Agenda of Māngere-ŌtāhuhuLocal Board

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)

No.	Title	Page
a ⇩	Chairpersons Report and Acknowledgements	15

Māngere-Ōtāhuhu Local Board

20 March 2019

Auckland Transport March 2019 Update Report

File No.: CP2019/02909

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. A decision is not required this month but the report contains information about the following:

· The wider ‘context’ involving a summary of the strategic projects or issues effecting the Māngere-Ōtāhuhu Local Board area including information about Speed Bylaw consultation.

· Responses to recent resolutions made by the board.

· An update on the Local Board Transport Capital Fund (LBTCF) that includes important new information about the following projects:

o Upgrading the footpaths in and around the Mangere East Town Centre.

o Building a roundabout at the intersection of Bader Drive and Idlewild Roads

o Building a cycle path through Ashgrove Reserve

· Progress on local board advocacy initiatives.

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

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the Auckland Transport March 2019 update report.

Horopaki

Context

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

4. Auckland Transport continues to deliver a number of strategic projects in Māngere-Ōtāhuhu, discussed below.

Road Safety and Speed Management

5. 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.

6. Road safety across Auckland including in Māngere-Ōtāhuhu 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. Auckland Transport’s leadership is keen to address this situation.

7. In December 2018, the Auckland Transport Board gave permission to consult on proposed speed limit changes across the Auckland Region including in Māngere-Ōtāhuhu and on 28 February 2019 consultation started. A new speed bylaw will consolidate the speed limit changes.

8. Consultation on the new bylaw will run from 28 February to 31 March 2019. The purpose of the consultation is to let people know why speed reductions are required and to provide an opportunity to give feedback on the proposed solutions.

9. Specifically, the consultation will ask for feedback on:

· The detail of the bylaw Auckland Transport wants to introduce

· The specific roads where Auckland Transport wants to reduce speeds

10. Auckland Transport has identified and are busy contacting approximately 500 stakeholder groups across Auckland. This includes working with key partners like local boards and other stakeholders like resident’s associations, business associations, boards of trustee’s medical practices and other community groups.

11. Auckland Transport is posting out 110,000 letters to people directly affected by the changes and is also using the following activities to make sure people know about the bylaw review:

· Adverts in local papers.

· Radio ads during key commuter times.

· Posters on public transport and in public places such as libraries, community centres, Auckland Transport carparks.

· Briefing key media and providing spokespeople who can speak to public and the media.

· Print in Our Auckland and to other print media.

· Social media, with both Auckland Transport and other stakeholders’ channels including a paid Auckland-wide targeted campaign.

· Electronic direct mail.

· Public drop in sessions for people to get more information will happen at these places on these dates::

o Sunday 3 March 10am - 1pm at Round the Bays, Madill’s Farm, 6 Baddeley Ave, Kohimarama

o Saturday 9 March 10am - 2pm at Te Atatu Peninsula Artisan & Handmade Market, Te Atatu Library, 595 Te Atatu Road

o Thursday 14 March 4:30pm - 7pm at Albany Community Hub - Albany House, 575 Albany Highway, Albany

o Saturday 16 March 8am - 11am at Franklin Market, 9 Massey Ave, Pukekohe

o Tuesday 19 March 11:30am - 1:30pm at Atrium on Takutai - Britomart

o Wednesday 20 March 11:30am - 1:30pm at Atrium on Takutai – Britomart.

12. The Auckland Transport website will be up-to-date and is the best place to go to get the latest information. www.at.govt.nz/speed this page will outline the rationale for the bylaw; provide the list of roads where speed reductions are planned. and provide a link to the online survey.

Airport to Botany Rapid Transport Network (RTN)

13. 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 to help deliver Auckland Transport’s public transport strategy and provide an east-west RTN that links Auckland Airport with Botany via Manukau.

14. Auckland Transport spent November and December 2018 discussing the project with the community and is currently consolidating this information into the plan.

15. Technical work and confirmation of the route has taken longer than planned. The project team now plans to meet with local board in April and May 2019.

16. The project also includes early improvements projects, including the new Puhinui Interchange that has progressed well. Contractors have finished the preliminary design works and Auckland Transport is technically reviewing it. Concurrently, Auckland Transport is working on a procuring a contractor for construction of the new station and planning its resource consent application.

17. The search for a construction contractor includes setting local procurement and sustainability criteria. Local boards are clear that a priority is making sure that local people and businesses are involved in major projects. Auckland Transport is working to make sure this priority is supported.

18. Auckland Transport also has other early work planned including improvements to walking and cycling networks around the new station. Planning for these networks is progressing well and when there are firm ideas, they will be discussed with the Māngere-Ōtāhuhu Local Board.

Tātaritanga me ngā tohutohu

Analysis and advice

Responding to Resolutions

19. At the 20 February 2019 Māngere-Ōtāhuhu Local Board meeting, the members passed a series of resolutions. Auckland Transport’s responses to these resolutions are recorded below. The resolution in bold font and the answer in normal font. A number of the resolutions may require an update in the future.

Resolution number MO/2019/8

b) That the Māngere-Ōtāhuhu Local Board requests Auckland Transport officers to reflect accurate and recent details on project updates in the monthly reports.

20. Auckland Transport notes this resolution. Auckland Transport always endeavours to provide the most accurate and up-to-date information possible within the constraints of a ten-page report.

c) That the Māngere-Ōtāhuhu Local Board requests that the board be updated on details of specific initiatives identified in the local board area, supported through the Auckland Community Bike Fund.

21. At the public meeting, Auckland Transport stated that the February report the fund had started asking nominations. Therefore, at this time no projects have been funded. When projects are funded, they can be reported to the Mangere-Otahuhu Local Board.

d) That the Māngere-Ōtāhuhu Local Board requests Auckland Transport develop a rough order of cost for bus shelters and progress with urgency the Local Board Transport Capital Fund initiative, ‘Bus Shelter Improvement Project’ based on a list be provided by the board; further asks for a report at the 20 March 2019 meeting.

22. At the time this report was drafted 5 March 2019, a list had not been received from the Māngere-Ōtāhuhu Local Board. Auckland Transport confirms that as soon as this list is received this resolution will be actioned.

e) That the Māngere-Ōtāhuhu Local Board requests officers to follow-up on maintenance, replacement and or repairs of existing bus-shelters in the local area - bus shelters, seats at bus stops, smashed bus shelter windows (e.g. Bus shelter outside 126 Mangere Road Ōtāhuhu) and overall cleanliness of the bus shelter infrastructure on a frequent basis.

23. Auckland Transport notes this resolution and has passed it to the appropriate personnel within the organisation for review.

24. Auckland Transport encourages all members of the public and local board members to immediately report this type of damage using either the website – www.at.govt.nz or by calling 09 355 3553. Sometimes repairs will not be immediate because Auckland Transport contractors tasks together for better economy. A key point is that using the Customer Relationship Management system to report issues provides good data about problems allowing Auckland Transport to plan more effectively.

f) That the Māngere-Ōtāhuhu Local Board requests that the overall public transport and bus infrastructure be made current as there are bus stop/s no longer in use, poles, yellow lines marked but bus routes have changed (e.g route nos. 313, 309, 32) and only school buses pass through.

25. Auckland Transport notes this resolution and has passed it onto the appropriate personnel with the organisation for review.

g) That the Māngere-Ōtāhuhu Local Board requests request that all bus shelters be clearly marked with signage on ‘no smoking’

26. Auckland Transport notes this resolution and has passed it onto the appropriate personnel with the organisation for review. However, it should be noted that all bus stops and shelters are facilities listed in Auckland Council’s policy statement titles Implementation Plan of the Council Smokefree Policy 2017-25. This means that by definition they are smoke free.

Local Board Transport Capital Fund

27. 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).

28. The fund allows local boards to build transport focused local improvements in their areas. Māngere-Ōtāhuhu Local Board’s total funding in this term is approx. $1.4 million (including new money allocated during the recent Council budget process and shown in the ‘Financial Summary’). The following table provides an overall summary of the current LBTCF position, including the increased LBTCF approved by Council and applying from 1 March 2018.

Table 1: Local Board Transport Capital Fund Summary

29. Māngere-Ōtāhuhu Local Board assessed their programme in February 2019 and provided direction to officers but dirt not require resolutions.

Table 2: Local Board Transport Capital Fund Projects

General Overview
Projects	Current Status	Status
Upgrading the footpaths in and around the Mangere East Town Centre.		Rough order of cost^{^[1]} is approx. $700,000 - 1,000,000. The MOLB authorised detailed design has received a report and provided guidance^{^[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		Completed
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, Māngere-Ōtāhuhu Local Board requested that Auckland Transport re-start detailed design work for this project. In November 2018, a map with approximate costs was provided to the board and at a workshop on 30 January 2019, the members discussed this project provided direction. The board asked Auckland Transport to concentrate specifically on one section of the original area at the east end of the town centre and to price a new section of footpath from Yates Road to the Massey Homestead. The area and footpath are shown in Attachment A to this report. Auckland Transport reports that the cost estimates are approx.: · Yates Road - $225,000 · Pathway around the north –east corner of Walter Massey Park (shown on map in Attachment A) - $125,000 · A new section of footpath from Yates Road to Massey Homestead $38,000 -105,000. The new section is between Yates Rd and Massey Homestead’s path entrance (not the vehicle entrance). This is a total length of 60 metres. Currently, the 60m of path has 30m that is 2 metres wide with narrow sections at each end. Auckland Transport priced two options as follows: Leave the 2 metre wide section and widen the remaining path. · Estimate $38,000 · This includes removing the narrow sections of path and replacing with 2m wide concrete path. Build a 3m wide shared path the full 60m · Estimate $105,000 · This includes a new concrete path 3m wide for the full 60m · It includes relocation of a light pole and a bus shelter · There is a significant traffic management cost included in the costing. Auckland Transport engineers also provided the following advice. Widening the footpath to three metres between Yates Road and Massey Homestead is an expensive project that appears to have limited benefit. The existing footpath is already two metres wide. Expanding it to three metres would require moving a bus stop and a light increasing cost by approx. $30-40,000 (i.e. the cost of the concrete path is approx. $65-75,000 but because it requires movement of the shelter and light pole then we need to add $30,000-40,000). This makes the project expensive and in Auckland Transport’s opinion widening is not warranted based on current use. This advice should not stop the Māngere-Ōtāhuhu Local Board from delivering the project, But Auckland Transport’s role is to provide expert advice and the opinion of the engineers should be noted and considered. Based on this information the total cost of work requested by the local board is between $388,000 and $455,000. This is a large variation so requires guidance from the local board. A workshop will be organised as soon as possible to discuss and confirm the board’s intent.
*Bader Drive Roundabout* The re-design work is almost finished and the final design has been sent to the Mangere-Otahuhu Local Board to review. See Attachment A. The next steps are: · Consultation with the affected local residents finishes on 12 March 2019 · The tender process will start in mid-March 2019 · It is planned that construction will start in May 2019 The build time is likely to be a month to six weeks.
*Widening Bader Drive in front of the Cosmopolitan Club* Work is complete.
*Ashgrove Reserve Cycle Route* The Ashgrove Reserve Cycle Route is being worked through the design process, which has highlighted higher costs than originally reported. The original cost estimate was approx. $480,000. The current process is indicating a costs closer to the following: Shared Path through the reserve from Mascot Ave to Ashgrove Road - $575k This estimate includes: · 3m wide shared path · Seven Marker posts at the five entrances and in the centre of the reserve · Five Wayfinding plinths/signs at the five entrances · Speed table in Ashgrove Road adjacent to park entrance · Stormwater field catchpits in centre of reserve to ensure path is useable in winter. This estimate does NOT include: · Lighting along the path · Planting – not preferred by Auckland Council Parks due to ongoing maintenance costs · 3m wide path to Bader Drive entrance · Changes to fencing on any of the adjacent properties – not required as entrances because some are quite open and not restricted at all. Auckland Transport has therefore developed another option outlined below, that is cheaper. The option outlined below may considered by the board. It delivers less pathway but still opens up the entrance between Mascot Ave but does not link the Ashgrove Road and Bader Drive. Shared Path from centre of reserve to Bader Drive entrance - $175k This estimate includes: · 3m wide shared path This estimate does NOT include: · Lighting along the path · There is no planting included on the plans in this section. The reasons for the increase in cost are: · The main increase is that construction costs are rising across the board because of the large amount of building work being done in Auckland. Construction contractors are an increasing scarce resource and are therefore able to demand higher prices. · More detailed analysis of the route has also found slopes and storm water management issues that make the path harder to build than initially thought, This factor has much less impact than the first. Until told otherwise Auckland Transport will continue with the detailed design process and report back when it is complete. However, it is important that the board is kept informed of any changes at the earliest possible time and if it chooses to can make decisions about the project. Based on this information the total cost of work requested by the local board is between $175,000 and $555,000. This is a large variation so requires guidance from the local board. A workshop will be organised as soon as possible to discuss and confirm the board’s intent.
*Bus shelter improvement project* The Māngere-Ōtāhuhu Local Board has stated by resolution that it will provide a list of the sites and has requested that upon receipt of this list Auckland Transport provides a cost estimate. At the time, this report was written this list had not been provided.

