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

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

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

4 Confirmation of Minutes

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

a) confirm the ordinary minutes of its meeting, held on Friday, 28 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 Te Oro Committee of the Maungakiekie-Tamaki Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Te Oro Committee of the Maungakiekie-Tamaki Local Board

07 December 2018

Te Oro Activity Report Quarter One 2018/2019

File No.: CP2018/23913

Te take mō te pūrongo

Purpose of the report

1. To provide an operational update for quarter one for Te Oro.

2. To approve the procured programmes for the calendar year of 2019.

3. To approve the continuation of 10 current Memorandum of Understanding agreements (MoU) partnerships until the end of the 2018/2019 financial year.

Whakarāpopototanga matua

Executive summary

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

5. During quarter one, Te Oro delivered 56 programmes that responded to the three focus areas.

6. The programmes are either commercially procured, or delivered via MoU agreements with partner organisations.

7. The Te Oro work programme includes 12 MoU partnerships, which were approved for activity until the end of December 2018 (TE/2018/6, TE/2018/9).

8. The decision to approve the MoU partnerships for a period of 6 months was made by the governing committee to coincide with the review of the facilities business plan and governance model.

9. The committee did not want to make a decision beyond the timeframe of the current governance structure, in the event of changes that might occur as part of the review.

10. The review was due for completion in December 2018, however delays to the project have pushed the completion date to early 2019.

11. Staff reccomend the approval of the 10 currrent MoU partnerships until the end of the 2018/2019 financial year.

12. During quarter one, 16 programmes were delivered by MoU partners.

13. This report presents the Te Oro Governing Committee with the quarter one report containing full details on the operational activity delivered (Attachment A) and the procured work programme to be delivered during the 2019 calendar year (Attachment B).

Ngā tūtohunga

Recommendation/s

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

a) receive the quarter one Te Oro activity report.

b) approve the Te Oro procured work programme for the 2019 calendar year.

c) approve the renewal of 10 current Memorandum of Understanding partnerships until the end of the 2018/2019 financial year (Attachment C to the agenda report).

Horopaki

Context

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

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

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

17. During quarter one, Te Oro delivered 56 programmes that responded to the three charter focus areas.

18. The programmes are either commercially procured, or delivered via MoU agreements with partner organisations.

19. The Te Oro work programme includes 12 MoU partnerships, which were approved for activity until the end of December 2018 (TE/2018/6, TE/2018/9).

20. The decision to approve the MoU partnerships for a period of 6 months was made by the governing committee to coincide with the review of the facilities business plan and governance model.

21. The committee did not want to make a decision beyond the timeframe of the current governance structure, in the event of changes that might occur as part of the review.

22. The review was due for completion in December 2018, however delays to the project have pushed the completion date to early 2019.

23. Staff reccomend the approval of the 10 currrent MoU partnerships until the end of the 2018/2019 financial year.

Tātaritanga me ngā tohutohu

Analysis and advice

24. During quarter one, Te Oro delivered 56 programmes, several of which responded to multiple outcomes. Of these programmes:

· 16 were delivered by MoU partners

· 43 targeted youth (12-24 age group)

· 56 delivered on creative outcomes

· 20 were led by the local artists or community

· 19 delivered on Māori outcomes

· 3 were Regional arts programmes

25. Procured programmes are developed to deliver on the action plan goals outlined in the Te Oro Business Plan 2015–2018. Fifty-six procured programmes were delivered in quarter one and responded to the three focus areas of the charter: youth, local community and creativity.

The partnership model

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

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

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

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

28. During MoU negotiations, staff seek explicit agreement from partners to align their programmes to the charter’s delivery focus areas.

2018/2019 MoU partnerships

29. The 12 MoU partnerships which make up the balance of Te Oro’s work programme were approved through until the end of December 2018, at the 22 June and 28 September meetings, (TE/2018/6) and (TE/2018/9) respectively.

30. Staff recommend the renewal of 10 current MoU partnerships through until the end of the 2018/2019 financial year (Attachment C).

31. Two MoU partnerships are not proposed for renewal. One entity has migrated to a paid hire relationship and one has not attracted the expected external support.

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

Local impacts and local board views

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

33. The charter and business plan were designed to align with the Maungakiekie-Tāmaki Local Board Plan and align to local board outcomes. These include:

· creating strong and thriving communities that are enabled to participate, celebrate and contribute

· ensuring young people are engaged, heard and active in their local communities.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

Ngā ritenga ā-pūtea

Financial implications

37. Te Oro’s mandate to provide low cost or free classes constrains the ability of the facility to generate programming revenue. The introduction of koha based payment and ticket sales from the Te Oro Presents pilot season has successfully initiated growth in revenue, and while the amount is below target, the general trend is positive.

38. There has been an increase in staffing required at Te Oro, which is offset by revenue generating activity. This increase in staffing is due to venue hire, delivery of shared risk partnerships, MoU programmes and more intensive events scheduled, as part of the strategy:

· to increase participant numbers of 15-19 and 20-24 year olds

· to increase entrance revenue

· to increase audience numbers for Te Oro.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39. Key risks identified in the report are below:

Risks	Mitigation
Not meeting the entrance or other fees revenue target for 2018/2019	· review programmes regularly · develop a balanced programme of offerings across a range of cost points including shared risk model, koha entry and fixed price entry
Not meeting the venue hire revenue target for 2018/2019	· develop and implement a marketing and communications plan that promotes venue booking · identify and address barriers to utilisation · explore the local board community grant programme as a potential source funding
Over spend of staff budget	· evaluate use of spaces and additional staffing requirements and manage the overspend in staffing budget, by outlining how cost recovery from venue hire is accounted separately
Intimidation of staff/public from aggressive and abusive clients	· maintain the robust security programme developed by staff · implement/review and test security measures regularly · continue to follow proper safety protocols and procedures
Reception administration desk: health and safety issue for administration staff	· test health and safety solutions and measure results
A programme offered by an MoU partner is cancelled due to a decline in the partner’s funding or financial position	· monitor financial forecasts with MoU partners via quarterly meeting
Substandard performance or delivery by a partner reflects on the reputation of the centre	· regularly communicate clear expectations about quality and reliability of service levels · maintain clear separation in the marketing style of the MoU partnership programmes from procured programme

Ngā koringa ā-muri

Next steps

40. Following the approval of the 10 current MoU partnerships, agreements will be signed and programming confirmed until the end of the 2018/2019 financial year.

41. Following the approval of the Te Oro procured work programme for the 2019 calendar year, staff will confirm the programme of activity that will be delivered.

Ngā tāpirihanga

Attachments