estimate is approximately $100,000 for the upgrades of the 4 specific locations noted in the study.

33. The local board has the option of delivering projects or upgrades that are not a priority for AT by funding these projects via their LBTCF.

34. The Ōtara-Papatoetoe Local Board Plan 2017 specifies the importance of safety and accessibility for all, as a priority.

35. The local board can resolve through this report to deliver all 4 sets of pedestrian crossing upgrades along East Tamaki Road.

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

36. Local board views, informed by local community engagement, were incorporated in the projects listed in this report.

37. Local board plan outcomes are one of the criteria against which potential projects are assessed and all were assessed positively against this.

38. Local boards will continue to be engaged with LBTCF projects as they progress via Auckland Transport’s local board monthly update reports.

39. Any engagement with, or impacting on, local communities will be assessed on a project by project basis. Sub-regional and regional impact will also be assessed on a project by project basis.

Tauākī whakaaweawe Māori / Māori impact statement

40. Any engagement with, or impact on, Māori will be assessed on a project by project basis.

Ngā ritenga ā-pūtea / Financial implicationsTable: Ōtara-Papatoetoe LBTCF financial summary table

Ōtara Papatoetoe Local Board Transport Capital Fund Financial Summary
Total Funds Available in current political term	$2,815,162
Amount committed to date on projects approved for design and/or construction	$2,157,127
Remaining Budget left	$658,035

41. The financial implication of the board approving recommendations a, b and c of this report is the allocation of $346,000 of the LBTCF. This leaves $312,035 remaining.

42. All other recommendations in this report are subject to further analysis of financial implications.

Ngā raru tūpono / Risks

43. Auckland Transport will put risk management strategies in place on a project by project basis.

Ngā koringa ā-muri / Next steps

44. Auckland Transport will progress the decisions made by the local board as a result of this report and provide updates via the monthly reporting process. If it becomes clear that there is a risk of underspend of the LBTCF within this electoral term, Auckland Transport will make further recommendations to the board at a future business meeting using the agreed criteria.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	East Tamaki Road Prioritised Pram Crossings	31

Ngā kaihaina / Signatories

Authors

Kenneth Tuai – Elected Member Relationship Manager

Authorisers

Jonathan Anyon - - Elected Member Relationship Team Manager

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

16 October 2018

Panuku Development Auckland Local Board six-monthly update 1 March - 31 August 2018

File No.: CP2018/17735

Te take mō te pūrongo / Purpose of the report

1. To update the Ōtara-Papatoetoe Local Board on Panuku Development Auckland (Panuku) activities within the local board area for the six months from 1 March to 31 August 2018.

Whakarāpopototanga matua / Executive summary

2. Panuku was established in September 2015 by the merger of two council controlled organisations, Waterfront Auckland and Auckland Council Property Limited.

3. Panuku helps to rejuvenate parts of Auckland, from small projects that refresh a site or building, to major transformations of town centres or neighbourhoods.

4. Panuku manages around $2 billion of council’s property portfolio, which is continuously reviewed to find smart ways to generate income for the region, grow the portfolio, or release land or property that can be better used by others.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) receive the Panuku Development Auckland Local Board update for 1 March to 31 August 2018.

Ngā Mahi ā-Hapori / Local Activities

Development

5. Panuku is contributing commercial input into approximately 50 region-wide council-driven renewal and housing supply initiatives.

6. Panuku works with partners and stakeholders over the course of a project. It also champions best practice project delivery, to achieve best value outcomes within defined cost, time and quality parameters.

7. Below is a high-level update on development activities in the Ōtara-Papatoetoe Local Board area:

8. Transform Manukau – During this period Panuku has been focussed on establishing the residential development at Barrowcliffe Place. This is being led by two consortia: one led by the New Zealand Housing Foundation and one by Te Ākitai Waiohua. The two consortiums have agreed to name the overall development as Kōtuitui Place. The site is in the Manurewa local board area, but it is of significance and interest to the wider community and is in close proximity to central Manukau. The majority of the 300 housing units in the development will be KiwiBuild, affordable rentals or a shared equity ownership model operated by Housing Foundation. Panuku will continue to work with these partners to enable positive outcomes for the community.

9. Panuku has been working closely with the Crown to develop a joint business case to identify how the council and Crown can work collaboratively to ensure that development activities are coordinated, particularly across housing, education, health, community services and transport sectors in this Transform location.

10. In central Manukau, Panuku continued to address underlying property title complexities the result of the original leasehold structure put in place in the 1960s. This includes removing restrictive covenants that limit retail activity outside of the mall, and addressing short and long term redevelopment options around Manukau Plaza.

11. The Putney Way street upgrade was completed, and a feature of the project is a number of light poles that include designs by local students reflecting different cultures.

12. Community engagement and place making over the period has been ongoing with carvings in the square, bike clinics and a market. Panuku have met regularly through the period with the Manukau Business Association, Counties Police, AUT, MIT and Westfield. In addition we continue to work across council family to align initiatives.

13. Panuku is working closely with the Local Board on the future of Hayman Park, particularly in terms of the possible development of Te Papa Manukau in this location.

14. Panuku have raised the merit of establishing a Local Board working group along with Community Facilities, Healthy Waters and Panuku to oversee the refresh of the Hayman Park masterplan. Part of this will be to determine the staging of investment in the park to improve stormwater treatment, complete the playground and upgrade paths and lighting. The ex-depot on the park is another interesting opportunity.