Local board advocacy

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

31. Table 3: Advocacy 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 is managing delivery of the Otahuhu streetscape upgrade · Auckland Transport recently briefed the board on the plan for Route 32 shared pathways in Ōtāhuhu.
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 cannot lead.
	Implement Norana path walkway and fund priority Local Paths projects.	An advocacy issue that Auckland Transport can help support but cannot lead.
	Continue supporting Te Ara Mua-Future Streets and identify options to increase use of cycle ways and walkways.	Auckland Transport recently develop two cycle maps that encourage use of the area. Last month Auckland Transport opened the Community Cycling Fund and is promoting it in this area.
	Partner with Te Wānanga o Aotearoa to use digital technology to popularise and increase use of new paths.	A local board 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 soon start the Bader Drive Roundabout.

Future Streets activation activities

33. One of the Māngere-Ōtāhuhu Local Board’s advocacy issue is the supporting the Future Streets project. Auckland Transport continues to support the project by promoting use of the area for walking and cycling.

34. In particular, this month Auckland Transport is working to support Mangere Bike FIT develops an annual calendar of events. When this is finished Auckland Transport and Māngere Bike FIT can work together to deliver really good events,

35. Already there are some ideas for events that Auckland Transport could support, and the list includes

· Woman’s Night Rave, Friday 12 April 2019 at Māngere Town Centre carpark

· Royal Ride, BXM Pump Track, Queens Birthday weekend community event

· World Car-free Event, Sun 22 September at Māngere Town Centre

· Christmas in the Carpark, 14 December at Centre Park.

36. Auckland Transport is also working with Māngere Bike FIT to plan the best ways to support building the trust’s capacity to administer their own permit applications and manage health and safety requirements.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. This is not a decision report and there are no significant impacts on other Council groups.

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

Local impacts and local board views

Auckland Transport consultations

39. Over the last reporting period, Auckland Transport invited the local board to provide their feedback on one proposal that is included in Attachment B.

Traffic Control Committee resolutions

40. This sections records Traffic Control Committee (TCC) decisions. In this reporting period, the TCC passed the following resolutions in Māngere-Ōtāhuhu Local Board area.

Table 4 – Traffic Control Committee Resolutions

Road

Area

Activity

Decision

Kahu Street, Manu Street, Tui Street, James Fletcher Drive

Otahuhu

No Stopping At All Times, Lane Arrow Markings, Traffic Islands, Flush Median, Give-Way Control

Carried

Taylor Road, Woodward Avenue

Mangere Bridge

No Stopping At All Times, Traffic Islands, Stop Control, Shoulder Marking, Edge Line

Carried

Tauākī whakaaweawe Māori

Māori impact statement

33. In this reporting period no projects required iwi liaison

Ngā ritenga ā-pūtea

Financial implications

34. The status of the LBTCF is still the most significant financial implication this month because there is still a significant amount of money in this fund. Approx. $1.4 million.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. At this time, the most significant financial risk for the Māngere-Ōtāhuhu Local Board remains the unallocated portion of the LBTCF, approximately $1.4 million. The board continues to mitigate this risk by continuing detailed investigation of a number of projects considered earlier in the electoral term. It now has a number of projects that have the potential to be started before June 2019 and could therefore be able to allocate its full LBTCF.

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maps of Local Board Transport Capital Fund Projects	31
b ⇩	Summary of Consultation Information	33

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Elected Member Relationship Manager

Authorisers

Jonathan Anyon – Elected Member Relationship Team Manager

Rina Tagore - Relationship Manager Mangere-Otahuhu & Otara-Papatoetoe

Māngere-Ōtāhuhu Local Board

20 March 2019

ATEED Six-monthly report to the Māngere-Ōtāhuhu Local Board

File No.: CP2019/03207

Te take mō te pūrongo

Purpose of the report

1. This report provides the Māngere-Ōtāhuhu Local Board with highlights of ATEED’s activities in the Māngere-Ōtāhuhu Local Board area as well as ATEED’s regional activities for the six months 1 July to 31 December 2018.

2. This report should be read in conjunction with ATEED’s Quarter 1 report to Auckland Council (available at www.aucklandnz.com) and the forthcoming Quarter 2 report to the Auckland Council CCO Finance and Performance Committee (available 11 March). Although these reports focus primarily on the breadth of ATEED’s work at a regional level, much of the work highlighted has significant local impact.

Whakarāpopototanga matua

Executive summary

3. This report provides the Māngere-Ōtāhuhu Local Board with relevant information on the following ATEED activities:

§ Locally-driven initiatives: 24-hour South visitor promotion, Mangere Local Economic Development Forum and workshops, Young Enterprise Scheme, Interim review of Māngere-Ōtāhuhu LED action plan, Pop-up business school, South Auckland

§ Supporting local business growth

§ Filming activity

§ Youth connections

§ Local Jobs and Skills Hubs

§ Local and regional destination management and marketing

§ Delivered, funded and facilitated events.

4. Further detail on these activities is listed under Analysis and advice.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive ATEED’s update to the Māngere-Ōtāhuhu Local Board – February 2019.

Horopaki

Context

5. ATEED has two areas of focus

Economic Development – including business support, business attraction and investment, local economic development, trade and industry development, skills employment and talent and innovation and entrepreneurship.

Destination - supporting sustainable growth of the visitor economy with a focus on destination marketing and management, major events, business events (meetings and conventions) and international student attraction and retention.

6. These two portfolios also share a common platform relating to the promotion of the city globally to ensure that Auckland competes effectively with other mid-tier high quality of life cities.

7. ATEED works with local boards, Council and CCOs to support decision-making on local economic growth, and facilitates or co-ordinates the delivery of local economic development activity. ATEED ensures that the regional activities that ATEED leads or delivers are fully leveraged to support local economic growth and employment.

8. In addition, ATEED’s dedicated Local Economic Development (LED) team works with local boards who allocate locally-driven initiatives (LDI) budget to economic development activities. The LED team delivers a range of services[3] such as the development of proposals, including feasibility studies that enable local boards to directly fund or otherwise advocate for the implementation of local initiatives.

9. ATEED delivers its services at the local level through business hubs based in the north, west and south of the region, as well as its central office at 167B Victoria Street West.

10. Additional information about ATEED’s role and activities can be found at www.aucklandnz.com/ateed

Tātaritanga me ngā tohutohu

Analysis and advice

Economic Development

Locally Driven Initiatives:

11. 24 hours South visitor promotion: During the period, staff worked with the Airport Tourism Cluster to develop a proposal for this year’s 24 hours South visitor promotion. The campaign was launched in early January 2019. ATEED staff will continue to work with the tourism group and Local Board to monitor the campaign’s effectiveness.

12. Mangere Local Economic Development (LED) Forum and workshops: An evaluation on the first LED forum was presented to the Local Board in August 2018. The Mangere Business Forum was held in November 2018 at Mangere Arts Centre. Twenty-five local businesses attended the forum.

13. Young Enterprise Scheme (YES): The Auckland Chamber of Commerce invoiced for the allocated funds from Local Boards and payment was made during Q2. During the period, there were 56 schools participating in the Auckland YES programme, representing 1,334 students completing the programme. Al-Madinah School, Auckland Seventh-Day Adventist H S, Kings College, Mangere College and Southern Cross Campus are the five schools from the Māngere-Ōtāhuhu Local Board area participating in the YES programme.

14. Interim review of Māngere-Ōtāhuhu LED action plan: A draft plan was presented to the Local Board in Q2. Local Board feedback will be sought during a workshop in Q3.

15. Pop-up business school South Auckland: Funding from the community response fund was allocated to this activity during the period. The event has also been funded by the Otara – Papatoetoe Local Board, the Ministry of Social Development and ATEED. The event was successfully delivered at Te Haa o Manukau in Manukau during Q2. Final reporting on outcomes and follow-up workshops with attendees will take place in Q3.

Supporting Local Business Growth

16. This area is serviced by the Business and Enterprise team in the South hub, located at Te Haa o Manukau. The team comprises of two Business and Innovation Advisors and administration support. The role of this team is to support the growth of Auckland’s key internationally competitive sectors and to support to provide quality jobs.

17. A key programme in achieving this is central government’s Regional Business Partnership Network (RBPN). This is delivered by ATEED’s nine Business and Innovation Advisors (BIA), whose role is to connect local businesses to resources, experts and services in innovation, R&D, business growth and management.

18. ATEED’s BIAs engage 1:1 with businesses through a discovery meeting to understand their challenges, gather key data, and provide connections / recommendations via an action plan.

19. Where businesses qualify (meet the programme criteria and/or align to ATEED’s purpose as defined in the SOI) the advisors facilitate government support to qualifying businesses, in the form of:

· Callaghan Innovation R&D grants (including Getting Started, project and student grants (https://www.callaghaninnovation.govt.nz/grants)

· Callaghan Innovation subsidised innovation programmes

(https://www.callaghaninnovation.govt.nz/innovation-skills)

· RBPN business capability vouchers (NZTE), where the business owner may be issued co-funding up to $5,000 per annum for business training via registered service providers. Voucher co-funding is prioritised to businesses accessing this service for the first time, in order to encourage more businesses to engage with experts to assist their management and growth.

· NZTE services such as Export Essentials (https://workshop.exportessentials.nz/register/)

· Referrals to NZ Business Mentors via The Chamber of Commerce.

20. During the reporting period, ATEED Business and Innovation Advisors met with 12 businesses in the Māngere-Ōtāhuhu Local Board area, two for innovation advice and services and 10 for business growth and capability advice and services (one was a returning client). From these engagements:

· Two connections were made to Callaghan Innovation services and programmes

· Five RBPN vouchers were issued to assist with business capability training

· Two referrals were made to Business Mentors New Zealand

· Five connections were made to ATEED staff and programmes

· Forty-nine connections were made to other businesses or programmes.

Other support for new businesses

21. During the period, ATEED also ran workshops and events aimed at establishing or growing a new business and building capability. Six people from the Māngere-Ōtāhuhu Local Board area attended an event below:

· Starting off Right workshop - 3

· Business clinic – 3.

Filming activity within the Māngere-Ōtāhuhu Local Board area

22. ATEED’s Screen Auckland team facilitates, processes and issues film permits for filming activity in public open space. This activity supports local businesses and employment, as well as providing a revenue stream to local boards for the use of local parks.

23. Between 1 July and 31 December 2018, a total of 312 film permits^{^[4]} were issued in the Auckland region, nine of these permits were issued in the Māngere-Ōtāhuhu Local Board area. During the period, 75 permits were issued for TV commercials (TVCs) in the Auckland region, making up 32 per cent of permits issued. A third of total TVCs are destined for an international market.

24. The Māngere-Ōtāhuhu Local Board area’s share of film permit revenue was $ 2643.48^{^[5]} for the period (total for all boards combined was $46,729.13).

25. The Dead Lands, a production based on Kiwi director, Toa Fraser's global hit film of the same name, was filmed in the Māngere-Ōtāhuhu Local Board area.

Youth Connections – transfer to The Southern Initiative (TSI) / Western Initiative (WI)

26. Following an independent review, and with support from the major philanthropic funder, the Youth Connections programme transferred to TSI in November 2018. This transfer reflects the high numbers and concentrations of Auckland youth who are not in education, training or employment (NEET) in the southern and western initiative areas. ATEED supported the independent review, and is now working with the TSI/TWI team to support the transfer. In 2019, we will partner to evolve the ATEED-led Youth Employer Pledge with Auckland-region employers.

Local Jobs and Skills Hubs

27. ATEED is the regional partner for the network of Auckland Jobs and Skills Hubs. These multi-agency hubs support employers at developments where there is a high and sustained demand for local labour and skills development. The Auckland network includes Ara (Auckland Airport development), CBD (Wynyard Quarter and city centre development), and Tāmaki hubs. During 2018, the Hubs placed nearly 400 people into work (more than half came off benefit), and over 1,800 people were trained. ATEED is the backbone organisation for the CBD Jobs and Skills Hub, where Maori represented over a third (37 percent) of job placements, and a further 30 percent were Pasifika.

