Agenda of Māngere-ŌtāhuhuLocal Board

Member Tauanu’u Nick Bakulich tabled his apology for absence.

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

4 Confirmation of Minutes

That the Māngere-Ōtāhuhu Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 12 December 2018, including the confidential section, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

At the close of the agenda no requests to present petitions had been received.

8 Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Māngere-Ōtāhuhu Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - Māngere Bridge Village

Te take mō te pūrongo

Purpose of the report

1. Kate Adams and Pauline Anderson from the Māngere Bridge Village Association would like to take the opportunity to discuss with the board what the association has done in the last year.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the presentation and thank Kate Adams and Pauline Anderson for their attendance.

8.2 Deputation - Auckland Teaching Gardens Trust

Te take mō te pūrongo / Purpose of the report

1. Graeme Hansen Chair of the Auckland Teaching Gardens Trust would like to update the board on what the trust have been achieving.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the presentation from Graeme Hansen and thank him for his attendance.

9 Public Forum

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

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.”

Māngere-Ōtāhuhu Local Board

20 February 2019

Local Board Leads and Appointments Report

File No.: CP2018/24599

Te take mō te pūrongo

Purpose of the report

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

Organisation	Lead	Alternate
Community Impact Forum for Kohuora Corrections Facility	Makalita Kolo	Lemauga Lydia Sosene
Mangere Bridge BID	Tauanu’u Nick Bakulich	Lemauga Lydia Sosene
Mangere Town Centre BID	Tafafuna’i Tasi Lauese	Makalita Kolo
Mangere East Village BID	Tauanu’u Nick Bakulich	Togiatolu Walter Togiamua
Otahuhu Business Association	Christine O’Brien	Makalita Kolo
South Harbour Business Association BID	Carrol Elliott	Makalita Kolo
Aircraft Noise Community Consultative Group	Tafafuna’i Tasi Lauese	Tauanu’u Nick Bakulich
Tamaki Estuary Environmental Forum	Carrol Elliott	Togiatolu Walter Togiamua
Youth Connections South Local Governance Group (3 members)	Christine O’Brien, Makalita Kolo, Lemauga Lydia Sosene	Tauanu’u Nick Bakulich (appointed 15 March 2017)
Maori input into local board decision-making political steering group (1 lead, 1 alternate)	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Ambury Park Centre	Christine O’Brien	Lemauga Lydia Sosene
Mangere Mountain Education Trust	Lemauga Lydia Sosene	Togiatolu Walter Togiamua
Local Government New Zealand Zone One Committee	Carrol Elliott (appointed 21 March 2018)
Local Board Leads
Infrastructure and Environmental Services lead	Carrol Elliott	Lemauga Lydia Sosene
Arts, Community and Events lead	Tafafuna’i Tasi Lauese	Togiatolu Walter Togiamua/ Christine O’Brien
Parks, Sport and Recreation lead and Community Facilities	Tauanu’u Nick Bakulich	Togiatolu Walter Togiamua/ Tafafuna’i Tasi Lauese
Libraries and Information Services lead	Christine O’Brien	Togiatolu Walter Togiamua/ Makalita Kolo
Local planning and heritage lead – includes responding to resource consent applications on behalf of board	Togiatolu Walter Togiamua (Planning) Carrol Elliott (Heritage)	Lemauga Lydia Sosene
Transport lead	Lemauga Lydia Sosene	Carrol Elliott/ Makalita Kolo
Economic development lead	Christine O’Brien	Togiatolu Walter Togiamua
The Southern Initiative Joint Steering Group	Lemauga Lydia Sosene	Togiatolu Walter Togiamua (appointed 17 May 2017)
Liquor Licence Hearings – Delegation to represent	Tauanu’u Nick Bakulich (appointed 17 May 2017)
Manukau Harbour Forum	Carrol Elliott (appointed 19 April 2017)	Togiatolu Water Togiamua (appointed 19 April 2017)

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Janette McKain - Local Board Democracy Advisor
Authorisers

Māngere-Ōtāhuhu Local Board

20 February 2019

Panuku Development Auckland Local Board six-monthly update 1 May - 31 October 2018

File No.: CP2019/00827

Te take mō te pūrongo

Purpose of the report

1. To update the Māngere-Ōtāhuhu Local Board on Panuku Development Auckland (Panuku) activities within the local board area for the six months from 1 May to 31 October 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 Māngere-Ōtāhuhu Local Board:

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

Ngā Mahi ā-Hapori

Local Activities

Portfolio Management

5. 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.

6. 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.

7. 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.

8. 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 Māngere-Ōtāhuhu Local Board Area

9. Panuku currently manages 18 commercial and 12 residential interests within the local board area.

Business interests

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

11. There are currently no managed business interests in the Māngere-Ōtāhuhu local board area.

Portfolio strategy

Optimisation

12. 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 and 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.

13. 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.

14. 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

15. 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

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

17. 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)

18. Target for July 2018 to June 2019:

Unit	Target	Achieved
Portfolio review	$30 million disposal recommendations	$4.8 million as at 31 October 2018.

Process

19. 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

20. There are no properties currently under review in the Māngere-Ōtāhuhu Local Board area.

Acquisitions and disposals

21. 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

22. 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.

23. Panuku purchased 12 properties for open space across Auckland in the last financial year at a cost of $27 million and bought eight properties for storm water use at a value of $4.9 million.

24. Panuku purchased 8 properties for open space across Auckland in the 2018-19 financial year at a cost of $33 million and bought one property for storm water use at a value of $188,000.

25. No properties were purchased in the Māngere-Ōtāhuhu Local Board area during the reporting period.

Disposals

26. The disposals team has sold 6 properties, realising $31.8 million of unconditional net sales proceeds, in the current financial year. The Panuku 2018/19 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 2017/18.

27. No properties were sold in the Māngere-Ōtāhuhu Local Board area.

Housing for Older People

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

29. 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.

30. 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.

31. 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.

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

33. 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.

34. The following HfOP villages are located within the Māngere-Ōtāhuhu Local Board area:

Village	Address	Number of units
Bridge Court	7 Coronation Road, Mangere Bridge	68
Court Town Village	23 Court Town Close, Mangere	12
Lambie Court Village	11 Yates Road, Mangere East	22
Topping Court	13a Ashley Avenue, Mangere East	49

Ngā Mahi ā-Rohe

Regional Activities

35. 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

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

37. 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.

38. 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.

39. 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.

40. Transform Manukau covers over 600 hectares and is the largest of the Panuku priority locations. The Auckland Plan sees Manukau as the commercial centre of southern Auckland, but the significant investment in transport and community amenities has not been matched by intensification of the adjacent land to provide more homes and jobs. The area contains over 6 hectares of undeveloped council land in the town centre that is suitable for residential and commercial development. There is also significant Crown land held by both HNZC and the Counties Manukau DHB that can provide significant additional housing.

41. Panuku is focussing on taking the development sites to market to test the appetite for private sector investment. Currently there is a 300 home development on Barrowcliffe Place already underway. We are also focussing on public realm projects that will enhance the overall environment and liveability of the area. Panuku is working closely with The Southern Initiative and ATEED to develop integrated actions to benefit the local community.

42. The Framework Plan to guide the Onehunga transformation on a similar scale to Wynyard Quarter and Manukau was approved 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. 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

43. In the unlock Takapuna project, results from recent consultation and independent representative survey have shown support for a new town square and revitalisation on the central Takapuna car park 40 Anzac Street. The project led by Panuku will now progress with a town square between Hurstmere Road and Lake Road.

44. 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.

45. 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.

46. The council’s Planning Committee approved the over-arching plans to redevelop Old Papatoetoe in June. Construction on the Mall has been completed and we are now focussed on leasing the remaining tenancies. The supermarket construction is progressing, however we have been advised that this is unlikely to be completed by Christmas. We are working closely with Foodstuffs on the new plaza space. The Panuku Board has now approved the Programme Business Case which details how new housing in the town centre will be enabled. The temporary food hub proposal for the old netball clubrooms is progressing well.

47. 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.

48. 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 Planning Committee. 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 cycle ways 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.

49. 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 Auckland Transport (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

50. This report is for the Māngere-Ōtāhuhu Local Board’s information.

51. 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

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

53. 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.

54. There are 19 Mana Whenua in the region, with 13 having indicated an interest in Panuku lead activities within the Māngere-Ōtāhuhu Local Board area.

55. Māori make up 16 percent of the Māngere-Ōtāhuhu Local Board population, and there are eight marae located within the local board area.

56. 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.

57. 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 (item deferred from December 2018)

Māngere-Ōtāhuhu Local Board

20 February 2019

Auckland Transport February 2019 update to the Māngere-Ōtāhuhu Local Board

File No.: CP2019/00835

Te take mō te pūrongo

Purpose of the report

1. To provide an update to the Māngere-Ōtāhuhu Local Board (MOLB) on transport related matters in their area including a decision affecting the Local Board Transport Capital Fund (LBTCF).