15. Council internal planning continued on the regeneration of the Puhinui Stream corridor.

16. Unlock Old Papatoetoe – Old Papatoetoe represents an opportunity to provide for housing development at scale within a suburban town centre environment. Council owns 8.4 ha of land in the town centre. The transport links, local amenity, zoning, Local Board, Mana Whenua and wider community all support quality development in this location. It is expected that the desirability of Old Papatoetoe as a place to live and invest will continue to grow.

17. The Panuku board approved an HLPP for this project in March 2017. The HLPP was approved by the Auckland Council Governing Body in July 2017. A public version of the plan has also been prepared. The project continues through the implementation phase.

18. A number of the discrete projects listed below fall under the Unlock Old Papatoetoe project detailed above.

19. Tavern Lane, Papatoetoe town centre – Negotiations between Panuku and Ngai Tai Waipareira Housing Limited (NTWHL) on the sale of the 1ha Tavern Lane site in Papatoetoe have ended without a development outcome. Negotiations ended over issues regarding social housing percentages. Social housing on the site is supported but a predominance of social housing would not support the wider regeneration and housing delivery aims of the Unlock Old Papatoetoe programme. Panuku will re-market the site as soon as possible.

20. 21 Wallace Road, Papatoetoe (car park and supermarket) – Work on the supermarket is progressing, however it is noted that Foodstuffs are unlikely to meet their previously stated completion date on December 2018, with March 2019 being a more likely date. A contractor has been appointed for the car park upgrade with works scheduled to begin shortly. Design work with Foodstuffs on the town square is underway, this will be presented to the Local Board for approval once completed. Panuku is aiming to have the carpark completed prior to the supermarket re-opening.

21. 63-65 St George Street, Papatoetoe (shopping mall) – Physical works on the mall are complete. We are still looking for a café tenant.

22. 91 Cambridge Terrace, Papatoetoe – This is being considered as a potential residential site. Panuku are considering locations for the existing tenants and the outcome of the Tavern Lane site before commencing marketing.

23. 17 St George Street, Papatoetoe – This site has been cleared for sale. This will be marketed as part of the Tavern Lane sale. The building requires earthquake upgrading.

Portfolio Management

24. Panuku manages ‘non-service’ properties owned by the council and Auckland Transport (AT). Non-service properties are those that are not currently needed for service or infrastructure purposes. These properties were generally being held for planned future projects that are no longer required, such as road construction, park expansion or development of future town centres.

25. As at 30 June 2018, the property portfolio comprises 1437 properties, containing 1119 leases. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres, and a large portfolio of residential rental homes.

26. The return on the property portfolio for the period ending 30 June 2018 was above budget, with a net surplus to council and AT shareholders of $3.9 million ahead of budget.

27. The average monthly tenantable occupancy rate for the six-month period is more than 98 per cent, which is above the statement of intent target of 95 per cent.

Properties managed in the Ōtara-Papatoetoe Local Board Area

28. Panuku currently manages 58 commercial and 6 residential interests within the Ōtara-Papatoetoe Local Board area.

Business interests

29. Panuku also manages the commercial return from business interests on the council’s behalf. This includes two forestry enterprises, two landfills and four quarries.

30. There are currently no managed business interests in the Ōtara-Papatoetoe Local Board area.

Portfolio strategy

Optimisation

31. Optimisation is a self-funding development approach targeting sub-optimal service assets, approved in 2015. The process is a tri-party agreement between Community Facilities, Panuku and Local Boards. It is led by Panuku. It is designed to equal or enhance levels of service to the local community in a reconfigured form while delivering on strategic outcomes such as housing or urban regeneration with no impact on existing rate assumptions.

32. Using optimisation, underperforming assets will have increased utility and efficiency, with lower maintenance costs, operating costs as well as improved service delivery - benefiting from co-location of other complimentary services or commercial activities. Optimisation will free up a vast range of undercapitalised development opportunities such as air space, full sites, or part sites and in many cases will result in intensification of land use, particularly residential, supporting Auckland Plan implementation

33. Local boards are allocated decision making for the disposal of local service property and reinvestment of sale proceeds in accordance with the service property optimisation approach.

Portfolio review and rationalisation

Overview

34. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within the council’s portfolio that may be suitable for potential sale and development if appropriate. Panuku has a focus on achieving housing and urban regeneration outcomes. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

35. Panuku works closely with Auckland Council and AT to identify potential surplus properties to help achieve disposal targets.

36. Target for July 2017 to June 2018:

Unit

Target

Achieved

Portfolio review

$60 million disposal recommendations

$88 million as at 30 June 2018

(includes $62 million from the Papatoetoe, Avondale and Panmure priority locations)

37. Target for July 2018 to June 2019:

Unit	Target	Achieved
Portfolio review	$30 million disposal recommendations	$3.7 million as at 31 August 2018.

Process

38. Once identified as no longer delivering the council service use for which it was acquired, a property is taken through a multi-stage rationalisation process. The agreed process includes engagement with council departments and CCOs, the local board and mana whenua. This is followed by Panuku board approval, engagement with the local ward councillors and the Independent Māori Statutory Board and finally, a Governing Body decision.

Under review

39. Properties currently under review in the Ōtara-Papatoetoe Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the Governing Body.