28. The Ministry of Business, Innovation and Employment commissioned a review of the hubs in late 2018 which found that these pilots have been a success, and made recommendations to scale up and strengthen hubs operations in Auckland and nationally. Two new hubs will be open by June 2019, in Kaipātiki (Northcote), and Manukau (town centre) to support local employment and upskilling for these developments. ATEED supports employers and local communities to design and benefit from hub services, and is leading a schools-engagement project in CBD Jobs and Skills Hub, which will identify options for connecting local schools and employers to grow awareness of employment and career pathways.

Destination

Local destination management and marketing activity

29. Work was undertaken to review and research of some unique attractions within the local board area and overlay these into the formulation for longer-term development. These plans will be developed in the final quarter of this financial year and will involve increased local board and stakeholder dialogue.

30. In partnership with Auckland Design Office and Auckland Transport, ATEED supported the development of a Māori art brochure which features 60 Māori sites of significance in the City Centre. This will help build the Beneath our feet project, a Council-wide project that ATEED is part of to support mana whenua-led sharing of stories that raise awareness of and curiosity about the wide range of cultural stories and unique Māori identity of Tāmaki Makaurau.

31. ATEED presented to and is supporting a collective of approximately 27 urban marae (Te Kotahi o Tāmaki – Marae Collective) based around Tāmaki Makaurau, that have come together to seek opportunities and work collaboratively to support our Māori communities.

Regional destination management and marketing activity

32. Regional dispersal continues to be a priority for ATEED. During the period, ATEED’s Winter Campaign, Made for Winter showcased Auckland’s food and beverage stories from across the Auckland region, targeting domestic visitors. Traditionally, this campaign focussed on CBD restaurants, however for the past two years, it has extended to the wider Auckland region.

33. There were six videos in total, each one highlighting a specific Auckland F&B theme. The videos all feature Sir John Kirwan talking to the creators of Auckland’s F&B industry, getting to the heart of who they are, their story, their product and what makes Auckland’s F&B proposition unique and special. The following businesses were featured in the videos:

· Gourmet Hāngi video – featuring Rewi Spraggon, Hāngi Master

· HIPGROUP – featuring Mike de Vries (Executive Chef)

· Matakana Markets and Village - featuring stallholders, Nico from Honest Chocolat

· Sawmill Brewery – featuring Mike Sutherland and Kirsty McKay (owners)

· Ben Bayley at The Grounds

· Kai Pasifika.

34. As part of the spring media programme, ATEED partnered with travel, foodie and leisure influencers, bloggers and media personalities to create high-end, inspirational and visually impactful content illustrating Auckland as a top spring/summer destination. The core narrative was Auckland’s unique food and beverage offering, complimented further by entertainment experiences. Influencers took their audience on a journey as they explored some of the greater Auckland region’s food experience and offerings, such as the Ōtara markets, Auckland Airport region, Chelsea Bay, Takapuna, Matakana, Kumeu, Kingsland, Mission Bay and a number of other Auckland areas. The influencer content were supported with an editorial partnership with Fairfax and NZME highlighting the wider region’s experiences.

Delivered, funded and facilitated events

35. During the period, ATEED delivered the Auckland Diwali Festival which was held at Aotea Square and Upper Queen Street from 20-21 October 2018. There was an attendance of 59,900 down by 7 per cent from the 2017 festival, due mainly to the event being held on Labour Weekend. Results from the customer survey showed an overall customer satisfaction score of 87 per cent, with 89 per cent of people surveyed agreeing that the festival increased pride in Auckland and 95 per cent agreeing that the festival makes Auckland a more enjoyable place to live.

36. During the period, residents of the Māngere-Ōtāhuhu Local Board area were also able to enjoy events funded or facilitated by ATEED across the Auckland region, including the FIBA Basketball World Cup 2019 Asian Qualifier, Pan Pacific Youth Water Polo Festival, New Zealand International Film Festival, Auckland On Water Boat Show, Rugby League New Zealand vs Australia and Australia vs Tonga games, Auckland Diwali Festival, ASB Auckland Marathon, Auckland Tuatara Baseball home games, the ITM Auckland SuperSprint, Monster Energy S-X Open Auckland, Farmers Santa Parade, and the Wondergarden.

37. A full schedule of major events is available on ATEED’s website, aucklandnz.com

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. ATEED assesses and manages our initiatives on a case-by-case basis and engages with the Council group where required.

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

Local impacts and local board views

39. Local Board views on some of the local initiatives are included in this report. For all other parts of the overarching six-monthly ATEED report local board views are not sought for the purposes of this report.

Tauākī whakaaweawe Māori

Māori impact statement

40. The proposed decision to receive the six-monthly report has no impact on Māori. ATEED assesses and responds to any impact that our initiatives may have on Māori on a case-by-case basis.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. The proposed decision to receive the six-monthly report has no risk. ATEED assesses and manages any risk associated with our initiatives on a case-by-case basis.

Ngā koringa ā-muri

Next steps

43. ATEED will provide the next six-monthly report to the Local Board in August 2019 and will cover the period 1 January to 30 June 2019.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Samantha-Jane Miranda, Operational Strategy Advisor (ATEED)

Authorisers

James Robinson - Head of Strategy and Planning (ATEED)

Rina Tagore - Relationship Manager Mangere-Otahuhu & Otara-Papatoetoe

Māngere-Ōtāhuhu Local Board

20 March 2019

Allocation of funding to Citizens Advice Bureaux

File No.: CP2019/03403

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the proposed new model for allocating funding to Citizens Advice Bureaux (CAB) and on increasing the baseline grant to Auckland Citizens Advice Bureaux Incorporated (ACABx) by $200,000 in 2019-2021.

Whakarāpopototanga matua

Executive summary

2. There are 32 CAB sites in the Auckland region, operated by 11 separate CAB organisations. Bureaux staff and volunteers offer free information, advice, referral and client advisory service to local communities.

3. Local boards hold relationships with their local bureaux, which report on service usage and other matters of interest to the community.

4. In 2018/2019, council granted $2.067 million to ACABx conditional on staff and ACABx jointly developing a new funding model to be agreed by 1 April 2019.

5. The new model developed with ACABx is population-based with a deprivation factor to reflect communities with high needs and access constraints.

6. Feedback is sought from the local board on the new funding model and the retention of the additional $200,000 to baseline funding of $1.867 million provided to ACABx in 2018/2019.

7. Local board feedback will be included in the report to the Environment and Community Committee in May 2019 to approve a new funding model for CAB.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) approve feedback on the new model for allocating funding to Citizens Advice Bureaux (based on 90 per cent population and 10 per cent deprivation) and on increasing the baseline grant to Auckland Citizens Advice Bureaux Incorporated by $200,000 in 2019-2021 (refer to Attachment A to the agenda report).

Horopaki

Context

8. ACABx was established in 2012 to provide a support structure for funding from council and other bodies and the development of a strategic direction for the service in the Auckland region.

9. Currently there are 32 Auckland CAB sites in 18 local board areas (refer Attachment B). There are no sites in Franklin, Great Barrier and Upper Harbour.

10. Auckland bureaux are members of ACABx and Citizens Advice Bureau New Zealand (CABNZ). The role of CABNZ is to support membership standards and influence development of social policies and services at a national level.

11. In 2018, a joint working group of council staff and ACABx was established to develop a new funding model for Auckland bureaux.

Auckland Council funding of CAB

12. In 2018/2019, council granted $1.867 million to ACABx, which distributes funding to bureaux to provide services across Auckland.

13. Through council’s 10-year Budget 2018-2028, an additional one-off grant of $200,000 was approved to maintain and develop the service in the 2018-2019 financial year (resolution number GB/2018/91). The ACABx board have distributed $90,300 of this grant to bureaux facing financial pressure (Helensville, CAB Auckland City, Māngere). The remaining funds will be used to test new ways of delivering the service and develop a regional network provision plan.

14. Council provides accommodation for bureaux at minimal cost under community lease arrangements, which is equivalent to a $641,000 subsidy per annum. In addition to the funding through ACABx, some local boards also provide grants to bureaux for specific purposes.

15. The Environment and Community Committee set four conditions for the 2018/2019 operational grant, as shown in Table 1 (resolution number ENV/2018/48).

Table 1: Funding conditions 2018/2019

Funding condition	Progress to date
A joint review between Auckland Council and ACABx of the funding model	· Joint working group established · Considered what to include in the funding model · Agreed a new funding model and transitional arrangements
Updated Strategic Relationship Agreement to include the development of a regional network provision plan	· Revised Strategic Relationship Agreement signed between Auckland Council and ACABx with scoping and timeline for regional network provision planning to be agreed by June 2019
Improved reporting and access to consistent data on the service provided at regional and site level	· Council, CABNZ and ACABx jointly developed new report templates for bureaux to provide data and commentary on their activities · CABNZ is currently rolling out an improved database and data collection system (CABNET) which will impact the Q3/Q4 reports for 2018/2019
Strengthened and more strategic relationships between local boards and bureaux	· The revised Strategic Relationship Agreement sets out guidance on the relationship between local boards and bureaux

Tātaritanga me ngā tohutohu

Analysis and advice

Current funding model

16. The current model allocates the funding received by ACABx to sub-regional clusters of bureaux based on 2013 census population data.

17. The current funding model was implemented by ACABx with support from council as an interim approach to transition from legacy council funding to regional funding.

Council staff model

18. In April 2016, the Regional Strategy and Policy Committee resolved to:

seek information from staff regarding a review of the service after consultation with the 21 local boards on the issues raised by the Māngere-Ōtāhuhu Local Board regarding Auckland Citizens Advice Bureaux Incorporated funding, to achieve greater equity and fairness, taking into consideration social issues in local communities across Auckland (resolution number REG/2016/22).

19. A review of CAB services was undertaken, and council staff developed a revised funding allocation model using 70 per cent population, 25 per cent client usage, and 5 per cent deprivation. This model responded to the review findings and focused on funding to achieve greater equity and fairness.

20. This model was not supported by ACABx who strongly objected to the introduction of client usage as a funding factor.

New model from joint working group

21. The joint working group have developed a new funding model for bureaux using:

· 90 per cent population, using annual Statistics New Zealand population estimates

· 10 per cent deprivation to increase the capacity of bureaux to meet the complex needs of communities with higher levels of deprivation. This will support the development of new service approaches to increase the access to CAB services within these communities.

22. ACABx advise that this model will be difficult to implement at the current funding level as funding will be reduced to bureaux in the north, central and Ōtara. Some bureaux are experiencing financial pressure and any decline in funding would lead to a significant reduction in services.

23. If the annual grant of $1.867 million is increased by $200,000 per annum, ACABx have indicated that the new funding model could be implemented without service reductions if bureaux continue to receive funding at the 2018-2019 level at a minimum. To further moderate the redistribution impacts of the new funding model at a bureau level, population-based increases in funding would be capped at 10 per cent for 2019-2021.

24. The application of the new funding model is shown in Table 2.

Table 2: New funding model allocations

Bureau	2018/2019 Actual	New model (current funding)	New model (plus $200,000)	Percentage difference between 2018/2019 Actual and New model plus $200,000
Helensville	$40,365	$36,872	$40,365	0
Hibiscus Coast	$51,712	$58,713	$58,920	14
Wellsford	$38,298	$36,770	$38,298	0
CAB North Shore (5 sites)	$309,030	$250,153	$309,030	0
WaiCAB (5 sites)	$298,746	$300,401	$344,999	15
CABAC (10 sites)	$499,901	$487,965	$553,597	11
Māngere (3 sites)	$169,849	$179,162	$190,494	12
Manurewa (2 sites)	$82,775	$114,454	$118.217	43
Ōtara	$86,927	$78,215	$86,927	0
Pakuranga (2 sites)	$98,662	$109,188	$109,262	11
Papakura	$86,471	$110,844	$112,628	30
Total	$1,762,737	$1,762,737	$1,962,737	11

Note: Based on 2018-2019 funding allocated. Excludes provision for premises lease payments to Auckland Council and ACABx fee (2 per cent)

25. The new funding model developed by the joint working group is the preferred model for implementation in 2019-2021. During this period, the regional network provision plan will be developed, and council’s level of investment can be confirmed and provided for as part of the 10-year Budget 2021-2031.

26. The new model supports The Auckland Plan 2050 outcome, ‘Belonging and Participation’:

· Focus area two – Accessible services and social and cultural infrastructure that are responsive in meeting people's evolving needs

· Focus area six – Focusing the council’s investment to address disparities and serve communities of greatest need.

27. The criteria applied to assess the models were developed by the joint working group. Consideration is given to equity, responsiveness to population growth and community need. Under the Auckland Plan 2050, adopting an equitable approach means prioritising the most vulnerable groups and communities to achieve more equitable outcomes. An assessment of the funding allocation model is shown in Table 3.