Whakarāpopototanga matua

Executive summary

2. This report contains information about the following:

· Considering the wider context, of a summary of the strategic projects or issues affecting the MOLB’s area.

· An update on the LBTCF.

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

· Progress made on Māngere-Ōtāhuhu Local Board advocacy initiatives.

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

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the Auckland Transport February 2019 update report.

Horopaki

Context

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

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

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

Airport to Botany Rapid Transport Network (RTN)

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

7. After briefing Southern Local Boards Auckland Transport spent late 2018 analysing the merits of shortlisted routes and discussing the plan for public consultation. Then during November and December 2018, the project team attended nine community open days across south and east Auckland

8. Approximately 850 people attended and recorded around 500 written comments. The team had staff who spoke English, Tongan, Samoan, Maori, Chinese, Hindi and Urdu to ensure a variety of languages were available for people not fluent in English.

9. Key themes captured in the engagement feedback included; safety, connectivity, integration of the projects with other infrastructure in the southeast and southwest Auckland, and the impacts of growth and development.

10. There was strong support for the future RTN route to run from Botany to the Airport.

11. Technical work to confirm the preferred rapid transit route is ongoing.

12. The project team will be updating Local Boards this year and the confirmed date for MOLB is 3 April 2019.

Puhinui Interchange

13. The project also includes early improvement projects, like the new Puhinui Interchange, where the project has progressed from concept to preliminary design. This preliminary design process will be finished at the end February 2019.

14. In January 2019, an Early Contractor Involvement (ECI) tender was issued. AN ECI is a tender in which contractors are involved early and work with the project team to help identify efficiencies and the best way to deliver the project. Award is expected in March 2019 when developed design will start.

Other Early Improvements

15. In December 2019, early concept designs for Puhinui Road bus lanes and Māngere Walking and Cycling Projects were completed.

16. More detailed design, cost estimates and a draft Business Case are planned in the first quarter of 2019.

17. In summary, the RTN is vital for linking Manukau, Botany and the Airport and will significantly improve transport options and make commuting to work in these areas, by public transport, much more viable. This RTN combined with the proposed Airport to CBD light rail route will give locals the ability to move quickly and efficiently both north south between the Airport and CBD as well as east-west between Mangere, Manukau and Botany.

18. Most importantly, the RTN will help support the intensification that is planned in Mangere because the connectivity considerably improves transport options in the area. This reduces dependence on cars especially when combined with work recently done with ‘Future Streets’ to make the area safer for pedestrians. The effect is that Mangere is becoming a well-connected and easily accessible suburb.

Integrated Corridor Management Programme (ICP)

19. Auckland Transport is working hard to develop a more strategic approach to the delivery of Auckland’s transport network. An early example of this approach was the New Network that re-modelled public transport services across Auckland.

20. The ICP continues this approach aiming to improve Auckland’s network of arterial roads in a planned and coordinated way. Figure 1 is a map showing the network of road ‘corridors’.

Figure 1 – Overview of the Integrated Corridor Management Plan

21. The most important ICP project in the MOLB area is the Massey Road Corridor. Work is slowly progressing on FN 32 the new more efficient bus network connecting Slyvia and Māngere via Ōtāhuhu. At this point, the Auckland Transport has focused on the sections around the Ōtāhuhu Town Centre. This work will get rolled into the ICP programme,

22. The work will also have significant indirect benefits for the MOLB area when arterial routes in nearby areas are upgraded. It is important that people know about the plan and especially that the upgrades are planned and coordinated. The ICP is a development of the Auckland Transport Alignment Project (ATAP). After defining the transport infrastructure required to support growth in the ATAP, Auckland Council, Auckland Transport and central government worked together to develop the Regional Land Transport Plan that funds building infrastructure. The ICP project is Auckland Transport’s method for maximizing economy and effectiveness in delivering transport infrastructure.

Road Safety and Speed Management

23. Road safety across Auckland and in the MOLB area has got worse over the last five years for a variety of reasons, including population growth, new demands on the road network, and more people walking, cycling and motorcycling.

24. In 2018 New Zealand’s Government committed to deliver a new road safety strategy outlined in the Government Policy Statement on Land Transport, Auckland Transport is supporting this by moving to a Vision Zero approach to traffic safety.

25. Last year Auckland Transport staff meet with the MOLB and provided information about the proposals. The proposals align with national policy that that is designed to introduce safer speeds across the country.

26. Auckland Transport’s Board and Executive Leadership Team endorsed an increased three-year investment in road safety engineering, a Speed Management Plan and behaviour change activities to reduce road trauma, including in the MOLB area.

27. In December 2018, the Auckland Transport Board gave permission to consult on proposed speed limit changes across the Auckland Region including in the Māngere-Ōtāhuhu Local Board area. This consultation will culminate in a set of changes to speed limit bylaws.

28. The MOLB and the wider Māngere- Ōtāhuhu community will have an opportunity to provide their thoughts on the new speed bylaw soon. Consultation will start in mid-February and runs for four weeks. Auckland Transport will make sure that it is well advertised. It is very important that the MOLB and community take advantage of this opportunity to state their views of the proposed changes because changes will start in August 2019

29. On the Auckland Transport web site there is lots of detailed information about the whole plan - https://at.govt.nz/projects-roadworks/reducing-speed-limits/.

Road Safety Funding for local communities

30. Road safety across Auckland is a priority. Auckland Transport is planning to allocate approx. $ 20 million over the 2019/20 and 2020/21 financial years to funding safety projects identified by local communities.

31. The MOLB will receive approximately $1.1 million in total. In March 2019, Auckland Transport will provide more details of the programme. The aim being that by June 2019 local boards working with Auckland Transport have identified an initial programme of work.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund

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

· Be safe.

· Not impede network efficiency.

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

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

Table 1: Local Board Transport Capital Fund Summary

34. MOLB re-assessed their programme in June 2018. This reassessment led resolutions re-activating projects that had been stopped while Council considered its options in Mangere-East. The following tables summarise progress.

Table 2: Local Board Transport Capital Fund Projects

General Overview
Projects	Current Status	Status
Upgrading the footpaths in and around the Māngere East Town Centre.		Rough order of cost^{^[1]} is approx. $700,000 - 1,000,000. The MOLB has authorised detailed design^{^[2]}.
Building a two lane roundabout at the intersection of Bader Drive and Idlewild Road		Project in detailed design. Rough order of cost is approx. $700,000 - $1 million (21 June 2017).
Widening Bader Drive in front of the Cosmopolitan Club		Construction started.
Ashgrove Reserve Cycle Route		Rough Order of Costs: (16 August 2017) $400,000 The MOLB has authorised detailed design and Auckland Transport is working on this part of the project.
Bus shelter improvement project		Local board members are putting together the list of stops.
Boggust Park		Improve the parking and pathways in or around Boggust Park.
Detailed Project Progress Report
*Upgrading the footpaths in and around the Mangere East Town Centre* In mid-2018 MOLB resolved to request Auckland Transport re-start detailed design work for this project. Auckland Transport’s advice was that the project’s costs need to be re-assessed for roughly costed options to be available for the MOLB to consider. In November 2018, a map with approximate costs was provided to the MOLB and at a workshop on 30 January 2019, the MOLB discussed this project and has provided direction about areas where it wants further investigation. Auckland Transport will confirm the information requested by the MOLB in writing and then be provided with further direction by the members.
*Bader Drive Roundabout* The re-design work discussed with the MOLB in late 2018 is progressing and should be completed by the end of the year. The aim is still to start work early 2019.
*Widening Bader Drive in front of the Cosmopolitan Club* Work is complete. The MOLB has questioned the ‘humps’ that have been built to slow traffic entering the roundabout. The humps used in this intersection are a new type of speed bump designed to allow for easy transit of buses. The hump does not go all the way across the road instead it creates a high point in the centre of the lane. This means that cars are forced to slow down but that buses, which are wider, can pass through with minimal interference. Auckland Transport is 100% committed to road safety and slowing speeds at intersections particularly ones used by pedestrians. Humps like this will become increasingly common across Auckland. At an update workshop on 1 February 2019, the humps were a topic of discussion.
*Ashgrove Reserve Cycle Route* Rough figures are available and a considerable amount of walking and cycling work is planned in the Māngere-Otāhuhu area. So confirming the details and the MOLB’s priorities is important to make sure that work is complimentary. This project was discussed with the MOLB on 1 January 2019.
*Bus shelter improvement project* The MOLB has asked Auckland Transport to investigate one site and at the meeting on 1 February 2019, the MOLB said that a list of other sites would be provided soon.
*Boggust Park walking and cycling pathways project* Auckland Transport needs to confirm details of the MOLB’s intent with regard to Boggust Park.