Property	Details
30R Birmingham Road, Ōtara	Open space identified as potentially surplus to council requirements. It is a recreation reserve subject to the Reserves Act 1977. The rationalisation process commenced in December 2017. No alternate service uses for the subject site were identified during the internal consultation. The board endorsed the reserve revocation and proposed disposal at its May 2018 meeting. Panuku will recommend the reserve revocation and disposal of the site to council’s Finance and Performance Committee’s September 2018 meeting.
5Z Butler Avenue, Papatoetoe	5Z Butler Avenue is a Local Purpose (Service lane) Reserve, subject to the Reserves Act 1977. AT advised that the site serves no purpose as a service lane as it does not provide access to any other title. Panuku engagement with the board is planned for late 2018.
22R Clyde Road, Ōtara	Vacant land classified as a recreation reserve subject to the Reserves Act 1977. The rationalisation process commenced in July 2017. No alternate service uses for the subject site were identified during the internal consultation. The board endorsed the reserve revocation and proposed disposal at its November 2017 meeting. The Finance and Performance Committee approved the reserve revocation and disposal at its April 2018 meeting. Panuku is undertaking a reserve revocation process in accordance with the Reserves Act 1977 prior to a disposal.
570 Great South Road, Papatoetoe	An off-street car park identified by AT as not required for future service needs. The rationalisation process commenced in July 2017. No alternate service uses for the subject site were identified during the internal consultation. The board endorsed the proposed disposal at its November 2017 meeting. The Finance and Performance Committee approved the disposal at its April 2018 meeting. Panuku is currently exploring disposal options that ideally provide a housing outcome.
66R Hallberry Road, Mangere East	Vacant land classified as local purpose (road) reserve subject to the Reserves Act 1977. The rationalisation process commenced in April 2017. No alternate service uses for the subject site were identified during the internal consultation. The board endorsed the reserve revocation and proposed disposal at its November 2017 meeting. The Finance and Performance Committee approved the reserve revocation and disposal at its April 2018 meeting. Panuku is undertaking a reserve revocation process in accordance with the Reserves Act 1977 prior to a disposal.
139 Kolmar Road, Papatoetoe	An off-street car park identified by AT as not required for future service needs. The rationalisation process commenced in April 2017. No alternate service uses for the subject site were identified during the internal consultation. The board endorsed the proposed disposal at its November 2017 meeting. The Finance and Performance Committee approved the disposal at its April 2018 meeting. Panuku is currently exploring disposal options that best deliver development outcomes in line with the Auckland Unitary Plan and which are commercially viable.

Acquisitions and disposals

40. Panuku manages the acquisition and disposal of property on behalf of Auckland Council. Panuku purchases property for development, roads, infrastructure projects and other services. These properties may be sold with or without contractual requirements for development.

Acquisitions

41. Panuku does not decide which properties to buy in a local board area. Instead, it is asked to negotiate the terms and conditions of a purchase on behalf of the council.

42. Panuku purchased 12 properties for open space across Auckland in the 2017-18 financial year at a cost of $27 million, and bought seven properties for storm water use at a value of $4.2 million.

43. During the reporting period, one property was purchased in the Ōtara-Papatoetoe Local Board area. The property was acquired for stormwater purposes.

44. Panuku undertakes acquisitions for Auckland Council’s Parks Department and Healthy Waters, under delegation from the Chief Executive of Auckland Council. Panuku does not unilaterally decide what properties to buy and when, but rather follows a directive to manage the commercial transactions, following committee approval to purchase a particular property.

45. All land acquisition committee resolutions contain a confidentiality clause, due to the commercially sensitive nature of ongoing transactions, and thus cannot be reported on while in process.

Disposals

46. For the last six month period to the end of August 2018, the Panuku disposals team has sold eleven properties realising $39.5 million of unconditional net sales proceeds. The 2018/19 financial year disposals target is $24 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis. The disposals team achieved $15.06 million of net sale proceeds in the 2017/18 financial year.

47. One of the properties sold is in the Ōtara-Papatoetoe Local Board area is 6 Butler Avenue, Papatoetoe.

Housing for Older People

48. The council owns 1412 units located in 62 villages across Auckland, which provide rental housing to low income older people in Auckland.

49. The Housing for Older People (HfOP) project involved the council partnering with a third-party organisation, The Selwyn Foundation, to deliver social rental housing services for older people across Auckland.

50. The joint venture business, named Haumaru Housing, took over the tenancy, facilities and asset management of the portfolio, under a long-term lease arrangement from 1 July 2017.

51. Haumaru Housing was granted community housing provider (CHP) status in April 2017. Having CHP registration enables Haumaru to access the government’s Income Related Rent Subsidy (IRRS) scheme.

52. Auckland Council has delegated Panuku to lead a new multi-year residential development programme.

53. The first new development project is a 40-unit apartment building on the former Wilsher Village site on 33 Henderson Valley Road, Henderson. Once completed in mid-2019, this development will increase the council’s portfolio to 1452 units.

54. The following HfOP villages are located within the Ōtara-Papatoetoe Local Board area:

Village	Address	Number of units
Acacia Court	25 Kolmar Road, Papatoetoe	37
Hills Court	14 Hills Road, Ōtara	45
Otara Court	163 East Tamaki Road, Ōtara	61
Whitehaven Court	146 Kolmar Road, Papatoetoe	24

Ngā Mahi ā-Rohe / Regional Activities

55. Over the year, Panuku achieved key project milestones and performance results in our priority development locations. Panuku categorises three types of priority locations:

· Transform locations – Panuku ‘transforms’ locations by creating change through urban regeneration. Panuku leads the transformation of select parts of the Auckland region working alongside others and using the custodianship of land and planning expertise. The catalytic work Waterfront Auckland led at Wynyard Quarter is a great example of the transformation of urban locations

· Unlock locations – Panuku ‘unlocks’ development potential for others. By acting as a facilitator; using relationships to break down barriers and influence others, including the council family, to create development opportunities

· Support locations – Panuku plays a ‘support’ role to ensure council is making the most of what it already has. Intensification is a key driver in the Auckland Plan. Panuku will support housing demands by enabling development of council-owned land.