Table 3: Funding model assessment

Criteria X does not meet ü partially meets üüfully meets	Current model	Council staff model	New model from joint working group (preferred model)
Equity	X	ü	üü
Population growth	X	üü	üü
Community need	X	üü	üü
Advantages	ACABx used the current funding model to transition to regional funding from legacy arrangements	Uses latest population estimates to reflect future growth Deprivation factor supports equity for populations with complex issues and access constraints Client usage as a proxy indicator of community need which takes into consideration that service users do not necessarily just access services in the area they live	More equitable across Auckland with population-based funding covering all the region except Great Barrier Island Uses latest population estimates to reflect future growth Targeted deprivation factor (NZDep2013, deciles 8-10) supports equity for populations with complex issues and access constraints Provides platform for Auckland Council and ACABx to work together to develop a regional network provision plan Supported by ACABx if additional funding is retained
Disadvantages	The legacy cluster funding arrangements do not provide for service development Relies on 2013 census data Does not target funding for populations with complex issues and access constraints	Not supported by ACABx because client usage data does not consider the range of complexity in interactions from simple information requests to lengthy interviews Redistribution of bureaux funding within current funding envelope could lead to service reduction unless alternative funding is sourced	Redistribution of bureaux funding within current funding envelope could lead to service reduction unless alternative funding is sourced

28. A comparative overview of the funding models is provided in Attachment C.

29. ACABx support the new model conditional on the retention of the additional 2018-2019 one‑off funding of $200,000 as part of the baseline operational grant. This increased funding level would ensure that no bureaux would lose funding when the model is implemented in 2019-2020. Increased funding enables the inclusion of the Franklin population in the new funding model.

30. ACABx has indicated that the funding for deprivation will be allocated to bureaux for initiatives to enhance access to services and to trial the development of new service models.

31. Staff support the new model as it starts to address equitable services across Auckland through population-based funding and targeted deprivation. The model provides a platform for future service growth and the development of a regional network provision plan for CAB services.

32. Staff support the addition of $200,000 to the ACABx baseline grant from 2019-2020 to implement the new model and extend service funding across the region. All bureaux will receive their current or increased level of funding if council increases baseline funding by $200,000.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. Council staff from across the business work cooperatively on matters concerning CAB. Council departments and units that were consulted on the new model and involved in regional network provision planning include:

· Community Facilities and Community Places – administration of the leases for CAB premises and facility operation

· Libraries and Information – some CABs are co-located with libraries

· Service, Strategy and Integration – expertise in service design and integrating service offers.

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

Local impacts and local board views

34. Local boards provided input to the 2017 review of CAB services, which has informed the development of the new funding model. Local boards generally agreed that a higher level of funding was required to maintain services, and that any funding model needed to consider the area’s demographics and other needs in addition to overall population.

35. Overall, local boards reported that they had a good relationship with bureaux, that they were providing valuable, wide-ranging services to the community, and that there was room to improve reporting, service responsiveness and equity of funding.

36. Feedback is sought from the local board on the proposed new funding model and the retention of the additional $200,000 to baseline funding of $1.867 million provided to ACABx in 2018-2019.

37. Local board feedback will be included in the report to the Environment and Community Committee in May 2019 to approve a new funding model for CAB. The report will also reflect views on the implementation of the new model from ACABx consultation with bureaux.

Tauākī whakaaweawe Māori

Māori impact statement

38. CAB services are available to all, and there is currently limited targeting of services to groups, including Māori.

39. Staff and ACABx have worked together on development of the new model and no specific engagement with Māori was undertaken.

Ngā ritenga ā-pūtea

Financial implications

40. It is recommended that the additional $200,000 is retained in the ACABx baseline grant, bringing the annual total to $2.067 million in 2019-2021. This excludes any consumer price index adjustment.

41. The Māngere-Ōtāhuhu Local Board has provided funding from 2015-2018 to Māngere CAB to operate a CAB agency in Ōtāhuhu. Reliance on the local board funding would reduce under the new model, as the Māngere CAB would receive increased funding of 12 per cent if the $200,000 is retained in the ACABx baseline grant.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. In applying the new model without the retention of the additional $200,000, funding to the following bureaux would decline:

· Helensville (-9 per cent)

· Wellsford (-4 per cent)

· CAB North Shore (-19 per cent)

· CAB Auckland City (-2 per cent)

· Ōtara (-10 per cent).

43. If the grant is increased by $200,000 per annum, no bureaux would face a reduction in funding.

44. There is a risk of reduction in CAB services in some communities if funding declines to bureaux. To mitigate this risk, it is recommended that the additional $200,000 is retained.

Ngā koringa ā-muri

Next steps

45. Local board feedback will be included in a report to the Environment and Community Committee in May 2019 to approve a funding model.

46. Staff will work with ACABx to scope a regional network provision plan project by June 2019. The plan development will involve bureaux and other stakeholders in setting the direction for the CAB service from 2021 onwards.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Local board feedback template	51
b ⇩	Map of bureaux locations by local board	53
c ⇩	Comparative overview of funding models	55

Ngā kaihaina

Signatories

Author

Sibyl Mandow - Advisor - ACE

Authorisers

Louise Mason - GM Local Board Services

Rina Tagore - Relationship Manager Mangere-Otahuhu & Otara-Papatoetoe

No.	Title	Page
a ⇩	Locality Map	61
b ⇩	Scheme Plan	63

Māngere-Ōtāhuhu Local Board

20 March 2019

Māori naming of parks and places in the Māngere-Ōtāhuhu Local Board area

File No.: CP2019/02186

Te take mō te pūrongo / Purpose of the report

1. To agree the initial scope, priorities and work programme for Te Kete Rukuruku, a Māori naming and storytelling programme for the Māngere-Ōtāhuhu Local Board.

Whakarāpopototanga matua / Executive summary

2. Te Kete Rukuruku is a programme involving the collection and telling of the unique stories of Tāmaki Makaurau. A subset of this programme is the Māori naming of parks and places which involves the reclamation or identification of new Māori names and narratives across Tāmaki Makaurau.

3. Te Kete Rukuruku is a programme that responds to strong feedback from mana whenua about the current naming practices across Council which are somewhat unpredictable and appear to place low priority and visibility on Māori naming and narratives.

4. The programme also responds to the Auckland Council Māori Language Policy adopted in 2016 (refer Attachment A).

5. Te Kete Rukuruku is a partnership between the Auckland Council and the 19 mana whenua of Tāmaki Makaurau. Mana whenua have been actively working on the programme over 2017/18 and have now agreed on a new Māori naming process.

6. All local boards were invited to join this programme in 2017. The Māngere - Ōtāhuhu Local Board were one of nine local boards who chose to join the programme. Two more boards have joined the programme in 2018/2019.

7. The first phase of the programme is focussed on libraries and local parks. This report is specifically seeking direction on the number of local parks to be included within this first phase.

8. Māngere - Ōtāhuhu Local Board have held two workshops over 2017/18 where the scope of the programme has been discussed and the research showing known history of existing park names has been considered and three workshops over 2018/1019 where the local board selected the names for consideration. Of the 171 local parks in Māngere - Ōtāhuhu, the local board has selected 127 for naming by mana whenua as identified in Attachment B.

9. It is expected that a follow up report, to confirm the gifted names and narratives will be delivered to the local board, in partnership with mana whenua, in 2019. Prior to adoption of any of the gifted names, a focussed communications approach will be developed to inform the local community of the project and raise awareness and understanding of the rich Māori history and values in the local board area.

10. Where the local board consider more community engagement is required for specific parks, then this engagement will be developed with the local board and undertaken prior to the proposed Māori names being adopted for specific parks.

Ngā tūtohunga / Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) note the Auckland Council Māori Language Policy 2016 (Attachment A).

b) endorse the Te Kete Rukuruku programme, including the Māori naming of parks and places, noting that it supports the visibility of te reo Māori and seeks to capture and tell the unique Māori stories of Māngere - Ōtāhuhu and Tāmaki Makaurau.

c) invite mana whenua to provide a Māori name and narrative for the list of parks detailed in Attachment B of this report.

d) note it is expected that the gifted names and narratives will be adopted by the local board for use as dual names to enrich the stories of parks and support the Māori language to be visible, heard, spoken and learnt.

Horopaki / Context

Strategic context

11. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi (Treaty of Waitangi) and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within an Auckland local government context.

12. These commitments are articulated in the council’s key strategic planning documents – the Auckland Plan, the Long-term Plan, local board plans and the Unitary Plan.

13. The Māngere - Ōtāhuhu Local Board Plan 2017 states whakaotinga 2 as: Kei te pūmanawa tonu tātou o te tikanga o te ao Māori me te Moana-nui-ā-Kiwa, outcome 2: We are the heart of Maori and Pasifika Culture …

14. Whiria Te Muka Tangata – The Māori Responsiveness Framework has been developed in response to Council's commitments and obligations to Māori in a way that will improve outcomes for all. Its purpose is to enhance and guide Auckland Council’s responsiveness to Māori. The framework articulates that council will work to ensure its policies and its actions consider:

· the recognition and protection of Māori rights and interests within Tāmaki Makaurau

· how to address and contribute to the needs and aspirations of Māori.

15. Auckland Council’s Māori Language Policy was adopted by the Governing Body in 2016 (resolution number REG/2016/89). The policy recognises council’s commitment to meeting its responsibilities under Te Tiriti o Waitangi. This policy recognises that the Māori language is a cultural treasure and an official language of Aotearoa. It notes that the Māori language and culture forms a critical part of a Māori identity that is Auckland’s point of difference in the world. Reclaiming or identifying new Māori names for local parks within the Māngere - Ōtāhuhu Local Board area provides a significant opportunity to fulfil the policy intent.

16. Key outcome areas of the Māori language policy are:

· Te reo tē kitea - Māori language that is visible

· Te reo tē rongohia - Māori language that is heard

· Te reo tē kōrerohia - Māori language that is spoken

· Te reo tē ākona - Māori language that is learnt.

17. The Māori language policy acknowledges that te reo Māori is an official language of Aotearoa and should receive equal status to English and NZ Sign Language.

18. All local boards were consulted on the Māori Language Policy. The Māngere - Ōtāhuhu Local Boards’ leadership in choosing to participate in Te Kete Rukuruku, in particular the Māori naming of parks and places programme provides the opportunity for the Māngere - Ōtāhuhu Local Board to give effect to the Māori naming policy in a meaningful way within the local board area.

19. Te Kete Rukuruku is a programme involving the collection and telling of the unique stories of Tāmaki Makaurau. A subset of this programme is the Māori naming of parks and places which involves the reclamation or identification of new Māori names for parks and facilities across Tāmaki Makaurau.

20. The programme represents a partnership between Auckland Council and the 19 mana whenua of Tāmaki Makaurau.

21. The programme directly responds to the Auckland Council Māori Language Policy adopted in 2016

22. Local boards are delegated decision-making authority for naming most local parks and facilities.

Project scope

23. The scope of Te Kete Rukuruku programme, and particularly the Māori naming of parks and places, is defined as the naming, renaming or dual naming of parks and places throughout Tāmaki Makaurau.

24. The programme recognises there was a rich layer of Māori names that existed across Tāmaki Makaurau. The programme provides an opportunity for Aucklander’s to learn te reo, Māori history and Māori values relevant to places throughout Tāmaki Makaurau.

25. In line with the Māori Language Policy, reclaiming or identifying new Māori names for parks and places will have the following benefits:

· accelerate the public visibility of the Māori language as a cultural treasure which is at the heart of Māori identity

· contribute to the Māori language being visible, heard, spoken and learnt

· celebrate and create connections with the rich Māori heritage of Tāmaki Makaurau

· enable or support storytelling and interpretation of place and communities

· provide a practical means for Council to fulfil its commitments and obligations to Māori.

26. It is expected that, in most cases, Māori naming will be dual naming. Dual naming means that a Māori name is added to the existing name thereby enriching the stories about that place or facility and not taking away from an existing name. For the public this means signs will present both names and in line with the Māori language policy and signage guidelines the te reo Māori name will be presented first.

27. Dual naming also means that a Māori name, which is appropriate to the place, sits alongside another name that is not related in its meaning. In other words, the two names are not translations of each other but independent and unique.

Year one of the programme

28. The first phase of the project is focussed on local parks and libraries. This report focuses on the proposed approach for local parks. A separate report will follow regarding library names for Birkenhead, Glenfield and Northcote libraries.

29. Options for creating new or dual Māori names for leisure centres and other community facilities will be delivered as part of this programme in later years.

30. The Māori naming project demonstrates a best practice approach for naming in partnership with mana whenua. This practice enables a commitment to a consistent process and a strong relationship between mana whenua and the local boards as decision makers of local parks and facilities.