Possible New Project

35. Auckland Council officers pointed out during investigation of the Māngere-East Town Centre project and the Boggust Park project that the Māngere Centre Park concept plan is nearly finished. The Māngere Centre Park plan is not funded but proposes a number of pathways that will provide community value and may be able to be funded with the LBTCF.

36. Whether or not the MOLB would like to use its LBTCF to help fund the Māngere Centre Park Plan was put to the MOLB on 1 February 2019. The MOLB asked Auckland Transport to work with Auckland Council Parks to confirm New Zealand Transport Agency Plans for the area.

Local board advocacy

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

Table 3: Advocacy Initiative Status

Advocacy Initiative	Key Initiative	Status
A well-connected area, part of a great, affordable public transport network that makes it easy for all to move around.	Deliver projects with the governing body and Auckland Transport including: · Improving street connections between the Ōtāhuhu bus/train station and town centre · Upgrading the street environment around Māngere East shopping area and community facilities · Completing the Māngere town centre bus station upgrade · Support walking and cycling connections around popular parks like Walter Massey and Māngere Town Centre	Auckland Transport has a range of projects underway supporting this initiative including: · Auckland Transport officer are working with Auckland Council to provide better information about improvements in Otahuhu. · Auckland Transport manages delivery of the Otahuhu streetscape upgrade. · Auckland Transport is support the MOLB to Investigate improvements in Mangere-East. · The ICP programme will ensure that connectivity is a priority across the transport network,
Attractive, accessible and safe cycle ways and walkways.	Champion and support the Ōtāhuhu Portage route project to open the area for recreation, walking and cycling.	An advocacy issue that Auckland Transport can help support but can’t lead.
	Implement Norana path walkway and fund priority Local Paths projects	An advocacy issue that Auckland Transport can help support but can’t lead.
	Continue supporting Te Ara Mua-Future Streets and identify options to increase use of cycle ways and walkways	Auckland Transport has recently produced cycle maps that encourage use of the area.
	Partner with Te Wānanga o Aotearoa to use digital technology to popularise and increase use of new paths.	A MOLB project.
Safe, attractive and well-maintained streets for all.	Develop and deliver improvements to Bader Drive, e.g. a roundabout at the Idlewild Road intersection and road widening near Māngere town centre.	Auckland Transport has delivered the project to widen Bader Road and will start this year on the Bader Drive Roundabout.

Progress made on investigations.

Future Streets activation activities

38. Auckland Transport continues to support the Future Streets project by working to promote use of the area for walking and cycling. Auckland Transport continues to work with locals to developed walking and cycling maps.

39. Another opportunity is that the Auckland Transport Community Bike Fund exists to support community initiatives that encourage more people to ride bikes more often in Auckland. It especially targets new riders.

40. It funds community-focused projects that encourage regular bike use or improve cycle safety, and contribute to increasing the number of regular cyclists in Auckland.

41. Soon Round 2 of the 2018/19 Community Bike Fund will be open. Local community groups are being contacted and Auckland Transport encourage any community group to consider making an application, even if cycling is not currently included in their activities, this grant could be an opportunity for groups to consider how they could encourage riding a bike, within their community.

42. Auckland Transport’s AT Cycling and Walking Team are available to help support groups with their applications. Dates for the next round of the Community Bike Fund:

· Opens – Monday 4 February 2019, 8am

· Closes – Sunday 3 March 2019, 11.59pm

43. Details, including the application form and grant policy (I encourage all applicants read before applying) will be live on the AT website from Monday 4 February 2019, at https://at.govt.nz/cycling-walking/at-community-bike-fund/ or on our Facebook page https://www.facebook.com/pg/aucklandtransportcycling/posts/?ref=page_intern.

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

Local impacts and local board views

Auckland Transport consultations

44. Normally, Auckland Transport provides a summary of proposals that they invited the MOLB to provide their feedback about, but over this reporting period, Auckland Transport has not any proposals.

Traffic Control Committee resolutions

45. Traffic Control Committee (TCC) decisions from October 2018 is included in this section of the report. However, this month there were no decisions.

Table 4: Traffic Control Committee Decisions September 2018

Street

Area

Work

Decision

Westney Road

Mangere

No Stopping At All Times, Flush Median, Edge Line

Carried

King Street, Atkinson Avenue

Otahuhu

Temporary Traffic and Parking restrictions

Otahuhu Christmas Carnival

Carried

Tauākī whakaaweawe Māori

Māori impact statement

46. In this reporting period no projects have required iwi liaison.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. At this time the most significant financial risk for the MOLB remains the unallocated portion of the LBTCF approx. $ 1.4 million. The MOLB is mitigating this risk by re-starting detailed investigation of a number of projects considered earlier in the electoral term. On 1 January 2019, the MOLB and Auckland Transport officers met and used information gathered to date to discuss LBTCF options aiming to set priorities for Auckland Transport work.

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Ben Stallworthy – Elected Member Relationship Manager

Authorisers

Jonathan Anyon – Elected Member Team Manager

Rina Tagore – Relationship Manager

Māngere-Ōtāhuhu Local Board

20 February 2019

Auckland Council participation in Tuia Te Here Tangata 2019

File No.: CP2019/00738

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to provide an update to Māngere-Ōtāhuhu Local Board on Auckland Council’s participation in Tuia Te Here Tangata 2019.

Whakarāpopototanga matua

Executive summary

2. The 2019 pilot initiative is an Auckland Council initiative with several local boards participating including, Ōtara-Papatoetoe Māngere-Ōtāhuhu, Papakura and Franklin.

3. Tuia Te Here Tangata is an intentional, long-term, intergenerational approach to develop and enhance the way in which rangatahi Māori contribute to communities throughout New Zealand. The programme looks to build a network of support for rangatahi to help them contribute to their communities through mentorship, local projects and building their leadership capability.

4. The programme has been in operation since 2011 and 2019 will be its ninth year in operation and the 2019 cohort will have an intake of 60 rangatahi with over 35 local government organisations participating in the programme.

5. The Southern Initiative has collaborated with Ōtara-Papatoetoe Local Board and Māngere-Ōtāhuhu Local Board to participate in the Tuia programme over the past three years. It was identified that there was appetite to scale and expand the programme to other southern local boards. Through a partnership model between The Southern Initiative and Citizens Engagement and Insights, a pilot initiative is underway to test the effectiveness of a regional approach to delivering the Tuia programme.

6. It is intended that the programme can be extended across Auckland based on the outcomes and learnings of the 2019 pilot.

7. The funding of $40,000 for the pilot initiative has been sourced by Citizens Engagement and Insights as part of the Effective Māori Participation workstream, which is one of the funding outcome areas for Te Toa Takitini Māori Outcomes Portfolio for FY19/20/21. This includes $7,500 per local board to cover relevant expenses and an additional $10,000 to support additional Council group shadowing opportunities.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receives and accepts the Auckland Council participation in Tuia Te Here Tangata 2019 report.

b) notes the updates in the report.

c) agrees to participate in the regional pilot of the Tuia programme 2019.

d) agrees to incorporate the Tuia programme into the Māngere-Ōtāhuhu Local Board Local Board 2019 work programme.

Horopaki

Context

Background

8. To support the Auckland Plan 2050 vision of a thriving Māori identity is Auckland’s point of difference in the world – it advances prosperity for Māori and benefits all Aucklanders, Auckland Council has committed to supporting the advancement of Auckland rangatahi employment, leadership and participation in decision-making opportunities.

9. This is further supported by the co-designed objectives of Goal 7 in the I Am Auckland strategic plan, the Independent Māori Statutory Board’s Māori Plan rangatahi- focused objectives and the Te Toa Takitini Māori Outcomes portfolio rangatahi goals.

10. To achieve these outcomes the council is progressing a series of pilot programmes to further explore how we can activate and embed the role of rangatahi and their voice in leadership and decision-making for Tāmaki Makaurau, Auckland.

11. The Southern Initiative has collaborated with Mangere-Otahuhu and Ōtara-Papatoetoe Local Boards to participate in the Tuia programme over the past three years. This has contributed to building the governance and leadership capability of four rangatahi Māori to date.

High level programme brief

12. Based on the benefits achieved through the participation in the Tuia programme, a partnership model between The Southern Initiative and Citizens Engagement and Insights, Auckland Council has been implemented to scope and pilot a regional approach to delivering the programme with the following local boards participating in 2019, Mangere-Otahuhu, Ōtara-Papatoetoe, Papakura and Franklin.

13. As part of the pilot initiative, the local boards and the rangatahi will be exposed to governance, leadership and community opportunities at a national, regional and local level.

14. At a national level these opportunities include networking with other rangatahi from Aotearoa, New Zealand, exposure to mentorship from mayoral mentors and other community leaders, opportunities to enhance rangatahi understanding of the machinery of government, for example, attend events at Parliament. Rangatahi attend up to five wānanga (weekend workshops) across Aotearoa, New Zealand throughout the duration of the programme.