Transform locations

56. The Wynyard Quarter is undergoing rapid change both commercially and residentially, with thousands of Aucklanders using this space every week.

Panuku has partnered with Willis Bond to deliver a total of 500 homes in Wynyard Quarter over several stages, the first of which – Wynyard Central Pavilions – is now complete. This first stage of the new precinct offers a mix of 113 residencies comprising 25 free-stranding pavilions, 8 townhouses and 80 apartments with retail space on the ground floor. Willis Bond is also leading the delivery of 51 apartments at 132 Halsey, which is expected to be complete in Spring 2018. At the same time it is anticipated that works will begin on the second stage of Willis Bond’s residential development at 30 Madden Street with the construction of 90 apartments and six townhouses as well as ground floor retail. This residential construction is due to be completed by the end of 2020.

Precinct are due to commence construction on their next commercial building at 10 Madden Street in Spring 2018, with an anticipated completion date towards the end of 2020. This seven level building will provide approximately 8,500m2 of commercial space including ground floor retail.

The east-west connection between Halsey and Daldy Streets, Tiramarama Way, was completed in June of this year, with the street opening on Friday 29 June 2018 receiving much positive feedback.

Negotiations are underway with Orams regarding the development of Site 18 (on the corner of Beaumont and Jellicoe Streets) for a marine refit facility and residential development.

57. The Framework Plan to guide the Onehunga transformation on a similar scale to Wynyard Quarter and Manukau (Transform Manukau report above) was approved by the Governing Body in May 2018. The plan was completed involving significant consultation with the community. Panuku is leading the redevelopment of strategic council-owned land, and works in partnership with government and others, to deliver positive outcomes for the local community.

58. The East-West link and proposed light rail, which affects the wharf and southern parts of the area, is currently being reassessed by the New Zealand Transport Agency (NZTA). Panuku is expecting amended plans later this year. Further refinement of the Framework Plan will occur once this can be reviewed. Working with the local board and key stakeholders, Panuku has advanced plans on the town centre and the Onehunga wharf precinct where possible.

Unlock locations

59. In Takapuna, Auckland Council owns nearly four hectares of land focused around the Anzac Street carpark and the Gasometer site, consultation on redevelopment of these sites has started.

60. At the Airfields, Hobsonville Point, six of the seven super-lots have now settled with AV Jennings with the remaining super-lot due for settlement October 2018. Forty two housing units have been completed to the end of June 2018. In stage 2, the development by Avanda will result in 510 dwellings. The tier 1 roads which are Wallace Road, Waka Moana Drive and Commanders Avenue are progressing well and are on target for practical completion December 2018. The first housing development is anticipated to start in December 2018.

61. In Northcote, we are continuing to build on the urban regeneration concepts outlined in the November 2016 Framework Plan, and have progressed our engagement and co-design with HLC for the Awataha Greenway project and other key projects. The information kiosk continues to provide a ‘shop front’ for the community to walk in and ask any questions. With the 2018 LTP signed off by Council in late-June, Panuku is now able to commence implementation of the first-year’s projects including the Greenslade Reserve stormwater detention project.

62. The overall plan for Henderson was approved in May 2017 by Governing Body. The 2018-2021 Unlock Henderson work programme was endorsed by the local board and approved by the Panuku board in June 2018. The vision is for Henderson is for it to grow into an urban eco-centre. This vision will guide planning and development with an outcome towards ‘liveable growth’ by creating a safe, attractive and vibrant mixed-use environment with a uniquely west Auckland identity.

63. The opportunity to revitalise Avondale has been given the green light in November 2017 with the approval of the over-arching plan for its regeneration by the Governing body. The vision for Avondale will be enabled through a number of key moves. Panuku will work closely with the local board and community to implement a retail strategy that attracts new businesses, increasing diversity of products and services. The train station, upgraded bus network and new cycleways offer great transport options and we will continue to strengthen connections between these activity hubs and the town. A focus for the regeneration of Avondale is working with developers to build quality residential neighbourhoods that offer a mix of housing types, including terraces and apartments. A number of significant developments are already underway in the area.

64. Located within the Tāmaki Transformation area, Panmure town centre is well-located with excellent public transport links to the wider Auckland area. Panmure was chosen as a location for regeneration due to large areas of underused, council-owned land in the town centre that represent significant redevelopment opportunities. The project area covers 43ha and encompasses land owned by council, TRC, the Crown and AT, who Panuku will work in partnership with to facilitate the staged transition of sites for development.

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

65. This report is for the Ōtara-Papatoetoe Local Board’s information.

66. Panuku requests that all feedback and/or queries you have relating to a property in your local board area be directed in the first instance to localboard@developmentauckland.co.nz

Tauākī whakaaweawe Māori / Māori impact statement

67. Tāmaki Makaurau has the highest Māori population in the world with one in four Māori in Aotearoa living here.

68. Māori make up 12% of the region’s total population who mainly live in Manurewa, Henderson-Massey, Papakura, Ōtara-Papatoetoe, Māngere-Ōtahuhu and Franklin. Māori have a youthful demographic with 50% of Māori in Tāmaki Makaurau under the age of 25 years. 5% of the Māori population in the region are currently 65 years and over.