31. The following aspects are not included in the scope of the Te Kete Rukuruku programme although some of these may be progressed as separate projects parallel or following on from the programme:

· the naming of features or assets within a park or facility e.g. bridges and walkways

· English translations of messages within parks and facilities

· capital development

· gazetting of the name via the Geographic Board

· any change to Council brand.

32. The scale of the programme is significant. It is estimated there are 4130 parks and facilities across Tāmaki Makaurau and there are 22 council governance entities and 19 mana whenua governance entities.

Tātaritanga me ngā tohutohu / Analysis and advice

33. Within the Māngere - Ōtāhuhu Local Board area there are a total of 172 parks, of which five have an existing Māori name (3%) that is unique to the place. Note: a larger number are named after common Māori words or localities that have a Māori name e.g. Kiwi Esplanade and Mangere Domain. This compares with a regional average of 9% of parks and places with a Māori name. 61% of names in Māngere-Ōtāhuhu are either not named or named after the street.

34. The current approach to Māori naming (in most cases) is to look for opportunities to identify a Māori name as part of capital development works or when acquiring new parks or facilities. This approach (the status quo) is likely to result in no change in percentage or only a few percentage points change in any given year noting that across the region there is a lot of growth and new parks many of which are not being given a Māori name.

35. The current approach to Māori naming is seen as ad hoc and presents the following challenges:

· it is often too late i.e. the naming occurs at the end of a project thereby losing the opportunity to settle the name in hearts and minds of all those involved in the project. The opportunity is also lost for the name to inform the design and development of a place.

· the process is often not clear and mana whenua may select a name only for it to compete with another name suggested from elsewhere in the community. It is difficult and disrespectful to create a process whereby names that are gifted by mana whenua, being the Māori people with mana or authority in an area, to have their names considered as part of a naming competition.

36. This programme is about moving away from the status quo and supporting local boards to make a transformational shift in the number of Māori names and the associated visibility of te reo Māori and the unique Māori narratives. The options within the programme relate to pacing and the options for using various supporting processes.

37. The high-level process for the project is outlined in Attachment C.

38. As this process shows the number of parks and facilities where mana whenua are invited to gift a name and narrative is at the discretion of the local board.

39. It is not yet clear how far the funding that the local board has already committed to the project is likely to go as this will vary based on the significance to mana whenua of the sites chosen and their history.

40. The funding the local board has already committed to the project is likely to support between 20-50 names and narratives being identified for each of the nine local boards. However, the level of resourcing required for each site will vary based on the significance of the site and its history.

41. As a general rule it is recommended that the first list of parks or places (tranche one) are local parks where the parks are named after a street, not named or are new parks. It is also likely that in adopting new Māori names these will be applied as dual names rather than replacing an existing name although this needs to be assessed on a case by case basis.

42. The Māngere - Ōtāhuhu Local Board has had the opportunity to review the research that is available for all local parks in their rohe (area). Mana whenua have also had this opportunity. This has enabled both parties to understand where there might be greater levels of complexity and also consider their capacity.

43. Based on this review, the local parks in Māngere - Ōtāhuhu that are considered appropriate for inviting mana whenua to identify Māori names for are provided in Attachment B.

44. This would represent a transformational shift in the first phase of the project. A lesser number of parks is also appropriate however a minimum number of 20 parks are recommended to be considered in the first phase in order to achieve a transformational shift. For the reasons outlined in the section on the scope of this project this is anticipated to bring a number of benefits to the community and is recommended over the status quo.

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

45. Five workshops have been held with the Māngere - Ōtāhuhu local board to date.

46. Workshop one, on 1 November 2017, focussed on introducing the project and seeking feedback on the approach.

47. Workshop two, on 14 February 2018, provided an update on the high level communications approach and provided the local board with the research of the existing park names for review.

48. Workshop three, on 18 September 2018, direction was sought from the board on a potential list of parks for dual naming.

49. Workshop four, on 15 November 2018 provided another opportunity to look at the parks list and again on 7 February 2019. At this final workshop direction was provided on the refined parks list and this list was confirmed for presentation at this business meeting.

Tauākī whakaaweawe Māori / Māori impact statement

50. As discussed in tātaritanga me ngā tohutohu (the analysis and advice section of the report) the Māori naming of parks and places programme is a response to feedback from mana whenua.

51. The proposed programme seeks to develop a good practice approach to Māori naming, through an agreed process in partnership between mana whenua and local boards. Through this partnership it is envisaged that relationships between mana whenua and their local boards will be strengthened.

52. The role of providing Māori names in Tāmaki Makaurau rests with mana whenua. This is Māori who have mana and for which Tāmaki Makaurau is their tūrangawaewae (standing place) and they have whakapapa (a genealogical link) to the place.

53. This programme is expected to provide significant benefits to mātāwaka Māori and mātāwaka Māori organisations will be engaged and potentially become partners in the communication plan for the programme. The increase in Māori language and stories will enable matawaka Māori to see and hear their culture and language being used in their community. This is expected to increase their sense of belonging and connection. It is also recognised that many Māori are yet to learn or in the process of learning their language is in a phase of revitalisation and many Māori are not yet able to speak their language. This is programme will play a role in supporting this.

54. Approximately 20 hui have occurred with mana whenua where the issues, opportunities and the scope of the programme have been discussed. Through this regular engagement with up to 17 of the 19 mana whenua of Tāmaki Makaurau has occurred.

55. On 16 May 2018 this programme was formally and fully supported by 12 out of the 19 mana whenua of Tāmaki Makaurau.

56. The project team also provide regular programme updates to the Independent Māori Statutory Board secretariat on progress.

Ngā ritenga ā-pūtea / Financial implications

57. The Māngere - Ōtāhuhu Local Board participated in this programme in the first year and contributed $10,000. This funded a programme manager, mana whenua engagement, research and database development as well as supporting resources to progress the programme.

58. In the 2018/19 the budget is $23,000. The exact cost to be spent this year can only be confirmed once the names are confirmed and the level of significance of the sites and the number of mana whenua with an interest in the site is known. Staff will report back to the board to provide further advice on funding as we progress with this programme over the course of 2018/19.

59. The programme involves the gifting of names and narratives for nominated parks. It does not include any capital expenditure. Any new signage or capital works would occur over a number of years as signage renewals occur or if the local board sets aside budget to fast track upgrades to signage.

60. The project team are working closely with the signage renewals team to align the signage renewals work programme with the adoption of Māori names to enable the names to be seen, heard, learnt and spoken as soon as practicable.

Ngā raru tūpono / Risks

61. A number of risks have been discussed during the scoping of this programme and most of these have been mitigated through project design.

a. The volume of names and narratives and the capacity to deliver on these. The process to mitigate this is discussed at paragraph 39 and 40.

b. Māori translation of functional names for parks or facilities for example domain or esplanade adds a lot of complexity and could make Māori names quite long. As noted above a principle of the project is that the Māori name will not be a translation of the existing name. There is therefore no need to apply the functional name and in general it is not expected that this will occur for park names. However, this has occurred with libraries and may be considered for other facilities. This will be discussed in future reports as part of the next phase of the programme.

c. Where there are multiple iwi interests there may be no agreement. There are overlapping iwi interests throughout much of Tāmaki Makaurau. In recognition of this, a principle of the project as agreed by mana whenua is that mana whenua will work together to provide a single name except where there is more than one traditional name for a site. However, it is noted that many of the Tūpuna Maunga (volcanic cones) have several traditional names (for example Puketāpapa and Pukewiwi are both gazetted names that sit alongside the English name Mt Roskill, so Auckland Council and the community now has a history of supporting multiple Māori names.

d. Digital naming only won’t gain traction and names will be lost. It may take some time for the names to be ‘seen’ through signage renewals. As an interim measure a Geographic Information System (GIS) database and web page is in development that can be easily searched that will provide information on the origin of the existing name and the Māori name and narrative. The communications strategy will promote the website and database so that the community can have access to it. It will also look to celebrate new names through publications, events and other means. It is noted that many of the Tūpuna Maunga have Māori names that are not yet all on signs, yet through the work of the Tūpuna Maunga Authority, media and events the Māori names have been widely used.

e. Navigation confusion / way finding – this is a potential or perceived risk but given the significant growth in Auckland and the number of new names popping up on a regular basis the placement of names in GIS and other digital forums as well as an effective communication plan is expected to mitigate any actual or perceived risk.

f. Some local boards have had negative experiences with changing the names of parks within their local area. In response to this concern the programme includes a research phase to ensure the origins of the existing names are well understood. Where current names have a significant history, they are not included in the first phase. In addition, the predominant outcome is going to be the addition of names and associated rich narratives and will not involve the removal of names. Where it is considered appropriate to replace a name the board will also need to carefully consider who the affected parties are and determine if community engagement is appropriate. In all other cases we are proposing that a strong public communications approach to enable the community to understand the process and enjoy the benefits of the additional name and narrative.

Ngā koringa ā-muri / Next steps

62. The list of parks that is endorsed by the Māngere - Ōtāhuhu local board will be provided to mana whenua inviting them to gift names and narratives.

63. Those mana whenua with an interest in these parks will undertake research and, where necessary, will work together to agree a single name and narrative to be gifted to the local board.

64. In parallel with the mana whenua naming process, the project team will work closely with local board communications team to develop a tailored communications plan for the local board area.

65. The project team will also continue to work closely with the signage renewals delivery team to seek opportunities for new Māori names to be part of signage renewals.

66. The decision as to dual naming or replacing names with a Māori name does not need to occur until the names and narratives are gifted by mana whenua and first considered by the local board. It is proposed that this occur at a non-decision making meeting. At this time the local board can finalise the option of dual naming or not and also consider if the proposed naming is likely to trigger the need for community engagement.

67. Dual naming is expected to make up the largest number of new Māori names and, in general, it is expected that an effective communications programme to inform the community of the new names and narratives will be the appropriate approach.

68. A report to confirm the gifted names and narratives is anticipated during 2019.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Māori Language Policy	73
b ⇩	Tranche one list of park names	81

Ngā kaihaina / Signatories

Authors

Jane Aickin - Kaiwhakahaere Te Waka Tai-ranga-whenua

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Rina Tagore - Relationship Manager Mangere-Otahuhu & Otara-Papatoetoe

Māngere-Ōtāhuhu Local Board

20 March 2019

2.

Te Pane o Mataoho

Mangere Mountain Education Trust

Draft Statement of Intent 2019-21
and Draft Funding Agreement
1 March 2019
DRAFT For submission to Auckland Council
pursuant to Cl.2, schedule 8.of the
Local Government Act 2002

He Mihi

Ka ū anō ngā tai o Rehu o Tiu

E Rongo, tūria ki te matahau

Tū te winiwini

Tū te wanawana
Tihewa mauri ora

Ko ia te tīmatanga o te whakaaro nui

Ko te wehi ki tō tātou Atua

Ko ia hoki te tīmatatanga me te whakamutunga o ngā mea katoa

He whakahōnore nei i te ingoa o tō tātou Kīngi Tuheitia

E noho ake nei i runga i te ahurewa tapu o ōna mātua me ōna tūpuna

Ka huri a tātou mihi ki ngā tini mate kua hinga

Kua wehe atu nei ki tua o te ārai, ki te wāhi ngaro

Ki a rātou haere, haere, haere

Ēngari ki a tātou

Ki ngā kanohi ora e tau nei

Tēna koutou, tēna koutou, tēna koutou katoa

This mihi was gifted to Te Pane o Mataoho - Mangere Mountain Education Centre by Te Waiohua kaumatua the late Maurice Wilson. It acknowledges the physical, cultural and spiritual landscape surrounding Mangere Mountain; the creator, God; the Kingitanga; those loved ones who have gone beyond the veil; and finally, we the living, the legacy of those who have gone before us.

FOREWORD

The Mangere Mountain Education Trust is an Auckland Council Controlled Organisation (CCO) binding together the shared heritage and educational interests of the Council, and Mana Whenua of Te Pane o Mataoho, te Waiohua. Both parties are signatories to the underlying Trust Deed and each appoints Trustee representatives. Operating funds are provided through a Funding Agreement by a Council grant (approx.75%) and from revenue earned by the Education Centre, mainly from organised school groups of children (approx. 25%). The Trust is the lease/licence holder of Council controlled Reserves land on the eastern slopes of the maunga.

As the Mangere Mountain Education Trust moves into a time where Te Pane o Mataoho has built and consolidated a reputation to provide successful pathways for future use in local schools, it is our future aspirations and hopes that all areas of the centre becomes a requirement in teaching and learning for our future learners. In creating a document which allows teachers to utilise spaces such as Te Whare o Tawhiao (Tawhiao’s House), and Te Ipu o Mataoho (The Crater of Mataoho), MMET will be able to ensure that experiences within these areas of learning are appropriate and specific.