15. At a regional level these opportunities will include shadowing opportunities, such as, with council Governing Body, executive and/or senior leadership to support better understanding of the functions and services of the Auckland Council group. This includes, a cohort-specific project to support further rangatahi interest and participation in local government.

16. At a local level rangatahi will meet regularly with their local board mentors to receive mentorship, exposure to community initiatives and regular support in delivering their chosen community project. The rangatahi will contribute 100 hours to their local community throughout their participation in the programme.

Roles and responsibilities

17. The requirements for the mentor include, to meet with the rangatahi at least once a month and involve them in community activities where appropriate. For example, planning meetings, council meetings, citizenship ceremonies or relevant field trips.

18. The requirements for the rangatahi include, be actively interested or engaged in contributing to the wellbeing of their community, be able to commit to the full programme including wananga over 12 months, deliver a community project or complete 100 hours of their time to their community.

19. As part of the regional pilot approach, the cohort of rangatahi will also participate in Council group shadowing opportunities and deliver a regional-focused project to promote rangatahi engagement and civic participation.

Future working model

20. It is intended that the regional model will be offered to other local boards across Auckland to participate in the programme throughout FY2020 and 2021. As the programme continues to expand across Tamaki Makaurau, Auckland, The Southern Initiative will continue to collaborate with and support southern local boards in the delivery of the programme.

21. Additional council leads will need to be identified to support the delivery of the programme in North, East, West and Central Auckland.

22. Citizens Engagement and Insights will continue to support through funding, providing regional support to the cohort in accessing shadowing and mentorship opportunities in the Council group and coordination support to the cohort to deliver a regional-focused project to enhance rangatahi civic participation and leadership.

Tātaritanga me ngā tohutohu

Analysis and advice

23. It is suggested that participation in the Tuia programme has multiple benefits for all those involved. From qualitative insights, rangatahi who have participated in the programme not only gained valuable understanding of machinery of government, political mentorship and contribution to community. Many shared that the benefits of participating in the programme supported deeper understanding of themselves and unique learning experiences based on the kaupapa-Māori framework that the Tuia programme is founded upon.

24. For mentors, including mayoral mentors, some of the qualitative insights suggest many of the mentors gained valuable insights into youth perspectives, issues and opportunities for rangatahi Māori within their communities that they were previously not aware of. It was also suggested that many of the mentors experienced their own growth and learning, for example, many of the mentees have supported their mentors in building their understanding of te ao Māori, use of te reo Māori and confidence in Māori environments. In many cases the mentorship between mentors and mentees has continue after the programme finished.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

Strategic objectives

25. Auckland Council’s participation in the Tuia programme 2019 support several strategic objectives for Council group including the Mayor’s vision for Auckland to be a world class city and the Auckland Plan 2050 strategic commitments, particularly the Māori Identity and Wellbeing outcome, focus area three: strengthen rangatahi participation in leadership, education and employment. The intended outcomes align with the Independent Māori Statutory Board’s Māori Plan rangatahi- focused objectives and the Te Toa Takitini Māori Outcomes portfolio rangatahi goals.

Council performance objectives

26. The cross-council approach to delivering the 2019 programme also aligns with council’s three-year performance plan objectives, particularly engaging and enabling communities and building a high-performance culture. For example, the pilot demonstrates effective cross-council partnership model, delivering on shared strategic objectives and utilisation of funding.

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

Local impacts and local board views

27. The objectives of the programme align with outcome 5: Empowered, inclusive and prosperous communities of the Ōtara-Papatoetoe Local Board Plan 2017. It is noted that there is a specific objective to support capability and capacity building through rangatahi mentoring programmes which this initiative directly attributes to.

Tauākī whakaaweawe Māori

Māori impact statement

28. It is likely the impacts of the Tuia programme for Council group will contribute positively in supporting council to meet its Maori responsiveness goals, particularly goal two: effective Maori participation and goal three: strong Maori communities as the programme delivers clear civic participation and leadership outcomes for Māori at both a regional and local level.

Ngā ritenga ā-pūtea

Financial implications

29. The total cost to support the 2019 pilot initiative is $40,000. This includes $7,500.00 per local board to cover costs associated with rangatahi travel to the five wānanga, contribution to the travel costs of the mentor to the mentorship training session and to contribute to the rangatahi-led community project.

30. The remaining $10,000 will support the Auckland cohort of rangatahi to partake in shadowing and professional development opportunities through the Council group and to contribute cohort-wide project costs to engage other rangatahi in local decision-making.

31. The funding for the pilot initiative has been sourced by Citizens Engagement and Insights as part of the Effective Māori Participation workstream, which is one of the funding outcome areas for Te Toa Takitini Māori Outcomes Portfolio for FY2019/20/21. Based on the 2019 pilot outcomes, it is likely continued funding can be sourced to support the programme from multiple funding sources.

32. It is noted the costs associated with the programme are reasonable in line with other kaupapa-Māori based rangatahi programmes that require national and regional travel and contribution to project delivery costs.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. It is noted that the local boards received late notice of acceptance on to the 2019 programme which has had some impact on the effectiveness of the promotion, logistics and recruitment for the programme. Moving forward, it has been agreed that the pilot programme leads, The Southern Initiative and Citizens Engagement and Insights will provide coordination support working with the relevant local board advisors to mitigate this in the future.

34. It is noted that in previous years the commitment of rangatahi to complete the programme has varied based on various factors, such as, capacity issues for rangatahi. This will likely be mitigated through effective recruiting processes and better programme coordination at both the regional cohort and local levels.

Ngā koringa ā-muri

Next steps

35. Confirm the partnership model between The Southern Initiative, Citizens Engagement and Insights with the participating local boards in the 2019 programme cohort by 20 February 2019.

36. Selection and recruitment process of rangatahi to be completed by 25 of February 2019.

37. Induction day for mentors is scheduled for 6 March 2019.

38. Mentor and mentee first meeting in February 2019.

39. Auckland rangatahi cohort induction day for Council on 1 March 2019.

40. Tuia Te Here Tangata wānanga 1 - 15 to 17 March 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Tuia Te Here Tangata 2019 Prospectus	39

Ngā kaihaina

Signatories

Authors

Te Aue Addison-Te Whare - Senior Rangatahi Engagement Programme Lead, Citizens Engagement and Insights

Michelle Wilson - Project Manager, The Southern Initiatve

Authorisers

Gael Surgenor – General Manager Southern Initiative

Rina Tagore – Relationship Manager

Māngere-Ōtāhuhu Local Board

20 February 2019

Continuation of funding for the Mangere Town Centre Crime Prevention Officer initiative

File No.: CP2019/00817

Te take mō te pūrongo

Purpose of the report

1. To approve funding for a further six-month continuation of the Crime Prevention Officer initiative, work programme item Capacity building for Business associations.

Whakarāpopototanga matua

Executive summary

2. In 2017/2018 the Mangere-Otahuhu Local Board funded a pilot Crime Prevention Officer (CPO) initiative in Māngere and Māngere East town centres. The pilot ran from August 2017 to July 2018.

3. In September 2018, the local board approved a six-month continuation of the CPO programme, pending the outcome of a review of community safety initiatives in the Māngere Town Centre and Māngere East Village by Community Empowerment Unit staff.

4. The review of community safety funding was presented by staff at a local board workshop on 7 November 2018. The review concluded that the CPO initiative is an effective component of the local community safety initiatives and suggested longer-term funding support from the local board.

5. Staff recommend continued funding for the CPO for the remaining six months of the 2018/2019 financial year.

6. Staff will make recommendations for the longer-term future of the CPO initiative and work programme in the 2019/2020 wider community safety, place shaping work programme development process.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) approve $31,000 to the Mangere Town Centre Business Improvement District Incorporated from work programme line 1065 - Capacity Building: Business Improvement Districts to fund the continuation of the Crime Prevention Officer initiative in Māngere and Māngere East town centres for six months from February 2019.

Horopaki

Context

7. In 2017/2018 the Mangere-Otahuhu Local Board funded a pilot Crime Prevention Officer (CPO) initiative in Māngere and Māngere East town centres. The pilot ran from August 2017 to July 2018.

8. On 20 September 2018, the local board approved a six-month continuation of the CPO programme, from August 2018 (MO/2018/154) and supported an increase in funding for the CPO initiative to $62,000 per year (pro rata).

9. The September 2018 continuation of the CPO initiative was only six months, as any further extension was to be decided pending the outcome of a review of community safety initiatives in the Māngere Town Centre and Māngere East Village.

10. Staff conducted a community safety review (Attachment A), which was presented to the local board at the workshop on 7 November 2018. The review concluded that the CPO initiative is an effective component of the local community safety and suggested longer-term support from the local board.