69. There are 19 Mana Whenua in the region, with 12 having indicated an interest in Panuku lead activities within the Ōtara-Papatoetoe Local Board area.

70. Māori make up 16 percent of the Ōtara-Papatoetoe Local Board population, and there are five marae located within the local board area.

71. Panuku work collaboratively with Mana Whenua on a range projects including potential property disposals, development sites in the area and commercial opportunities. Engagement can be on specific individual properties and projects at an operational level with kaitiaki representatives, or with the Panuku Mana Whenua Governance Forum who have a broader mandate.

72. Panuku will continue to partner with Māori on opportunities which enhance Māori social and economic wellbeing.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors

Sven Mol - Corporate Affairs Advisor, Panuku Development Auckland

Authorisers

Helga Sonier - Senior Engagement Advisor, Panuku Development Auckland

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

16 October 2018

Ōtara-Papatoetoe Quick Response Round One 2018/2019 grant applications

File No.: CP2018/18786

Te take mō te pūrongo / Purpose of the report

1. To fund, part-fund or decline applications received for the Ōtara-Papatoetoe Quick Response, Round One 2018/2019.

Whakarāpopototanga matua / Executive summary

2. The Otara-Papatoetoe Local Board adopted the Ōtara-Papatoetoe Local Grants Programme 2018/2019 on 17 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 for the Ōtara-Papatoetoe Quick Response, Round One 2018/2019 (see Attachment’s B and C).

4. The Otara-Papatoetoe Local Board has set a total community grants budget of $329,000 for the 2018/2019 financial year. From this budget, an amount of $15,000 has been allocated to Pursuit of Excellence (OP/2018/144) and a further $60,000 has been allocated to a Business Improvement District (BIDs) events grant round (OP/2018/179). This leaves a budget of $254,000 to be allocated to the local board community grants programme for 2018/2019.

5. A total of $153,597.91 has been allocated to Ōtara-Papatoetoe Local Grants Round One 2018/2019, leaving an available balance of $100,402.09 to be allocated to the remaining grant rounds.

6. Nineteen applications were received for Ōtara-Papatoetoe Quick Response, Round One 2018/2019, requesting a total of $35,051.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) Agree to fund, part-fund or decline each application in the Quick Response Round One 2018/2019 applications as outlined in Table One:

Table One: Otara-Papatoetoe Quick Response Grants, Round One 2018/2019 applications

Application ID	Organisation	Requesting funding for	Amount requested
QR1913-3-1001	Children's Autism Foundation	Towards costs for the outreach family support including salaries and wages for a family consultant, planning preparation and review of meetings with families, mileage, administration and operations support for the period 1 November 2018 to 30 April 2019.	$2,000.00
QR1913-3-1002	Kiwi Supertots Learning Centre Limited	Towards costs for advertising the “Kiwi Supertots Market Day” event on 17 November 2018 at Bishop Dunn Place, Botany. ‍	$2,000.00
Application ID	Organisation	Requesting funding for	Amount requested
QR1913-3-1003	Vaiola Tauti	Towards delegate travel fees to attend the United Nations (UN) Youth New Zealand, "UN Globalisation Tour" across East and South East Asia during the period 9 February 2019 to 3 March 2019.	$1,000.00
QR1913-3-1004	Papatoetoe Athletics Club Incorporated	Towards the purchase of a gazebo for the Papatoetoe Athletics Club.	$2,000.00
QR1913-3-1008	Auckland Seniors Support and Caring Group Incorporated	Towards costs for performer's fees, food and soft-drinks and venue layout and gifts for a Chinese Spring Festival event on 6th December 2018.	$2,000.00
QR1913-3-1014	South East Auckland Senior Citizens' Association Incorporated	Towards costs for catering, venue hire, set-up, decoration, cleaning and performers fees for a Christmas celebration event on 22 December 2018.	$2,950.00
QR1913-3-1015	Corina Grant	Towards costs of purchasing books and library resources for the Bipolar support group for people living in the Counties Manukau District Health Board area over the period 2 November 2018 to 29 January 2019.	$750.00
QR1913-3-1018	Elementz Sports Group Incorporated	Towards costs of venue hire, food, beverages and prizes for the Elementz Youth Touch Initiative prize-giving for the period 23 October 2018 to 18 December 2018.	$2,000.00
QR1913-3-1019	Fono Tagata Pasifika (Manukau Institute of Technology (MIT) Pacific Staff Network)	Towards costs for trophies, awards, catering and cash gifts for recognition for the MIT Pacific Excellence Awards on 01 December 2018.	$1,000.00
QR1913-3-1021	Uniting Christian Church of God of Papatoetoe	Towards venue hire for the Christian Youth Empowerment project for the period 20 October 2018 to 22 December 2018.	$2,000.00
Application ID	Organisation	Requesting funding for	Amount requested
QR1913-3-1022	Parenting Place Charitable Trust	Towards fee subsidies for low income parents and the costs of handbooks and coordinator and volunteer facilitator expenses for Toolbox Parenting courses over the period 05 November 2018 to 30 August 2019.	$1,940.00
QR1913-3-1023	Quality Education Services Trust Limited	Towards costs for food, equipment, venue hire, prizes and contracted staff for the Quality Education Services Limited sports event on 6 December 2018.	$2,000.00
QR1913-3-1024	Manukau Taniwha Bike Motocross BMX Club (formerly Papakura City BMX Club)	Towards purchase of two inverter generators for the Manukau Taniwha BMX Club's new Motocross (BMX) track at Colin Dale Park, Wiri.	$1,700.00
QR1913-3-1025	Woman Care Trust	Towards dance coach fees for conducting Gidha and Bhangra classes twice a week for children and women for the period 9 November 2018 to 3 May 2019.	$1,820.00
QR1913-3-1027	Dance Therapy New Zealand (NZ)	Towards venue hire, facilitation (therapist and assistant fees), materials, coordination and associated administrative costs for Dance Therapy NZ programme for the period 1 May 2019 to 27 June 2019.	$1,993.00
QR1913-3-1030	Life Education Trust Counties Manukau	Towards costs for one thousand Life Education workbooks for the period 2 November 2018 to 19 December 2018.	$2,000.00
QR1913-3-1031	AMMI Athletics Club Incorporated	Towards the purchase and delivery of a 20 foot container for storage to be located at Rongomai Park. ‍	$2,000.00
QR1913-3-1032	Habitat for Humanity Greater Auckland Limited	Towards costs for laundering donated curtains to the curtain bank for the period 1 November 2018 to 30 June 2019.	$2,000.00
Application ID	Organisation	Requesting funding for	Amount requested
QR1913-3-1033	Mafutaga Otara Samoa "under the umbrella of" of Health Star Pacific Trust	Towards the cost of thirty-three training jackets for the Walking Samoan's project for the period 01 September 2018 to 30 September 2019.	$1,898.00
Total			$35,051.00