The Centre specialises in hands-on, out of classroom experiential learning, focussed on Te Pane o Mataoho/Mangere Mountain, its geology and cultural importance to te Waiohua, and its significance as an identifying landmark and cultural heritage to the surrounding urban community and the wider regional community.

Provision of operating funds has been secured only until the end of 2020-21. This apparently reflects a wish by the Mayor and Councillors to revisit the CCO status of the Trust, and its location within Council and its agencies. The Mangere Mountain Education Trust welcomes such a re-assessment and realignment, and seeks to participate in negotiations to minimise disruption and uncertainty to staff and patrons, and to secure the best outcomes for the maunga. However because of the uncertainty of future funding and governance arrangements this Statement of Intent covers only the next two years 2019-21, in some parts.

This Statement of Intent document and the accompanying Business Plan for Year Ended June 2020 will be discussed with the public, and available for comment at the MMET AGM.

Christopher Whaanga

Chairman

Mangere Mountain Education Trust

1 March 2019

Table of Contents

1. LOCATION MAP OF MANGERE MOUNTAIN EDUCATION CENTRE 5

2. PURPOSE OF STATEMENT OF INTENT 6

3. ABOUT MANGERE MOUNTAIN EDUCATION TRUST and Education Centre 6

4. MMET’s CONTRIBUTION TO THE AUCKLAND VISION 7

Contribution to Auckland Plan: 7

Contribution to MANGERE-OTAHUHU LOCAL BOARD PLAN: 8

5. MMET sTRATEGIC OBJECTIVES 9

6. Two YEAR WORKPLAN TO DELIVER ON STRATEGIC DIRECTION 10

7. Key projects and initiatives 11

8. Engagement with PARTNERS 14

9. PERFORMANCE OUTLOOK 15

10. SUMMARY FINANCIALS 16

FINANCIAL GOVERNANCE 16

FINANCIAL OUTLOOK

FINANCIAL FORECASTS 17

11. APPROACH TO GOVERNANCE 19

PUBLIC MEETINGS 19

Reporting 19

GOVERNANCE 20

APPENDIX 1: ASSURANCE OF MMET EDUCATIONAL UNITS QUALITY AND RELEVANCE 21

APPENDIX 2: Draft funding agreement for mangere mountain education trust 24

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1. LOCATION MAP OF MANGERE MOUNTAIN EDUCATION CENTRE

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2. PURPOSE OF STATEMENT OF INTENT

In accordance with the Local Government Act 2002 (Schedule 8) this annual Statement of Intent (SOI) publicly states the activities and intentions of Mangere Mountain Education Trust (MMET) for the next two years, and the objectives to which those activities will contribute. This SOI includes performance targets and other measures by which the performance of MMET may be judged in relation to its objectives.

3. ABOUT MANGERE MOUNTAIN EDUCATION TRUST AND EDUCATION CENTRE

Mangere Mountain Education Trust operates an education centre on the slopes of Te Pane o Mataoho/Mangere Mountain. It is a distinctive place of learning. It combines high quality discovery-led out of classroom learning experiences, with events and activities that serve regional schools, combined with domestic and international visitors to the Auckland Region. The Centre also organises programmes for school holiday, weekend and other leisure periods and for specialist groups. It is a recognised Auckland destination.

The Trust now has more than two decades of experience in delivering high quality information and educational programmes based at the Centre, on the mountain and its surrounds. Care has been taken to ensure that programmes have been educationally audited and aligned with the School Curriculum. Over the next two years it is intended to develop this audience, and build the educational support base for the centre. One of the new facilities recently commissioned is King Tawhiao’s cottage - restored and relocated by the Council and volunteers on an expanded MMET site. MMET plans that the cottage will become a focal point for new learning activities associated with the history and events in the locality in Tawhiao’s time.

The patronage has grown significantly since 2015-16. In the last two years, there has been a focus on increasing engagement with local schools in the Mangere Otahuhu area, while numbers have increased from across the Region. While student throughput remains important to the profile and achievement of the Centre It is intended to focus performance measurement more on assurance of the quality of the experience and measured learning outcomes.

The history of the Centre from its establishment in the 1990s has been outlined in the 2015 and 2016 Statements of Intent. Trustees are appointed by Auckland Council (4) and Te Waiohua (2), and the Trust operates as a fully reporting Auckland Council CCO.

The heart of the Centre and its programmes is the maunga itself. Te Pane o Mataoho/Mangere Mountain is a 106m high scoria cone, and the best preserved in the Auckland volcanic field. It has a whole suite of volcanic landforms and features, which illustrate the processes characteristic of Tamaki Makaurau. Te Pane o Mataoho has a rich history of human endeavour and of cultural, economic and technological innovation and development. It has been occupied by Maori from their earliest arrival. In pre-European times it was the central feature of dense “urban” and agricultural settlement stretching seven km south to Otuataua and Matukutururu, along the Manukau Harbour coast. Today, the Mangere Mountain Reserves are a complex of more than 20 contiguous allotments covering nearly 40ha owned mainly by the Crown and controlled variously by the Tupuna Maunga o Tamaki Makaurau Authority, the Auckland Council Governing Body and Mangere-Otahuhu Local Board. The Trust holds a Reserves Act lease and licence covering its land on the eastern flanks of the Mountain.

3. MMET’s CONTRIBUTION TO THE AUCKLAND VISION

The volcanic landforms that shape urban Auckland set this city apart from all others and are a record of the physical and cultural processes that in the aggregate originally gave to this place its own recognisable character. Te Pane o Mataoho - Mangere Mountain - is one of the richest of those heritage features, and today one of the most intact. The job of the Mangere Mountain Education Trust is to make this maunga and its surrounds, knowable, accessible and respected by residents and visitors alike, so that they understand quintessential Tamaki Makaurau.

The Auckland Plan is the Council’s roadmap to deliver on Auckland’s vision to be the most liveable city. This is a thirty year plan that is under-pinned by a set of outcomes and transformational shifts to achieve this vision which help ensure we focus on the right things.

To receive latest table from Council

CONTRIBUTION TO THE AUCKLAND PLAN

Auckland Plan sets strategic direction and transformational shifts to achieve actions, targets and outcomes that are required to achieve the vision to be the world’s most liveable city. The Mangere Mountain Education Trust plays a part in delivering on actions and targets. In particular, the Mangere Mountain Education Trust’s actions which contribute to the shifts are outlined below:

Auckland Plan	MMET contribution	How MMET contributes
Maori social and economic wellbeing	Primary	MMET contributes to the investigation, recording, interpretation and dissemination of information about the culture and heritage of Mangere Mountain and its environs.
Children & young people	Primary	MMET specialises in outside the classroom, discovery-led educational programmes, field trips, guided walks and displays
Environmental action & green growth	Primary	Outside the classroom, discovery-led educational programmes, field excursions, gardens and exhibitions. Research and publications related to the heritage of Mangere Mountain.
Outstanding public transport	N/A	Centrally located on Bus route. Distant schools have additional transport costs.
Quality urban living	Secondary	Adds a layer of heritage, cultural and environmental richness to life in Auckland
Raised living standards	Secondary	Understanding of the Mangere Mountain heritage adds to quality of life, and local pride

Contribution to MANGERE-OTAHUHU LOCAL BOARD PLAN:

In addition to the region-wide aspirations to create the world’s most liveable City, The Mangere-Otahuhu Local Board have articulated the outcomes they seek in order to achieve the City vision in their local area, in their 2017 Local Board Plan. There is a close alignment between those outcomes and the objectives and actions of MMET, as shown in the following table:

Mangere- Otahuhu Local Board Plan	MMET contribution	How MMET contributes
Outcome 1: A strong local economy.	Primary	MMET is a business. It employs skilled and knowledgeable locals. It creates jobs in its field and works closely with the local business association.
Outcome 2: We are the heart of Maori and Pasifika culture	Primary	In all education programmes/events MMET makes a strong statement about the Maori identity of Mangere and some Pasifika underpinnings of that, along with the importance of understanding the cultural traditions and history, which give this place its own distinctive identity.
Outcome 3: Protecting our natural environment and heritage	Primary	Mangere Mountain is a spectacular physical and cultural heritage site of national significance. MMET helps protect and understand this place, and it teaches respect and the need to care for these treasures.
Outcome 4: A well connected area.	Secondary	The Education Centre is easily accessible. MMET will advocate for its inclusion in Te Araroa National Walkway.
Outcome 5: Facilities to meet diverse needs.	Primary	The Education Centre facilities are open to the public, and available for their enjoyment and learning about Mangere.
Outcome 6: A place where everyone thrives and belongs.	Primary	The Education Centre is a safe place to learn about and explore the distinctive landscape and cultures that make Mangere liveable and special.

4. MMET sTRATEGIC OBJECTIVES

The objects of the Māngere Mountain Education Trust as set out in its Trust Deed are to:

a. undertake and facilitate the study of Māngere Mountain and its related environs including, without limitation, its natural, historic and cultural values (both before and after European settlement) and spiritual significance to the Tangata Whenua

b. manage, promote and maintain the Education Centre for the purpose of:

(i) providing environmental and bicultural education programmes for young people and the wider community about the natural, historic and cultural values of Māngere Mountain and its related environs

(ii) making resources relating to Māngere Mountain, and its related environs that have natural, historical, cultural and spiritual associations with Māngere Mountain, available to teachers, students and other interested members of the public

c. provide information and assistance to the Tupuna Maunga o Tamaki Makaurau Authority, Auckland Council and the Mangere-Otahuhu Local Board in the formulation of any Reserve management plan(s) or conservation policies for each of the Māngere Mountain Reserves

d. support and contribute - but always with the agreement of the Tupuna Maunga o Tamaki Makaurau Authority and Council / Mangere-Otahuhu Local Board - to the protection and enhancement of the Mangere Mountain Reserves in accordance with any Tupuna Maunga Integrated Management Plan or other plans for those reserves, for the general benefit of the Māngere community and public at large.

e. In carrying out the objects of the Trust, the Trustees acknowledge that te Tupuna Maunga o Tamaki Makaurau Authority in some cases, and the Auckland Council Governing Body or the Mangere-Otahuhu Local Board, in others have the ultimate statutory authority for the administration of each of the Mangere Mountain Reserves.

5. Two YEAR WORKPLAN TO DELIVER ON STRATEGIC DIRECTION

The priorities for the 2019/20 and 2020/21 years reflect the growth in Centre activity to a level commensurate to the capacity and facilities of the Centre, and the pending review of the governance arrangements for the CCO, and the best organisational location for it within the Auckland Council organisational arrangements.

The following are priority tasks for 2019-22:

Governance and organisational priorities

· Prepare 3 year and 10 year strategic plans

· Work with Auckland Council, Mana Whenua and other partners to scope and provide options analysis for improved governance and organisational arrangements for MMET

Financial management priorities

· Align SOI and Funding Agreement.

· Revise monthly reporting template to include financials and key metrics.

· Secure on-going LTP provision for funding beyond 2021

Educational Priorities

· Operationalise Kingi Tawhiao whare as a quality teaching/learning space

· Trial the teaching of matauranga Maori at secondary school level, in the whare

· Expand Kingi Tawhiao Whare secondary level programmes to include. Local nineteenth century history

· Orakei Minute Books Transcription project

· Quality learning measurement project

· Review and revitalise food garden, nature garden and rongo garden planting and teaching programmes

Administrative priorities

· Input into TMOTMA Reserves Management Plan for Mangere Mountain

· Reinstate volunteer programme

· Policy and process review

· Electronic customer surveys

Capital priorities

· Research options for additional toilets and shelter to extend capacity

· Renew centre and gardens

· Entrance and evacuation signage

· Educational and interpretation signage

· Build intellectual property bank of teaching resources

6. Key projects and initiatives

Key project and initiatives

Description

Output

Contribution to strategic objectives

Obtain sustainable funding for effective action and programme delivery

Funding has been secured in the Auckland Council LTP from 2018-19 to 2020-21of $300,000 pa. Approximately $100,000 is anticipated to be earned by the centre each year. Together with any further grants or sponsorship this will be sufficient to allow modest staffing and development

Delivery of this SOI programmes and agreed levels of service.

Delivery of the Trust Objectives, and the Council’s purpose in relation to activities and in relation to the provision of services

REVISE 10-year strategic plan for MMET

Prepare a comprehensive 3 year strategic plan to run alongside improved LTP or other funding, to include education, guiding/training, programme, partnership and gardening principles and goals.