11. Options for a continuation of the CPO initiative was discussed with the local board at a workshop on 30 January 2019.

Tātaritanga me ngā tohutohu

Analysis and advice

12. Key contributions from the CPO this period include a continued focus on reducing youth offending and homelessness, development of youth events and activities, and coordinating a collaborative approach to addressing youth issues among local organisations. The number of at-risk youth observed in the Māngere Town Centre has dropped significantly this period, and there have been no issues reported at Māngere East Village.

13. The CPO is proactive on issues with beggars and supporting the homeless and has been successful in maintaining the goal of zero long-term homeless occupying the two town centres. The CPO works collaboratively with local safety interests and coordinates the Mangere Town Centre community safety network group.

14. The review of community safety initiatives concluded that the CPO initiative is an effective and valued component of the local community safety programme.

15. Staff recommend that the local board allocate $31,000 to the Mangere Town Centre Business Improvement District Incorporated to fund the continuation of the Crime Prevention Officer initiative in Māngere and Māngere East town centres for six months from February 2019.

16. This funding will allow the CPO to continue delivering safety related activities at the current service levels.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. The proposed continuation of the CPO initiative has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

18. The CPO initiative contributes to the local board’s Outcome 1: A strong local economy by addressing the key objective that “local town centres are attractive, lively and safe” and Outcome 6: A place where everyone thrives and belongs and our communities have safe and healthy neighbourhoods.

Tauākī whakaaweawe Māori

Māori impact statement

19. Maori represent 16 percent of the population in the Mangere-Otahuhu Local Board area. 34.7 percent of Māori in the local board area are aged under 15 years[3].

20. The unemployment rate of Māori aged 15 years and over in Mangere-Otahuhu Local Board Area is 22.7 percent, compared with 15.6 percent for New Zealand's Māori population1.

21. The CPO initiative takes a holistic approach to community safety. This includes taking a Kaupapa Māori approach, working closely with young people and their whanau where possible.

Ngā ritenga ā-pūtea

Financial implications

22. In September 2018, the local board approved the reallocation of existing Locally-driven Initiatives (LDI) community safety funding totaling $62,000, to fund the continuation of the CPO initiative for 12 months (MO/2018/154).

23. A grant of $31,000 was then issued to the Mangere Town Centre Business Improvement District Incorporated (the business association) for the CPO initiative from August 2018 to January 2019.

24. Staff recommend allocating the remaining available budget of $31,000 from work programme line 1065 to the Mangere Town Centre Business Improvement District Incorporated to fund the continuation of the CPO initiative for the remainder of the 2018/2019 financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. If this funding is not approved, the initiatives, events and relationships established during the first 18 months of the CPO initiative would be at risk of failing without the ongoing support and coordination of the crime prevention officer. Discontinuing the CPO initiative without a considered transition would be disruptive to the community who have built trust in the CPO role and initiative.

26. At the conclusion of the recommended continuation period for this funding, the local board will have fully funded the CPO initiative for two years. This could lead to a risk of sole reliance on the local board for continued funding. However, it is acknowledged that there are other agencies and organisations who have responsibility and care for community safety outcomes in the local area, and as such, could share in providing support for an ongoing programme. Staff are currently exploring potential partnerships, to be incorporated into the 2019/2020 local board work programme.

Ngā koringa ā-muri

Next steps

27. Staff will progress the funding agreement with the business association for the CPO initiative, and report on outcomes in quarterly reports.

28. Staff will facilitate a joint planning session with local board members to discuss aspirations for the ongoing development of the CPO initiative and associated partnerships, and the wider Māngere-Ōtāhuhu community safety network, for inclusion in the 2019/2020 local board work programme.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Review of Mangere-Otahuhu Local Board Community Safety Initiatives November 2018	63

Ngā kaihaina

Signatories

Author

Natalie Hansby - Practice Manager Operations, Community Empowerment Unit

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Rina Tagore - Relationship Manager

Māngere-Ōtāhuhu Local Board

20 February 2019

Auckland Council’s Quarterly Performance Report: Māngere-Ōtāhuhu Local Board for quarter two 2018/2019

File No.: CP2019/00957

Te take mō te pūrongo

Purpose of the report

1. To provide the Māngere-Ōtāhuhu Local Board with an integrated quarterly performance report for quarter two, 1 October – 31 December 2018.

Whakarāpopototanga matua

Executive summary

2. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2018/2019 work programme. This is a retrospective report intended to provide a transparent overview and reflect the progress of how the Māngere-Ōtāhuhu Local Board work programme is tracking at the end of quarter two 2018/2019.

3. The work programme is produced annually and aligns with the Māngere-Ōtāhuhu Local Board Plan outcomes.

4. The key activity updates from this quarter are:

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

· The Community Arts Broker work programme for 2018/2019 approved.

· A new work line, ‘Respond to Māori Aspirations – Māori Responsiveness’ (Item 2807) was approved with a budget of $5,000 as part of the Community empowerment unit’s work programme.

· The board approved sponsorship contribution of $5,000 to the PopUp Business School.

· The Blake Road Reserve Development Plan was adopted and a budget of $3,000 was approved towards development of a detailed concept design and implementation plan for the park.

· The board approved the release of $94,000 for 2018/19. This budget is part of the $300,000 annual operating grant following decisions under the Long-term Plan to the Māngere Mountain Education Trust (MMET). Further consideration for the release of the remaining $206,000 is expected in March 2019.

· The heritage initiatives budget of $45,000 was approved and allocated to develop a Cultural Heritage Video to support the development of the Ōtāhuhu Portage project - Totoia.

· The board approved a few initiatives and budget to enhance the current local environment work programme. (i.) Approved – $35,000 towards a community upcycling initiative; (ii) Pūkaki Crater restoration phase two ($15,000) and (iii) weed education project ($5,000).

· As part of the local board’s support to communities in their efforts to reduce harm from alcohol, a grant of $1,000 was approved to The Communities Against Alcohol Harm Inc to support the community to re-paint alcohol free footpath stencils in the local board area.

5. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. Most activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred or merged). The following activities are reported with a status of red (behind delivery, significant risk:)

· Item 2956 – Walter Massey Park – renew walkway and fitness equipment – this is closely associated with the local board’s ‘One Local Initiative’ and there is potential for design changes to the main entrance to the park which will affect the community centre and library. The project is on hold pending concept plan completion.

· Item 388 – Mara Kai Community Outreach Programme – the board allocated funding of $20,000 to Māngere Mountain Education Trust towards education of local groups and schools on sustainable food practices used by early Pacific and Māori communities/tribe. This programme is no longer part of the trust’s education programme for FY 19. As a result of this a budget of 20,000 is available for reallocation to other work programme areas.

6. The financial performance report compared to budget 2018/2019 is attached. There are some points for the local board to note:

· Overall operating result is 2 per cent below the budget due to slightly higher revenue and lower operating expenditure. Revenue is 3 percent higher than budget due mainly to miscellaneous income from the libraries. Operating expenditure is 1 per cent behind budget in full facility parks contract and Locally Drive initiatives (LDI) expenditure. Capital expenditure is 38 per cent under budget in local asset renewal programmes, LDI funded capex and Norana Park and Ōtāhuhu Portage Greenway development.

7. The Māngere-Ōtāhuhu Local Board Financial performance report is in Appendix B several watching brief are as follows:

· Community response operating fund $193,000 to be allocated.

· CAB services in Ōtāhuhu $26,000 funding to be reallocated since it is now centrally funded.

· Youth Connections $50,000 programmes to be confirmed and is with The Southern Initiative.

· Mara Kai Community Outreach Programme ($20,000) no longer forms part of the MMET education programme for FY 2019.

· Local civic functions $7,000 events to be confirmed.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

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

b) reallocate $150,000 from the local board’s Community Response Fund to its 2018/2019 Community Grants Programme.

Horopaki

Context

8. The Māngere-Ōtāhuhu Local Board has an approved 2018/2019 work programme for the following operating departments:

· Arts, Community and Events;

· Parks, Sport and Recreation;

· Libraries and Information;

· Community Services: Service, Strategy and Integration;

· Community Facilities: Build Maintain Renew;

· Community Leases;

· Infrastructure and Environmental Services;

· Local Economic Development;

· Plans and Places.

9. Work programmes are produced annually, to meet the Māngere-Ōtāhuhu Local Board outcomes identified in the three-year Māngere-Ōtāhuhu Local Board Plan. The local board plan outcomes are:

· A strong local economy

· We are the heart of Māori and Pasifika culture

· Protecting our natural environment and heritage

· A well-connected area

· Facilities to meet diverse needs

· A place where everyone thrives and belongs

10. The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

11. The work programme activities have two statuses; RAG status which measures the performance of the activity (amber and red show issues and risks); and activity status which shows the stage the activity. These two statuses create a snapshot of the progress of the work programmes.