Horopaki / Context

7. 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.

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

9. 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.

10. The Ōtara-Papatoetoe Local Board adopted their grants programme for 2018/2019 on 17 April 2018 and will operate three quick response and two local grant rounds for this financial year.

11. 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.

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 Ōtara-Papatoetoe 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 local board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applications 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 Ōtara-Papatoetoe Quick Response, Round One 2018/2019 (see Attachment’s B and C) is provided.

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 grants processes.

17. Eight applicants applying to Ōtara-Papatoetoe Quick Response Round One 2018/2019 indicate that their project targets Māori or Māori outcomes.

Ngā ritenga ā-pūtea / Financial implications

18. The allocation of grants to community groups is within the adopted Long-Term Plan 2018-2028 and local board agreements.

19. The Otara-Papatoetoe Local Board has set a total community grants budget of total community grants budget of $329,000 for the 2018/2019 financial year. From this budget, an amount of $15,000 has been allocated to Pursuit of Excellence grant (OP/2018/144) and a further $60,000 has been allocated towards a BID events grant (OP/2018/179). This leaves a budget of $254,000 to be allocated towards the local board community grant programme for 2018/2019.

20. A total of $153,597.91 has been allocated to Ōtara-Papatoetoe Local Grants Round One 2018/2019, leaving an available balance of $100,402.09 to be allocated to the remaining grant rounds.

21. Nineteen applications were received for Ōtara-Papatoetoe Quick Response Round One 2018/2019, requesting a total of $35,051.

Ngā raru tūpono / Risks

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

Ngā koringa ā-muri / Next steps

23. Following the Ōtara-Papatoetoe Local Board allocation of funding for quick response round one, Commercial and Finance staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Otara-Papatoetoe Local Grants Programme 2018/2019	59
b	Otara-Papatoetoe Quick Response Round One 2018/2019 grant applications (Under Separate Cover)

Ngā kaihaina / Signatories

Authors

Lincoln Papali'i - Senior Community Grants Advisor

Authorisers

Marion Davies - Grant Operations Manager

Shane King - Head of Operations Support

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

16 October 2018

Healthy Environments Events Principles – Ōtara-Papatoetoe

File No.: CP2018/18975

Te take mō te pūrongo / Purpose of the report

1. To adopt the Healthy Environments ‘Events’ principles (attachment A) and guide (attachment B) for use across Ōtara-Papatoetoe Local Board funded events and Auckland Council run events in the local board area. Generating priority area (setting) one of the Healthy Environments Framework.

2. Support Healthy Families Manukau, Manurewa-Papakura (MMP) to work with Community Leasing to create a Healthy Environments lens for use across settings that leasing has control over. Contributing to a suite of mutually reinforcing activities that will inform the overall Healthy Environments Framework.

Whakarāpopototanga matua / Executive summary

3. Healthy Families New Zealand is the Government’s major investment into reducing preventable chronic disease in New Zealand. It is based around a systems approach to health that addresses the environmental influences of health where people live, learn, work and play.

4. Healthy Families MMP has begun developing a Healthy Environments framework to support council’s responsibility to provide spaces in the community that facilitate social, economic, environmental and cultural outcomes, including wellbeing. Potential themes to be included in the overall framework include local board funded events, leisure centres, community facilities, leasing agreements and funding grants.

5. The framework is intended to support Auckland Council officers, local boards and community to increase healthy choices and options through various settings to increase the availability and accessibility of healthy food and drink choices, reduce smoking and alcohol related harm and increase opportunities that encourage movement.

6. Healthy Families MMP has completed its development of Healthy Environments principles (attachment A) and guide (attachment B) that targets events using a co-design methodology. This includes a range of options regarding wai (water), kai (food), smokefree, alcohol free and movement which has been supported by the Auckland Council events team.