Final version to be completed by end of 2018/19 financial year for adoption by Auckland Council and Waiohua

Good governance prudence through

accountability mechanisms

Building relationships

Identify key institutional relationships to be managed including

· Te Waiohua and local Marae

· Auckland Council Governing Body

· The Mangere Otahuhu Local Board

· Te Tupuna Taonga Trust

· Te Tupuna Maunga o Tamaki Makaurau Authority

· National Agencies including DOC and MCH

· Schools and other educational partners

· Waikato Tainui

· Strategic alliances with other visitor attractions and commercial stakeholders

Because Te Waiohua are signatories to the Trust Deed and are Trustee Appointers, Makaurau and Pukaki Marae have special relationships with the Board that are to be cherished and exercised through manawhenuatanga as a growing partnership under the Treaty.

Restore managerial control of this function

Relationship section to be included in each SOI

List of institutions to be reviewed annually

Good governance and

institutional effectiveness

Institutional Standing and reputation.

Strengthening activity programmes at MMEC.

Supporting cognate Council organisations

Deliverables programme

Learning outside the classroom educational programmes on Mangere Mountain and environs

History and culture

Environment

Pre-European life

Gardening, fishing and food

research and establish flax gardens

Archaeology and history– Mountain Report (Lawlor) teaching materials and programmes

King Tawhiao’s Cottage and related programmes of activities and local history

Reserve Management planning

Facilitating research/lessons relating to new research findings from history, geology and archaeology

Volunteer programmes

Prepare a plan and performance measures for each element of the education programme.

· Participate fully in the Reserves Act Management planning being conducted by Tupuna Maunga o Tamaki Makaurau Authority with respect to Mangere Mountain Reserves.

· Outline historic programme inspired by Tawhiaio’s cottage and that period by April 2019. Initiate programme 2019-20

· Archaeology Report completed in December 2017 to be disseminated in preparation for publishing about 2021, and lessons prepared.

· Initiate and trial maatauranga Maori ki Tawhiao in the whare (Secondary level).

Contributes directly to

objectives (a) (b) (c) and (d) in Trust Deed

Strategic Alliances

Nestle Foods Ka Tuna Ka Ora programme

Stardome- tailored inbound education and visitor programmes

MOTAT- outbound outreach programmes and in bound education and visitor programmes

Potential exists to extend our programmes by working effectively with strategic alliance partners Identify and work with strategic partners who are aligned with the spirit of the Trust, to ensure we can achieve its objectives

Partners have been selected because they:

· Enhance and amplify our brand presence

· Embed MMEC as a viable visitor destination

· Augment delivery of our education programmes

· Drive visitation

· Develop new programmes and products

· Bring expertise and present opportunity for growth

· MOU’s with key partners

· New programmes that we can market to the education sector

· New visitor programmes

· Partner funded marketing

· Partner funded implementation resources

· Partner funded human resources

· Accountable increases in participation numbers, defined as new participants that would not have otherwise participated

· Accountable increases in revenue -defined as new revenue streams that are incremental

· Increase in brand health and awareness -measured by consumer unprompted and prompted response

Contributes directly to objectives (a) and (b)

Capital programme

Tawhiao’s cottage

New Toilet Block

Entrance and evacuation Signage

Publishing history

Council building project .Building Programme now complete, building blessed and tapu lifted.

To bring facilities up to Ministry of Education Standard

Upgrade and replace existing signage

Print (publish ) Lawlor report

Furnish and fit out interior. Develop appropriate learning programmes, with iwi input.

Required standards met

Clarity and security

Disseminate

Use as focal point for local history and events in Mangere in nineteenth century

Quality facilities

Profile, information and safety

Improve knowledge

Specific projects delivering on Māori outcomes

Key project and initiatives

Description

Contribution to Māori outcomes

All projects/initiatives

All projects contribute to a better understanding of the cultural and sacred importance of Te Pane o Mataoho to Mana Whenua.

The expression of mana, of identity and of well-being

New Programmes

All programmes (Reserve Management, Tawhiao cottage, flax gardens, archaeology and partnerships etc.) to be developed with hapu input and to illuminate traditional hapu perspectives.

Maaturanga Maori teaching in Kingi Tawhiao whare

With Aorere College a new initiative which facilitates tikanga learning and draws on Tawhiao’s life and time.

Strengthen Te Waiohua involvement in the design and delivery of programmes relating to their role and history

7. Engagement with PARTNERS

MMET is building relationships with key partners that can benefit the stated objective of the organisation and enhance deliverables.

· Primary Iwi relationships are with established Te Waiohua entities, notably at Makaurau Marae. The relationships are expected to benefit both parties with benefits directed to and from MMEC. The increased flow of benefits is an on-going aspiration of the MMET Trustees.

Mangere Mountain has a wider circle of Iwi with historic and contemporary associations with the maunga and its vicinity. There are also other connections that relate to the newly opened restored taonga Kingi Tawhiao’s Cottage. MMET seeks to improve those relationships in order enrich its understanding of those interests, and to enrich its programmes, consistent with the Trust objectives

· Included in our strategy is a desire to build relationships with partners within targeted influencer groups that can commit resources, skills and expertise to: Enhance our brand presence, by association embed MMEC as a viable visitor destination, augment delivery of our education programmes, drive visitation, develop new programmes and products and build revenue.

Criteria for a partner is that they must contribute from skills, funding and other resources, marketing and communication channels, reputation, community participation and support.

8. PERFORMANCE OUTLOOK

MMET has an agreed set of performance measures and targets which form the basis for accountability to delivering on council’s strategic direction, priorities and targets.

Outcome description	2018/19 measure	2019/20 measure	2020/21 measure
The Trust is governed according to best practice	Demonstrate compliance with Auckland Council’s financial management and good governance internal controls	Demonstrate compliance with Auckland Council’s financial management and good governance internal controls	Demonstrate compliance with Auckland Council’s financial management and good governance internal controls
There is a clear vision for Mangere Mountain Education Centre which drives operational planning, investment and the design and delivery of programmes	Prepare strategic and business plan	Plan is implemented	Plan is implemented
Auckland students participate and learn through educational programmes on Te Pane o Mataoho covering: · History · Environment · Pre-European life · Gardening, fishing and food · Archaeology and history · Kiingi Tawhiao’s cottage	Increase programme participation levels above previous levels of 6000 students within the upper allowable limit of approximately 11,000 visitors	Programme participation [XX] students Develop performance measure to assess quality of learning outcomes	Programme participation [XX] students Implement performance measure to assess quality of learning outcomes
	Positive feedback from at least 80 percent of schools about the quality and relevance of the programme	Positive feedback of 80 percent	Positive feedback of 80 percent
	The internal fitout and signage for Kiingi Tawhiao’s cottage to be completed, and the cottage further integrated into MMET’s education programmes and made available to the public Programmes are designed in collaboration with mana whenua to authentically represent the culture and history of mana whenua and their special relationship with Te Pane o Mataoho	Develop and refine programmes in Kiingi Tawhiao’s cottage	Develop and refine programmes in Kiingi Tawhiao’s cottage
	Ensure trained guides are in place for all programmes	Ensure trained guides are in place for all programmes	Ensure trained guides are in place for all programmes
Invest in and build key relationships with partners, in particular: · Auckland Council: the Māngere Ōtāhuhu Local Board and the Governing Body · Pukaki Marae and Makaurau Marae · Te Tupuna Maunga o Tamaki Makaurau Authority.	Maintain a governance partnership with the Māngere-Ōtāhuhu Local Board based on regular reporting and governance. Work with Pukaki Marae and Makaurau Marae to reflect Māori history in programmes, including Kingi Tawhiao’s cottage. Work with the Tupuna Maunga Authority to exercise kaitiakitanga for Te Pane o Mataoho Involve key partners in the development of the strategic and business plan	Maintain and develop relationships Participate in governance review	Maintain and develop relationships Participate in governance review

9. SUMMARY FINANCIALS

FINANCIAL GOVERNANCE

The Auckland Council Long Term Plan 2018-28 has provided $300,000 per year for the operations of the Mangere Mountain Education Trust for three years until 2021.

Certainty of funding in the short-term is critical to the Trust’s continued operation and ultimately, success and reduced reliance on Council. The Trustees request that the SOI and funding agreement be agreed in unison and that there be certainty over the timing and amount of installments for the coming year. This will ensure the Trust remains operational, is a good employer and enable some investment to improve the Centre and level of service provided to Auckland’s tamariki and wider community.

Trustees receive monthly financial reports from independent accountants for review at monthly board meetings. These reports are currently being revised to include trend analysis and key metrics. The Trust is implementing Council’s internal audit team’s recommendations for improved internal controls. Trustees seek to prudently grow and improve services offered at MMET and in-time reduce the funding per participant

In 2017/18 the Trust delivered educational programmes to 6,365 school students, 441 school holiday visitors and 302 paying adult visitors. 2018/19 is forecast to be lower. This follows reduced spend on marketing and general capacity management. This SOI has ambitious growth forecasts over the next three years, to be achieved through the appointment of a general manager (0.5 FTE), extra guides, new programmes, improved capacity management, capital investment and prudent marketing spend.

The Trustees value high quality educational outcomes. Currently the majority of programmes are delivered to primary school aged children. Rebalancing our delivery model is a priority so we serve primary and secondary school students in equal numbers.

The Trust provides discounts to lower decile schools and has forecast the percentage of lower decile school participation to grow over the next three years.

Weather impacts delivery. Included in our 2020/21 forecast is provision to investigate the feasibility of improved shelter. Investment in additional shelter will reduce cancellations for weather related reasons and allow operation throughout the year.

Currently the Trust has 3.25 full time equivalents, expected to grow to 5.6 in the next three years. Strong leadership is needed to ensure high professional standards, effective governance, quality programme delivery and partnership with MMET’s community and network. Training and support for the team and maintaining the Centre and its environs is critical to its ongoing welfare and success.

The Trust is behind on investment and maintenance of its core facilities. Investment is needed to utilize Tawhiao’s cottage, improve the programmes offered, signage, gardens and children’s area.

FINANCIAL FORECASTS

The following summary of financials supports delivery of the Trust’s objectives and performance

Operating budget ($000s)	Forecast 2018/2019	Projection 2019/2020	Projection 2020/2021
Revenue	78	99	117
Fees and charges	77	87	92
Grants and subsidies	-	12	25
Other revenue	1	-	-

Direct expenditure	239	391	403
Employee benefits	195	292	312
Other expenditure	35	60	61
Grants and subsidies	-	-	-
Projects*	9	39	30

Net direct expenditure	161	292	286
Funding from Auckland Council**	300	300	300
Adjustment for holiday leave accrual	(8)	-	-
Depreciation and amortisation	(13)	(14)	(25)

Net expenditure (income)	(118)	6	11

* Projects include expenditure directly related to other grants received, development of educational material, reviews and business plan.
** Forecast 2019 funding aligns to the LTP. Expenditure in 2019 will be less than forecast funding. Any balance will be assigned to ensuring adequate cash reserves and to bring forward investment in projects and maintenance, previously deferred.

Capital budget ($000s)	Forecast 2018/2019	Projection 2019/2020	Projection 2020/2021
Capital expenditure	8	71	64
Renewals	8	46	39
Level of service	-	25	25
Growth	-	-	-

Funded by	8	71	64
Funding from Auckland Council	-	-	-
Accumulated net surplus	8	71	64

Specific expenditure for Maori outcomes ($000s)	Forecast 2018/2019	Projection 2019/2020	Projection 2020/2021
MMET delivers education programmes about the Maori identity of Mangere and the importance of understanding the cultural traditions and history.

Operational expenditure	165	278	270
Net direct expenditure	165	278	270

Other financial information
Current value of assets	The value of assets at 30 June 2018 was $99,640, based off the audited financial statements.
Accounting policies	MMET applies tier three accounting standards.
Financial reporting	The Trust will report management results, to Auckland Council at each half year and provide the annual report once audited.
	Forecast 2018/2019	Projection 2019/2020	Projection 2020/2021
Asset sales	-	-	-
Distributions to beneficiaries	-	-	-

Trust assets ($000s)	222	301	370
Trust equity ($000s)	201	280	347
Trust equity ratio	90.5%	93.0%	94.3%

10. APPROACH TO GOVERNANCE

Auckland Council works in partnership with its CCOs and the agreed approach to governance is outlined within the CCO Governance Manual which sits alongside this SOI and also forms part of the annual binding agreement between Council and the Mangere Mountain Education Trust.