12. The graph below identifies work programme activity by RAG status (red, amber, green and grey has been added to show). It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), and activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Māngere-Ōtāhuhu Work Programme by RAG status

13. The graph below identifies work programme activity by activity status and department. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: work programme activity by activity status and department

Key activity updates from quarter two

Park, Sport and Recreation

14. Item 478: Auckland's Urban Forest (Ngahere) Strategy implementation plan: this 3-year project is to develop a local programme to increase and protect Auckland's Urban Forest. The local draft Ngahere Assessment Report is progressing; further reporting is due before Q4.

15. Item 526: Out and About active parks programme FY19 is focused on delivering ‘free to attend’ activities and events for children and families and activate smaller parks throughout the local board area with a greater focus on Māngere East. There were five successful activations delivered in October with exception of Amazing Race at Seaside Park which was rain affected and five successful activations in November.

16. Item 529: MMET operational grant is an annual operating grant to promote the Māngere maunga, providing education programmes and operate King Tāwhiao cottage. The board received an urgent decision report in November 2018 and resolved on release of $94,000 of the $300,000 annual operating grant for 2018/19 to the trust with the clause that the remaining $206,000 will be discussed and could be released in March 2019 along with updated set of Key Performance Indicators.

17. Item 578: Māori naming of reserves and facilities FY18/19 - Stage 2: this project is aimed at enhancing Auckland’s Māori identity and Māori heritage by engaging with Mana Whenua to develop Māori names for park and facilities. Stage 1 was undertaken in FY17/18 and research of existing names has been completed. Stage 2 involves working with mana whenua on the adoption of names by the local board, and communication about new names. Names for first tranche will be workshopped with the local board in Q3 for feedback.

Local Economic Development: ATEED

18. Item 353: Māngere Local Economic Development (LED) Forum and Workshops: this project is focused on supporting on-going implementation of the proposed projects in the Māngere-Ōtāhuhu LED; further developing Māngere local economic forum and providing follow-up assistance to attendees towards organising capability development workshops. The first Māngere Business Forum was held in April 2018 and second in November 2018 at Māngere Arts Centre which was attended by twenty-five local businesses.

19. Item 2873: An interim review of Māngere-Ōtāhuhu Local Economic Development (LED) Action Plan was completed followed by a peer review. In Q3 this will be workshopped with the local board for their feedback.

20. Item 652: Young Enterprise Scheme (YES) - this is a year-long programme for year 12 and 13 students. Through this programme students develop creative ideas into actual business, complete with real products and services and experience real profit and loss. The programme is being delivered by the Auckland Chamber of Commerce and allocated fund has been released by Auckland Council.

Libraries

21. The Māngere-Ōtāhuhu libraries are successfully delivering the local board’s activities against the local board plan outcomes as described in the attached work programme.

Infrastructure and Environment Services

22. The Infrastructure and Environment Services overall are progressing and delivering the local board’s work programme against the local board’s local board plan outcomes. The following are some highlights in this quarter:

23. Item 605: Business waste minimisation education programmes: Wilkinson Environmental Limited has been selected as the contractor to deliver the programme and delivery of works is planned to be from January to June 2019.

24. Item 1213: Ōtāhuhu Town Centre Upgrade: this project includes comprehensive town centre upgrade throughout Ōtāhuhu area. The detailed design phase for this project is complete and the main services contractor is currently out for tender. Undergrounding works by Chorus have progressed well on Station Road and are now complete. A project update meeting was held with the local board on 4 October 2018 prior to going out to tender. Construction is scheduled to begin in February/March 2019 depending on the outcome of the tender process. The project team will update the board at a workshop in February or March 2019 prior to construction commencing to discuss disruption mitigation.

25. Item 2387: Community capacity building for resource recovery: this project is an extension of the board’s resource recovery initiative by extending Māngere East Family Services trade and exchange to another location. The initiative for a trade and exchange community hub is proving popular for the local neighbourhood hub. It links in with re-purposing and upcycling and other waste minimisation initiatives.

Community Services and Strategy

26. Item 1398: Investigate and provide direction on the future of the Ōtāhuhu Community Centre and (ex) library space: options for optimisation of the (ex) library space and adjacent Ōtāhuhu Community Centre (informed by the wider Ōtāhuhu community needs assessment completed in 2017/18) were workshopped with the local board in November 2018. Further revision of options to test feasibility, followed by presentation to local board workshop, will be delivered in Q3.

Community Facilities: Community leases

27. All of the lease activities are green and progressing the local board’s work programme against the local board’s local board plan outcomes. No major issues to note or highlight. Several community leases in this quarter were approved to the incumbent groups, details can be found on page 24 of the work programme attachment.

Community Facilities: Build, Maintain, Renew

28. Item 2159: Boggust Park – rebuild toilet block: this is two-year programme to design and build a toilet block at the park. Resource consent for the project has been approved; the detailed design and tender package preparation is being progressed.

29. Item 2167: Māngere Mountain Education Centre Renewals (park and park furniture) - tender for physical works has been awarded with anticipated start in mid-February 2019 and completion in early April 2019.

30. Item 2162: Māngere Bridge Library and 2166 Māngere East Library – comprehensive renewal: these projects include comprehensive building refit including furniture, fixtures, and equipment for both libraries. Staff are working with the Libraries team to define project scope and preliminary design.

31. Item 2180: Nga Tapuwae Community Building - renew structural components: this project includes replacement of roof membrane, skylights, gutters and wall in kitchen. Tender price is being evaluated and further update will come in Q3.

32. Item 2181: Norana Park - develop walkways and paths through Norana Park, connecting Kiwi Esplanade - Māngere Bridge, to Favona - proposals have been received for a contract management consultant and staff are currently in negotiations as to fee and scope. Next steps: Engage the consultant, finalise the construction tender documents and release tender to the market.

33. Item 2185: Ōtāhuhu Portage - develop greenways link - community design process currently being developed to take to project steering group for approval to proceed in February/March 2019. Next steps: Initial community design phase and site investigations to begin early 2019.

34. Item 2827: 161R Robertson Road, Māngere - remediate fire damaged building: staff are reviewing concept design to ensure that the design meets heritage requirements within allocated budget. Next steps: Further consultation with stakeholders and update to local board.

Arts, Community and Events

35. The activities in this work programme are progressing.

Arts and culture:

36. Item 280: Operational Expenditure - Māngere Arts Centre – during Q2 the facility had 13,000 visitors, delivered 31 programmes with 933 participants, staged 56 performances. Highlights for this quarter included the Joy Ride project, opening exhibition ‘Te Rima Ora o te Metua Vaine – Creative Hands of the Mother’ and the Wizard of Ōtāhuhu.

37. Item 279: Signature Event for Māngere-Ōtāhuhu local board area is a series of pop-up activations across local board area which will be delivered by local creative collective Do Good Feel Good. Dates and venues for the activations have been set:

· Dance Pop Up, 27 February 2019 at Māngere Arts Centre (Green Room)

· Community Pop Up, 30 March 2019 at Māngere Bridge Library Public Space (outdoors)

· Karaoke Pop Up, 3 April 2019 at OMYG space in Ōtāhuhu

· Community Pop Up, 25 May 2019 at Māngere Arts Centre

· Pop Up, 26 June 2019 at Māngere Arts Centre (Green Room)

Community places:

38. Item 76: Nga Tapuwae Community Centre and (items 78, 79) Ōtāhuhu Town Hall Community Centre funding and licence agreements were approved in quarter one. A regional Hui to share information and bring community places family (both council and community manged) together was held on 5 December 2018 with over 30 partners attending.

Community Events: All of the events activities in quarter two are on track.

39. Item 139: Local Civic Events - there were no scheduled local civic events in the last quarter.

40. Item 135: Citizenship Ceremonies - one Citizenship Ceremony with approximately 320 people from the local area becoming new citizens.

41. Items 131 and 133: Movies in the park - programme is on track with pre-entertainment booked, public screening licenses approved and event permits issued for both events

42. Item 2701: Volunteer Awards - nominations are now open and planning is in progress for delivery of event in March 2018.

43. Item129: Event Partnership Fund (Externally delivered Christmas Events) - this fund has now been allocated and funding agreements have been completed for all four events with $12,000 paid out.

Community Empowerment Unit (CEU):

44. Item 1063: Citizens Advise Bureau Māngere-Ōtāhuhu agency - the regional funding decisions through the LTP have resulted in increased funding to Auckland CAB (ACAB). The Māngere-Ōtāhuhu Board had provisionally allocated $26,000 from its 2018/2019 LDI budget prior to maintain the Ōtāhuhu CAB agency for 2018/2019. It has now been confirmed that this cost has been funded from the additional funding granted to ACAB under council’s Long-term Plan 2018 – 2028. For that reason the board’s provisional LDI allocation is not required and the budget is available for reallocation.