7. The Healthy Environments framework that is being developed has a universal applicability across council settings. Staff have started using the Healthy Environments events principles and guide with the events team producing priority area (setting) one of the Healthy Environments Framework.

8. Ōtara-Papatoetoe Local Board support Healthy Families MMP and Community Leasing staff to prioritise this work across leasing agreements. Creating a priority area (setting) that will contribute to the overall Healthy Environments Framework. Healthy Families MMP are currently approaching Community Leasing to support and progress this opportunity as part of the Healthy Environments framework.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) adopt the Healthy Environments events principles and guide (attachments A & B) for use at Ōtara-Papatoetoe Local Board funded events and Auckland Council run events in the Ōtara-Papatoetoe Local Board area, commencing in the 2018/2019 events season.

b) support Healthy Families MMP to work with council’s community leasing staff to evaluate the settings that the leasing team advise on and implement, to progress the Healthy Environments framework.

Horopaki / Context

9. The framework is being developed using co-design methodology. By starting with the lived experience of people, co-design can help explore, imagine and test new ideas and involve the people closest to the issues.

10. The co-design approach has assisted staff to determine what would be in scope regarding Healthy Environments. It helped create clarity from complexity, presented ideas to test and identified opportunities for collaboration.

11. The principles and guide is for everyone involved in delivering Auckland Council events. Our 4 practical principles are designed to be easy to implement and come with options, tips and plenty of resources (because we know it might mean doing things a bit differently).

12. Over the past year, Healthy Families MMP has been working with event organisers (Auckland Council and community-led event organisers) to test the Healthy Environments events principles. Using the four stages of the co-design process, Healthy Families MMP and event organisers developed the first priority area (setting) for the Healthy Environments framework. The following table provides an overview of activity:

Table 1: Co-design activity

FRAME

EXPLORE

IMAGINE

TESTING

Identified three local

board funded events to test ways of improving access to healthy food and drink choices, reducing smoking and alcohol related harm and encouraging more movement.

Over a six-month

period, staff worked with event organisers to understand what it would take to create a healthy environment at an event.

Event one (large scale) 1,750 participants and over 2250 spectators

Event two (small scale) 186 registered participants

Event three (medium scale) 1,500 people

Staff engaged with 653 different people, gaining real time feedback from event attendees, event organisers and vendors.

From the feedback,

staff were able to make the necessary improvements for the next event. This approach enabled staff to adapt and learn quickly.

Ongoing learnings led

to more efficient prototypes. These were tested during Auckland Council selected events. For example, staff adjusted the location of water to increase accessibility and uptake, prototyped types of water stations, and ensured promotion was clear and visible to event participants.

13. Healthy Families MMP understands the need to balance freedom of choice with offering healthy opportunities. It has sought to achieve the right balance that allows a common-sense approach and has taken this into consideration when applying the Healthy Environments lens over an event setting.

14. The benefits of adopting a Healthy Environments lens across a range of Auckland Council settings include:

 an increase in the availability and accessibility of healthy food and drink choices to reduce the risk of obesity and non-communicable diseases and improve life expectancy of Ōtara-Papatoetoe residents

 reduced smoking and alcohol related harm to Ōtara-Papatoetoe residents

 increased opportunities that encourage movement for healthier living and a longer life

15. A Healthy Environments framework will enable the Ōtara-Papatoetoe Local Board to support residents to live longer, healthier, more active lives and contribute to the fabric of community life in the local board area.

Tātaritanga me ngā tohutohu / Analysis and advice

16. A review of 55 studies on childhood obesity concluded that the most effective strategies to reducing obesity include improving the supply of healthier options, environments that support healthier options and reducing the promotion of unhealthy options.

17. Success in reducing obesity requires as many interventions as possible by a range of private and public sectors. Obesity is a major risk factor for a wide range of non-communicable disease, including heart disease, stroke, type 2 diabetes, cancer, osteoarthritis and depression.

18. The Agencies for Nutrition Action: Promoting Physical Activity at the Local Government Level (evidence snap shot; April 2015) highlights being physically active is a major contributor to an individual’s overall physical and mental health and wellbeing. The report also states that there is increased improved perception of community safety as there are more people around in public places.

19. Māori and Pacific people have the highest rates of preventable disease in the Counties Manukau District Health Board area. Over half of Manurewa Local Board residents are of Māori and/or Pacific descent.

20. Healthy Auckland Together 2018 monitoring report highlights that children residing in the highest deprivation areas were 22 per cent less likely to have healthy teeth and gums than those residing in the least deprived areas. Healthy teeth and gums can help prevent serious health problems such as tooth decay and gum disease.

21. There are clear disparities in health outcomes for Maori communities compared to other ethnic groups in New Zealand. Data from the 2014/2015 New Zealand Health Survey shows that 41% of children in the Manurewa and Papakura ward are overweight or obe

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

22. The Healthy Environments framework is directly aligned to the Ōtara-Papatoetoe Local Board plan and specifically contributes to Outcome 5: Empowered, inclusive and prosperous communities. Objective; Promote better health and wellbeing in the community.

23. Healthy Families MMP presented at a local board workshop on 11 September 2018 to seek input and feedback on the framework. Feedback received at the workshop was positive. This report has taken into account all feedback received to date.