PUBLIC MEETINGS

Auckland Council CCOs are required to hold public Board meetings. In particular two public meetings are required for the following purposes:

Purpose

Date

Form of public notification

Consider shareholder (AC) comments on draft SOI

April-May 2019

MMET website invitation

Manukau Courier public notice

Notice to Trustee appointers

Consider performance against SOI targets

February

MMET Website invitation

Notice to Trustee appointers

Reporting

This Draft Statement of Intent was submitted to Auckland Council on 1 March 2019 and will be revised based on feedback from Council and stakeholders at a consultation meeting in May.

A draft half yearly report, and draft annual report will be available within 4 weeks of the respective financial periods. These reports will contain the information necessary to enable an informed assessment of the Trust’s performance in comparison with this Statement of Intent.

MMET aspires to be a high quality, high performance Trust that leads innovative, relevant practice in understanding and knowing the natural, cultural and historical landscapes of Tamaki Makaurau.

The Trust is committed to maintaining an open, co-operative and harmonious relationship with Auckland Council and Mana Whenua, Te Waiohua. MMET is registered as a charity with the Charities Services, registration number CC21761, status is registered, and the registered date is 12/03/2008. Under the Charities Services Act 2005 MMET is required to file an audited annual return within six months of the financial year end. MMET has completed all reporting requirements for the Charities Services for the last financial year ending June 2018. These may be viewed on the Charities Services website.

GOVERNANCE

Since 1995, The Manukau City Council, Te Waiohua Trust and the Department of Conservation, have, through various devices including the Mangere Mountain Centre Accord, Te Mana O Te Maunga O Mangere Whakamaaramamai Te Whakaaro Kotahi established a visitor centre and amenities for education on Mangere Mountain. In 2003 the parties and Auckland Council established the Mangere Mountain Education Trust as a Council Controlled Organisation to carry out its objectives.

As at 1 March 2019 the Trustees are:

Appointer	Name	Position	Term of appointment and expiry
Te Waiohua Makaurau Marae	Christopher Whaanga	Chair Trustee	March 2018- 21
Te Waiohua	Vacant position	Trustee
Auckland Council	Dr Graeme Campbell	Trustee	18 October 2018 - 21 Second term
Auckland Council	Jan Coates	Trustee	3 October 2018-21 Second term
Auckland Council	Raquel Goldsmith	Trustee (to be confirmed)	6 December 2018-21
Auckland Council	Stephanie Tawha	Trustee	3 October 2018- 21 Second term

APPENDIX 1: ASSURANCE OF MMET EDUCATIONAL UNITS QUALITY AND RELEVANCE

EDUCATION PROGRAMMES & CURRICULUM LINKS

PROGRAMME

LEARNING AREAS

LEVELS & STRANDS

GUIDED WALKS / NGĀ HIKOITANGA

The Work of the Ancestors / Ngā Mahi a Ngā Tūpuna

(Archaeological Walk)

Explore Māori migration through the Pacific to NZ, learn oral histories of the first inhabitants, Te Waiōhua and discover remnants of their former pā and papakainga sites. Learn about the availability and use of natural resources and the significance of some local Māori place names

The Wrath of Mataoho / Te Hihiri o Mataoho

(Geological Walk)

Learn about the Auckland volcanic field and oral histories pertaining to its creation and Mangere Mountain. Explore its geological features and environmental conservation

English / Te Reo Māori

Social Sciences / Tikanga-ā-Iwi

Learning Languages

English / Te Reo Māori

Science / Pūtaiao

Learning Languages

Level 1, 2, 3 & 4, Listening, Reading & Viewing – Oral histories of Te Waiōhua, Mangere Mountain and the local area

Level 2, 3 & 4, Social Studies

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

Level 1, 2, 3 & 4, Listening, Reading & Viewing – Oral histories of Te Waiōhua, Mangere Mountain and the local area

Level 1 & 2, 3, 4, Nature of Science

Level 1 & 2, 3, 4, Planet Earth & Beyond

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

HANDS-ON WORKSHOPS / NGĀ MAHI Ā-RINGA

Flax Work / Mahinga Harakeke

Learn Māori customs and traditions relating to flax and how to harvest, prepare & weave small items

Gardening / Mahinga Māra

Learn about traditional foods brought by Māori to NZ, explore traditional gardening techniques and experience using traditional Māori gardening tools

Kite Making / Manu Taratahi

Learn Māori customs and traditions associated with traditional kites, use natural resources to make a miniature kite

Māori Medicine / Rongoā Māori

Learn Māori customs and traditions associated with common medicinal plants and how to identify them. Explore how medicinal plants and other natural resources were used for healing and medicinal purposes

Poi Making / Hanga Poi

Learn Māori customs and traditions associated with making and using traditional and modern poi. Identify natural and synthetic resources used to make your own small modern poi

Stick Games / Tītī Tōrea

Learn to play traditional stick games to strengthen hand-eye coordination and working together in unison

Traditional Games / Tāonga Tākaro

Learn to play traditional Māori hand games to strengthen hand-eye coordination, focus and skill

Traditional Tools / Tāonga Taputapu

Learn Māori customs and traditions associated with traditional tools. Identify natural resources used to make tools and explore traditional tool making techniques

Technology / Hangarau

The Arts / Ngā Toi

Learning Languages

Health and PE / Hauora

Science / Pūtaiao

Learning Languages

Technology / Hangarau

The Arts / Ngā Toi

Learning Languages

Health and PE / Hauora

Science / Pūtaiao

Learning Languages

Technology / Hangarau

The Arts / Ngā Toi

Learning Languages

Health and PE / Hauora

The Arts / Ngā Toi

Learning Languages

Health and PE / Hauora

Learning Languages

Technology / Hangarau

Learning Languages

Level 1, 2, 3, 4, Technological Practice, Technological Knowledge, Nature of Technology

Level 1, 2, 3, 4, Visual Arts

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

Level 2, Healthy Communities & Environments

Level 4, Movement Concepts & Motor Skills

Level 3 & 4, Living World

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

Level 1, 2, 3, 4, Technological Practice, Technological Knowledge, Nature of Technology

Level 1, 2, 3, 4, Visual Arts

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

Level 2, Healthy Communities & Environments

Level 3 & 4, Living World

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

Level 1, 2, 3, 4, Technological Practice, Technological Knowledge, Nature of Technology

Level 1, 2, 3, 4, Visual Arts

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

Level 4, Movement Concepts & Motor Skills

Level 1 & 2, Dance

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

Level 4, Movement Concepts & Motor Skills

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

Level 1, 2, 3, 4, Technological Practice, Technological Knowledge, Nature of Technology

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

JOINT PROGRAMMES

Cook for Life / Ka Tunu, Ka Ora

A four-hour programme that starts with a guided walk over Mangere Mountain, showing how early Māori cultivated, harvested and stored food. Students will then harvest fresh organic produce grown and in our food gardens to prepare and enjoy healthy, delicious, and affordable meals. A certificate of completion and take-home resources are awarded to students at the end of the programme to continue what they’ve learned in their own environment.

Health and PE / Hauora

Science / Pūtaiao

Social Sciences / Tikanga-ā-Iwi

Technology / Hangarau

Learning Languages

Level 2, Healthy Communities & Environments

Level 3, Personal Health & Physical Development

Level 3, Healthy Communities & Environments

Level 4, Movement Concepts & Motor Skills

Level 3 & 4, Living World

Level 2, 3 & 4, Social Studies

Level 3, 4, 5, 6, 7, 8, Technological Practice, Technological Knowledge, Nature of Technology

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

Land and Sky / Te Rangi me te Whenua

A four-hour programme that starts with a guided walk over Mangere Mountain, showing how our ancestors worked the land and understood the seasons. Our guides share information about traditional crops, agricultural methods, and the influence of the sun and weather systems then the team from Stardome explore daytime astronomy. You will make a human sundial, or a paper one. Stardome also set up their portable Pipehenge, which shows the arc of the sun as it changes throughout the year. You also participate in a flax-weaving workshop and create Land and Sky bracelets. These include a modern UV sun bead that changes colour when exposed to sunlight.

English / Te Reo Māori

Social Sciences / Tikanga-ā-Iwi

Learning Languages

Science / Pūtaiao

Level 1, 2, 3 & 4, Listening, Reading & Viewing – Oral histories of Te Waiōhua, Mangere Mountain and the local area

Level 2, 3 & 4, Social Studies

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

Level 1, 2, 3 & 4, Planet Earth & Beyond, Physical World

Myths, Legends, and Oral Histories / Ngā Kōrero Tuku Iho

A four-hour experience delivered in partnership with the Stardome Outreach education team. Learning activities and outcomes include a 1.5 hour guided walk with rich informational content drawn from local oral histories combined with visual daytime astronomy using iPad-based technology. The programme connects Maori language, cultural beliefs, local and general Maori stories with those of other hemispheres and civilisations through the medium of the sky and its constellations.

English / Te Reo Māori

Social Sciences / Tikanga-ā-Iwi

Learning Languages

Science / Pūtaiao

Level 1, 2, 3 & 4, Listening, Reading & Viewing – Oral histories of Te Waiōhua, Mangere Mountain and the local area

Level 2, 3 & 4, Social Studies

Level 1, 2, 3 & 4, Communication, Language Knowledge, Cultural Knowledge

Level 1, 2, 3 & 4, Planet Earth & Beyond, Physical World

APPENDIX 2: Draft funding agreement for mangere mountain education trust

Subject to agreement with Auckland Council

[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

[3] This activity is subject to local boards prioritising local economic development, and subsequently allocating funding to local economic development through their local board agreements.

[4] This does not reflect all filming that takes place in studio, private property or low impact activity that wouldn’t have required a permit.

[5] This includes Local Board fees only, other permit fees directed to Auckland Transport (Special Events) and Regional Parks. Figures exclude GST and are as per the month the permit was invoiced, not necessarily when the activity took place.

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

Outcome	Outcome description	Key performance indicators or delivery requirements	2017/18 result	Frequency and date of reporting
1. Good governance	The Trust is governed according to best practice	a) The Trust continues to comply with the financial management internal controls specified in Attachment A	Not applicable	Internal controls (in Attachment A) will be monitored quarterly until end 2018/19
1. Good governance	There is a clear vision for Mangere Mountain Education Centre which drives operational planning, investment and the design and delivery of programmes	b) Prepare a strategic and business plan which details: · What the vision is for the centre over the next five years · The capital and operational investment needed to give effect to the plan is set out in a business plan with a funding impact statement	Not completed in 2017/18	Completed by end of 2018/19 year
2. Delivering high-quality education outside the classroom	Auckland students participate and learn through educational programmes on Te Pane o Mataoho covering: · History · Environment · Pre-European life · Gardening, fishing and food · Archaeology and history · Kiingi Taawhiao’s cottage	c) The Trust should aim to increase programme participation levels above previous levels within the upper allowable limit of approximately 11,000* visitors in 2018/19	Programme participation in 2017/18 was 6160 students (ECE to secondary) and 8177 visitors overall	Six-monthly (reported in January and July)
		d) Positive feedback from at least 80 percent of schools about the quality and relevance of the programme	New measure
		e) The internal fitout and signage for Kiingi Taawhiao’s cottage to be completed, and the cottage further integrated into MMET’s education programmes and made available to the public f) Programmes are designed in collaboration with mana whenua to authentically represent the culture and history of mana whenua and their special relationship with Te Pane o Mataoho	New measure
		g) Ensure trained guides are in place for all programmes	New measure
3. Connected to its strategic partners	Invest in and build key relationships with partners, in particular: · Auckland Council: the Māngere Ōtāhuhu Local Board and the Governing Body · Pukaki Marae and Makaurau Marae · Te Tupuna Maunga o Tamaki Makaurau Authority.	h) Maintain a governance partnership with the Māngere-Ōtāhuhu Local Board based on regular reporting and governance. i) Work with Pukaki Marae and Makaurau Marae to reflect Māori history in programmes, including Kingi Taawhiao’s cottage. j) Work with the Tupuna Maunga Authority to exercise kaitiakitanga for Te Pane o Mataoho k) Involve key partners in the development of the strategic and business plan	Not measured previously	Six-monthly (reported in January and July)

Mayor Phil Goff	Metro Sector representative on the National Council
Councillor Penny Hulse	Chair of Zone One and Zone One representative on National Council, Member Conference Committee
Deputy Mayor Bill Cashmore	Auckland Council representative on Regional Sector
Councillor Wayne Walker	Auckland Council representative on Zone One
Councillor Alf Filipaina	LGNZ Te Maruata Roopu Whakahaere
Councillor Richard Hills	Member Policy Advisory Group
Waitematā Local Board Chair Pippa Coom	Member Governance and Strategy Advisory Group

Author	Janette McKain - Local Board Democracy Advisor
Authorisers

Author	Janette McKain - Local Board Democracy Advisor
Authoriser	Rina Tagore - Relationship Manager Mangere-Otahuhu & Otara-Papatoetoe