45. Item 891: Whare Koa (Māngere Community House) programme delivery - in Q2 a successful and free community exhibition ‘Te Rima Ora o te Metua Vaine – Creative Hand of the Mother’, showcasing traditional arts and crafts, was delivered under this programme at MAC.

46. Item 1065: Capacity Building: Business Improvement Districts - all five BIDs in the local board area have been issued with funding agreements and a proposal for long-term funding of the Crime Prevention Officer will come to the board in Q3.

47. Item 1392: Community-led response to alcohol licensing and advertising - It was reported by Community Action Against Alcohol Harm (CAAH) that Pacific Bar and Restaurant’s renewal application will be heard on 11 Feb 2019; a new application from Vine Street Liquor (previously Thirsty Liquor) has been received; CAAH are assessing the Pak n Sav layout of their new alcohol section and there are no updates on the objections to the Club Rio, Milestone Bar and Liquorland Papatoetoe applications. Only Pak n Sav does not have an objection status, the other five have objections pending on their applications.

48. Item 1067: Youth Capacity Building and Participation – Youth Scholarship programme is focused on arts and culture and hosting a youth conference. Process and criteria for the Youth Arts Scholarship grants (17/18) was reviewed and approved by the local board and will be implemented for the 2018/2019 round. The grants will open for applications from 11 Feb 2019 to 22 March 2019, applications will be reviewed in Q3 and recommendations will be presented to the local board. Staff is collaborating with Do Good Feel Good to deliver a youth event in Māngere in March 2019 and funding agreement of $5,000 has been processed towards delivery of this event.

49. Item 1068: Youth Connections - this programme has transitioned from CEU to The Southern Initiative on the 1 November 2018. There were 11 young people trained in the local board area by DIME Academy (five have secured casual employment, five in further education and training and one in full time employment); nine young people were registered with MIT Driving instructor programme, where each recipient received a max of three lessons; Manukau Institute of Technology was not able to roll out the Defensive Driving workshops out in 2018 due to longer accreditation process for the AA Defensive Driving programme.

Activities on hold

49. The following work programme activities have been identified by operating departments as on hold:

a) Item 2183: Ōtāhuhu Community Centre (Town Hall) - Renewal of both external and internal components is on hold due to Panuku and Community Services considering future of the facility.

b) Item 2899: Oruarangi Park - development of new park facility to support subdivision. This project is carried-over from the 2017/2018 programme and is on hold awaiting the outcome of the subdivision development.

c) Item 2956: Walter Massey Park - renew walkway and fitness equipment. This project is a continuation of the 2017/2018 programme and is on hold pending concept plan completion.

Changes to the local board work programme

Deferred activities

50. No activities have been deferred.

Cancelled activities

51. Item 2163: Māngere Bridge Library - replace air conditioning: this project has been cancelled as this work was completed noted under SharePoint ID: 2162.

52. Item 388: Mara Kai Community Outreach Programme - this project has been cancelled as the mara kai project no longer forms part of the Māngere Mountain Education Trust's education programme for FY 19.

Activities merged with other activities for delivery

53. No activities have been merged with other activities for efficient delivery.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

54. The proposed decisions have no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

56. The local board supports local Maori aspirations. Te Ao Maori has influence when the local board considers activities to improve Maori outcomes. The following examples of how the board’s activities directly contribute to these outcomes.

a) Item 279: Support the delivery of a signature arts and culture event in the local board area that celebrates Māori and Pasifika culture.

b) Item 1273: Activities of collaboration between strategic broker, grants advisor and engagement advisor have led to building relationship with the Mataatua and Papatunuku marae and planning is underway towards hosting grants workshops on marae. Continued engagement with community groups for seniors, Walking Samoans, Treasured Older Adults (TOA), youth organisations are part of delivery of the programme.

c) Item 918: Restoring Mauri of the Oruarangi Creek and Tararata Creek - The first of three hui with participating marae were held during quarter two at Manurewa Marae where Healthy Waters engineers and marae members focussed to identify and discuss opportunities for improving stormwater management and water sustainability at the marae site. An options report for stormwater management projects and sustainability initiatives will be prepared for each marae by the end of quarter four. The two local marae participating are Makaurau and Papatuanuku.

d) Item 1131: Celebrating Te Ao Māori and strengthening responsiveness to Māori - This project support celebrating te ao Māori with events and programmes including regionally coordinated and promoted programmes: Te Tiriti o Waitangi, Matariki and Māori Language Week.

e) Item 352: 24 hour south visitor promotion - The 24 hour south visitor promotion campaign aims to leverage the area's strong Pacific and Māori culture. The campaign will be launched in early Januray 2019.

f) Item 600: Pest Free Ihumatao - The contracts for Pest Free Ihumatao works were finalised in quarter two. Physical work is scheduled to commence in quarter three. Weed control along the Oruarangi Awa (behind Makaurau Marae) will be initiated during summer and maintenance of newly planted trees and shrubs will be carried out. A pest control network will also be set up and newly purchased traps will be deployed throughout the Oruarangi catchment.

Ngā ritenga ā-pūtea

Financial implications

57. This report is for information only and therefore there are no financial implications associated with this report.

Financial Performance

58. Revenue is slightly above budget by $21,000 from miscellaneous income from the libraries. Higher revenue from Community halls and community centres help offset lower revenue from leisure facilities and learn to swim programmes.

59. Expenditure is near to budget with just $104,000 variation (lower). Full facility maintenance contract is 2 percent above budget while LDI expenditure is below budget by 23 percent or $246,000. Some LDI project budgets are still in progress with delivery in the next six months. Projects that require allocation decisions include the community response fund, CAB services in Ōtāhuhu and Mara Kai.

60. Capital spend overall is under budget by $981,000 in local asset renewal programmes; this include libraries and community centres. Locally driven funded capex projects such as Walter Massey Park is on hold pending the potential development of new facilities. Projects in progress include Norana Park greenway development and Ōtāhuhu Portage route greenways link.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

61. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

62. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section.

Ngā koringa ā-muri

Next steps

63. The local board will receive the next performance update following the end of quarter three (March 2019).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	MOLB work programme: quarter two Oct - Dec 2018	89
b ⇩	MOLB quarter one performance Report: Oct - Dec 2018	115

Ngā kaihaina

Signatories

Authors

Riya Seth – Local Board Advisor

Daniel Poe – Senior Local Board Advisor

Authorisers

Rina Tagore – Relationship Manager

Māngere-Ōtāhuhu Local Board

20 February 2019

Feedback on draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039

File No.: CP2019/00824

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039.

Whakarāpopototanga matua

Executive summary

2. To respond to population growth and demographic change, Auckland Council has developed a plan for how it will invest in sport for the next 20 years.

3. The Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039 seeks to:

· increase participation in sport by targeting communities of greatest need and addressing disparities

· deliver a broad range of programmes, services and facilities that respond to the diverse needs of Auckland’s communities

· address population growth and changing sport preferences through regular assessments of, and changes to, programmes, services and facilities to maximise participation.

4. The draft plan was endorsed by the Environment and Community Committee in December 2018 for public consultation [CP2018/07771].

5. This report invites local boards to formally indicate their support for the draft plan and any additional feedback on the draft plan they would like the committee to consider prior to the plan’s adoption.

6. Staff have engaged with local boards informally at various stages throughout the development of the plan. Local boards members’ views and concerns have helped shape the key components of the plan.

7. A summary of consultation feedback will be prepared for the Environment and Community Committee for consideration. Final decision on the adoption of the plan will be sought in May 2019.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) endorse the draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039 and provide any additional feedback for consideration of the Environment and Community Committee.

Horopaki

Context

The plan sets out a new investment approach, which better responds to growth and the changing needs of Aucklanders

8. Auckland is experiencing rapid population growth and social change. Our diverse communities have different preferences and requirements for sport and recreation activities.

9. The draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039 is the council’s response to these changes. It sets out a new approach to regional investment in sports facilities, programmes and services for Aucklanders over the next 20 years.

10. The plan will:

· target communities of greatest need and address disparities

· deliver a broad range of programmes, services and facilities that respond to the diverse needs of Auckland’s communities

· address population growth and changing sport preferences through regular assessments of, and changes to, programmes, services and facilities.

11. The draft plan has three main sections:

· Section one: ‘Why we invest’ explains the reasons for having an investment plan and the strategic context.

· Section two: ‘What we invest in’ explains the outcomes sought from the council’s sports investment, the scope and focus of that investment and the principles that will guide future investment decisions.

· Section three: ‘How we will work’ explains the investment framework that will be adopted to achieve the outcomes.

12. The development of the draft plan involved several Governing Body decisions, local board engagement, public consultation and research. The attached draft plan provides the chronological timeline for developing the plan.

Tātaritanga me ngā tohutohu

Analysis and advice

Adoption of the plan will contribute to multiple strategic outcomes

13. Sport is one of the key areas the council invests in to deliver on the ‘Belonging and Participation’ outcome in Auckland Plan 2050.