Tauākī whakaaweawe Māori / Māori impact statement

24. Healthy Families MMP has partnered with Māori through the development of the framework. This includes prototyping Healthy Environments in local events, and testing Healthy Environment principles such as making drinking water more accessible and promotion of water as the beverage of choice.

25. Staff have been able to gather insights and learnings from participants and spectators who attended local events in the south (a combined audience of over 4000 people), of which a high number were Māori. These insights contributed to the development of a Healthy Environment framework.

26. The prototypes have also contributed to Māori wellbeing via augmented reality technology to bring Māori knowledge and physical activity together and enable participants to learn about some of the Manukau landmarks such as the Puhinui awa (stream) and about the tohu (signs) of spring according to the Maramataka (Maori lunar calendar). This has been very successful and enabled the community to experience an interactive process that supports health and wellbeing from a Te Ao Māori perspective.

Ngā ritenga ā-pūtea / Financial implications

27. There are no financial implications associated with the Ōtara-Papatoetoe Local Board adopting the Healthy Environments events principles and guide. Healthy Families MMP will continue the design and development of the process while it is embedded. This includes further testing and evaluation of the Healthy Environments events principles and guide which will continue to improve as the work is progressed with operational staff across the organisation.

28. Healthy Families MMP are keen to learn from event organisers experiences by testing the principles and guide via local board funded community-led event and/or Auckland Council run event in each local board area. We will do this by approaching and supporting event organisers who are willing to engage with the testing and evaluation over the 2018/2019 events season.

29. For the financial year 2019/2020 (onwards) we would envisage local boards would have Healthy Environments events principles and guide included in their funding agreements. Community receiving local board funding for events would implement the Healthy Environments events principles using the guide as part of their funding agreement measures.

30. The Auckland Council events team are in support of the Healthy Environments events principles and guide. It is possible the Ōtara-Papatoetoe Local Board maybe approached in the future to supplement initiatives falling out of the framework that increase the potential of Healthy Environments to achieve its full benefits. This would be discussed through the work programme planning process.

Ngā raru tūpono / Risks

31. There are no risks associated with this report. The local board is being asked to adopt the Healthy Environments events principles and guide for use at Ōtara-Papatoetoe Local Board funded events and Auckland Council run events in the Ōtara-Papatoetoe Local Board area. Any operational matters associated with this will be managed by staff.

Ngā koringa ā-muri / Next steps

32. Healthy Families MMP will identify and work with local board funded event organiser in Ōtara-Papatoetoe who is willing to test and evaluate the Healthy Environments events principles and guide.

33. Healthy Families MMP will initiate discussion with Community Leasing to create a Healthy Environments lens for use across settings that leasing has control over. Creating a priority area (setting) that will contribute to the overall Healthy Environments Framework.

34. Healthy Families MMP will provide quarterly reports to the Ōtara-Papatoetoe Local Board.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Healthy Environments Principles	69
b ⇩	Healthy Events Guide	75

Ngā kaihaina / Signatories

Authors

Winnie Hauraki - Healthy Families Manukau, Manurewa-Papakura

Authorisers

Gael Surgenor - GM - Southern Initiative

Carol McKenzie-Rex - Relationship Manager

Ōtara-Papatoetoe Local Board

16 October 2018

Ōtara-Papatoetoe Local Board: PopUp Business School

File No.: CP2018/18726

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 Ōtara-Papatoetoe Local Board:

a) provides support to the PopUp Business School

b) makes a $5,000 sponsorship contribution to the event

Horopaki / Context

6. 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 Ōtara-Papatoetoe 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 promotion of community economic wellbeing as one of the desired outcomes with the provision of advice and grants to help social enterprise start-ups and migrant business support programmes as key initiatives. The Pop-Up Business School provides an opportunity to look to develop self-employment and starting a business as an economic opportunity for Māori, migrants and others in the local board area.

Tauākī whakaaweawe Māori / Māori impact statement

24. 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

25. 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.

26. 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.

27. 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

28. 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.

29. 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

30. 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 tāpirihanga / Attachments

No.	Title	Page
a ⇩	Henderson-Massey Local Board event report	89

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

Ōtara-Papatoetoe Local Board

16 October 2018

Review of the Code of Conduct

File No.: CP2018/18706

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 Ōtara-Papatoetoe 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	121
b ⇩	Draft Code of Conduct attachments	135

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

Ōtara-Papatoetoe Local Board

16 October 2018

Draft Facility Partnership Policy

File No.: CP2018/17855

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 Ōtara-Papatoetoe 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	205
b ⇩	Draft Facility Partnerships Policy	207
c ⇩	Facility partnerships with Māori - Summary report	251
d ⇩	Draft Facility Partnerships Policy - Public feedback summary report	279

Ngā kaihaina / Signatories

Authors

Rebekah Forman - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Louise Mason - GM Local Board Services

Carol McKenzie-Rex - Relationship Manager

Chairperson	Lotu Fuli
Deputy Chairperson	Ross Robertson, QSO, JP
Members	Apulu Reece Autagavaia
	Dr Ashraf Choudhary, QSO, JP
	Mary Gush
	Donna Lee
	Dawn Trenberth

No.	Title	Page
a ⇩	Workshop Notes - 4 September 2018	299
b ⇩	Workshop Notes - 11 September 2018	301
c ⇩	Workshop Notes - 18 September 2018	303
d ⇩	Workshop Notes - 25 September 2018	305

Authors	Carol McGarry - Democracy Advisor Otara-Papatoetoe
Authorisers