Belonging and Participation

· Focus Area 7 – Recognise the value of arts, culture, sports and recreation to quality of life

· Direction 1 – Foster an inclusive Auckland where everyone belongs

· Direction 2 – Improve health and wellbeing for all Aucklanders by reducing disparities in opportunities.

14. The draft plan focuses on delivering a single outcome: increasing Aucklanders’ participation in community sport. This aligns with the vision of the Auckland Sport and Recreation Strategic Action Plan 2014-2024: ‘Aucklanders: more active, more often.’

15. The multiple benefits delivered to local communities through increased sport participation will also contribute directly to the health, social and economic outcomes for Aucklanders as set out in the local board plans.

Achieving the desired outcomes requires putting people at the heart our investment

16. The plan sets out a targeted, people-centric approach to increase sport participation in Auckland. Future sport investment will focus on meeting the needs of three distinct groups of people:

1.	People who already play sport:
	There will be more fit-for-purpose facilities and programmes to keep them actively involved in sport.
2.	People who play a new sport (like futsal)
		Currently there are limited opportunities to play, but in the future, there will be more fit-for-purpose facilities and programmes that cater to new and emerging sports.
3.	People who currently do not participate in sport
	Auckland Council will create more opportunities and make it easier for them to take up sport.

17. A key step towards increasing sport participation rates in these targeted groups is through addressing disparities.

18. Decision-makers will use a set of principles to prioritise multiple investment projects. ‘Equity’ has the highest weighing to ensure all Aucklanders enjoy the same outcomes. The full list of principles includes:

· Equity (40 per cent of assessment) – Sport investment should ensure equity of outcomes across the population regardless of age, gender, ethnicity, socio-economic status or where people live.

· Outcome-focused (30 per cent) – There needs to be a clear line of sight between each investment and the outcomes it delivers.

· Financial sustainability (30 per cent) – Investment decisions need to be financially sustainable for council and sports organisations.

· Accountability (10 per cent) – Auckland Council has responsibility to act in the best interests of Auckland.

There will be changes to the way we currently invest in sport

19. The draft plan sets out four key shifts in our approach as illustrated in Figure 1 below.

Figure 1: Key shifts

20. Figure 2 below explains the reasons for these key shifts, the problems they will tackle and the benefits for Aucklanders.

Figure 2: Intervention logic map

21. The plan will ensure robust, evidence-based decision-making and ongoing monitoring of benefits delivered to our communities.

22. Performance data will be collected to measure the return on investment. This will be shared with investors and ratepayers.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Once adopted, the plan will have a direct impact on council’s internal investment processes, particularly regarding how future projects will be assessed and monitored.

24. Parks, Sport and Recreation staff have been engaged throughout the development of the draft plan. Their feedback, particularly regarding how the proposed changes can be adopted in practice, has helped shape the investment framework and the scenarios in the draft plan.

25. Parks, Sport and Recreation staff have also facilitated the council’s engagement with the sport sector through Aktive, the council’s strategic partner for sport. The general feedback is supportive of the new investment approach to improve participation and deliver better outcomes for Aucklanders.

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

Local impacts and local board views

The local boards have an important role to play in shaping the draft plan

26. The local boards have an important role to play in the council’s sport investment. They:

· set outcomes and priorities for local sport investment through local board plans

· identify local sports facility and programmes needs and advocate for investment through the Long-term Plan and Annual Budget processes

· have allocated decision-making responsibility for local sport facilities and initiatives including:

- the specific location, design, build and fit-out of new local sports facilities within budget parameters agreed with the Governing Body

- the use of local sport facilities and initiatives including leasing and changes of use

- local recreation and sports programmes

· manage local and sub-regional facility partnership relationships, funding or lease agreements and performance reporting

· work together to support facilities that benefit several local board areas.

27. Staff have engaged with local boards informally at various stages throughout the development of the draft plan. Local boards members’ views and concerns have helped shape the key components of the plan.

Previous engagement with local boards showed general support for an investment plan

28. Staff met with local boards between February and April 2018 and sought informal feedback on the key components of the plan.

29. Feedback from local boards was generally supportive of a new investment plan for sports facilities to ensure consistency, efficiency, transparency and outcome delivery.

30. Challenges relating to population growth, land supply and budgetary constraints were highlighted. Local boards also noted challenges specific to their areas and populace.

31. Feedback showed a strong preference to have a flexible approach to accommodate diverse local needs.

Formal local board feedback is sought between February and March 2019

32. Staff are seeking to understand local boards’ views on the draft plan and request a formal decision at local boards’ business meetings during February and March 2019.

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

· the key shifts in the council’s future investment approach in sport (page 4)

· the benefits of sports to Auckland communities, particularly Te Ao Māori (page 9)

· the difference between equity and equality in the context of sport investment (pages 22-23)

· the proposed investment framework (pages 24-36).

Tauākī whakaaweawe Māori

Māori impact statement

34. Sport participation contributes directly to the following ‘Māori Identity and Wellbeing’ outcome in Auckland Plan 2050:

Māori Identity and Wellbeing

· Direction 1 – ‘Advance Māori wellbeing’

· Focus area 1 – ‘Meet the needs and support the aspirations of tamariki and their whanau’

35. According to Sport New Zealand data weekly sport participation of Māori in Auckland (76.8 per cent) is similar to European (76.3 per cent), but higher than Asian (70.7 per cent) and Pasifika (69.1 per cent).

36. Research also show pockets of sedentary Māori who do not have adequate opportunities to participate in sport. They will be a target group for investment.

37. Feedback from the Mana Whenua Forum and Aktive Māori Advisory Group during public consultation on the discussion document informed the development of the plan.

38. A key area of focus was the delivery of outcomes through increased Māori participation. Means of achieving this goal include partnerships with iwi and Māori organisations, to manage demand efficiently and to use sports programmes and facilities as a social hub to strengthen cultural and community connections.

39. Partnerships will draw on Māori-centric models and collective models of learning so that key Māori concepts become embedded in sport service design and delivery.

40. Staff will seek further feedback from the Mana Whenua Forum and Aktive Māori Advisory Group as part of the consultation on the draft plan.

Ngā ritenga ā-pūtea

Financial implications

41. Once adopted, the plan will guide all council investment in sport.

42. An immediate focus will be to establish a clear and contestable process for the allocation of the $120 million Sport and Recreation Facilities Investment Fund established in the Long-term Plan 2018-2028.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. Staff have identified reputational and operational risks associated with the adoption of the draft plan. These risks will be mitigated through regular communication and engagement with key stakeholders.

Type

Risk

Mitigation

Reputational

Some people might worry the plan will change arrangements already in place, or ongoing council investment.

Clear communication with key stakeholders and funding recipients that the plan will guide decisions on future investment only, unless a current project is already scheduled for review.

Operational

The transition to the new investment 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. Changes will be phased in over the next three to five years.

Ngā koringa ā-muri

Next steps

44. Staff will undertake public consultation from February to March 2019.

45. The consultation will be conducted in various forms:

· local boards will be asked to formally indicate their support for the draft plan during business meetings and provide any additional feedback

· the public will be invited to submit their feedback via ShapeAuckland

· targeted interviews will be conducted with community groups including Māori, Pasific and Asian people

· the sport sector will be invited to provide their formal views through Aktive.

46. A summary of consultation feedback and a final plan will be prepared for consideration and adoption by the Environment and Community Committee around May 2019.

47. Implementation of the plan will occur in stages over the next three to five years, depending on council budgetary and planning processes. An indicative timeline of the potential changes is presented in section three of the draft plan.

48. Figure 3 below shows the next steps in a flow chart.

Figure 3: Next steps

This plan will inform the development of other investment plans

49. The draft plan sets out an overarching investment framework to help decision-makers prioritise investment between different sports.

50. Separate, but related plans are being developed to guide council’s investment in golf and play facilities. These plans will be consistent with the overarching framework set out in Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039	131

Ngā kaihaina

Signatories

Authors

Nancy Chu - Principal Policy Analyst

Authorisers

Paul Marriott-Lloyd - Senior Policy Manager, Parks and Recreation Policy

Lesley Jenkins – Relationship Manager Rodney, & Hibiscus & Bays, Acting General Manager Local Board Services

Rina Tagore – Relationship Manager

[1] The term ‘rough order of cost’ is a technical term that refers to the initial of cost estimate provided by Auckland Transport. The rough order of cost should also be able to confirm the feasibility (or not) of a project. Auckland Transport carries the cost of providing a rough order of cost.

[2] The term ‘detailed design’ is a technical term that refers to the second phase of investigating a LBTCF project. After a rough order of cost has been accepted, a local board that wishes to pursue a project then authorises release of money from the LBTCF to fund the detailed design process that culminates in a final cost estimate being provided to the local board

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