Agenda of Manurewa Local Board

A board member will lead the meeting in prayer.

At the close of the agenda, member Dave Pizzini had given his apologies.

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

4 Confirmation of Minutes

That the Manurewa Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 21 February 2019, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Deputation - Andrew Rawhiti

Te take mō te pūrongo

Purpose of the report

1. Andrew Rawhiti will speak to speeding concerns on Wordsworth Road, Manurewa.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) thank Andrew Rawhiti for speaking to his concerns about speeding on Wordsworth Road, Manurewa.

8.2 Deputation - Tony Rakich

Te take mō te pūrongo

Purpose of the report

1. Tony Rakich will speak to his concerns regarding the high number of near misses at the intersection of Claude Road and Alfriston Road, Manurewa, and the bus stop congestion also creating near misses near Magic Way, Manurewa.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) thank Tony Rakich for speaking to his concerns on near misses on Alfriston Road and Magic Way, Manurewa.

8.3 Deputation - Clendon Pride Project

Te take mō te pūrongo

Purpose of the report

1. Melissa Atama will present the Clendon Pride Project accountability report for their funding agreement dated 1 December 2018 - 29 January 2019.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) thank Melissa Atama for presenting the Clendon Pride Project accountability report.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	Manurewa Local Board March 2019 - Manurewa Youth Council March update	11

Manurewa Local Board

21 March 2019

Auckland Transport Monthly Update to the Manurewa Local Board - March 2019

File No.: CP2019/02571

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This month’s report includes information on the progress of the work to upgrade Te Mahia Station.

3. An update is provided on the Airport to Botany Rapid Transit link. The project team will be updating local boards during April to June 2019.

4. The design for early improvements to improve access to Auckland Airport are outlined, especially in regard to Puhinui. Public consultation on the proposals is expected between April to June 2019.

5. Progress on Board’s LBTCF projects is included in the report. The Board has $463,088 remaining in the fund.

6. This report also provides an update on various Local Board Transport Capital Fund (LBTCF) projects.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) receive the Auckland Transport March 2019 update to the Manurewa Local Board.

Horopaki

Context

7. This report addresses transport-related matters in the local board area and includes information on the status of the Local Board Transport Capital Fund (LBTCF) and LBTCF projects.

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

9. Any LBTCF projects selected must be safe, must not impede network efficiency, and must be located in the road corridor or on land controlled by Auckland Transport (though projects running through parks can be considered if there is a transport outcome).

10. AT is responsible for all of Auckland’s transport services, excluding state highways. AT 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.

Tātaritanga me ngā tohutohu

Analysis and advice

Regional projects and activities

Update on Airport Botany Rapid Transit

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

12. The project team will be updating Local Boards between April and June 2019.

Early Improvements to Airport Access

13. Puhinui Interchange:

· The preliminary design has been completed and is being reviewed by AT.

· Procurement evaluation is underway for a contractor, which includes social procurement and sustainability criteria.

· Resource consent pre-application meetings are underway.

· A paper was considered by the NZTA Board in December 2018, seeking funding approval for the detailed design phase. This is waiting on a formal decision.

14. Other early improvements:

· Concept designs are complete for the proposed Puhinui Road bus lanes, and Mangere Walking and Cycling Projects.

· The draft Business Case is on track to be completed first quarter of 2019.

· Public consultation on the proposed early improvements is expected to commence in the second quarter 2019.

Local projects and activities

Te Mahia station upgrade

15. AT has completed the majority of works at Te Mahia Station.

16. Improvements include platform drainage improvements; a new station shelter; lighting, a public announcement system, passenger information and CCTV improvements; and perimeter fencing and upgrades to the pedestrian level crossing.

17. The improvements will bring the station up to full Auckland Transport Code of Practice (ATCOP) standards.

18. Additional station signage remains to be installed which should occur within the next two months.

Local Board Transport Capital Fund (LBTCF) update

19. The Manurewa Local Board’s transport capital fund is summarised in the table below:

Total funds available in current political term (includes 2019/20 FY)	$4,010,293
Amount committed as at end of February 2019 on projects approved for detailed design and/or construction	$1,945,371
Capped contribution amount for Te Mahia station upgrade project	$2,000,000
Amount approved for Great South Rd Exeloo	$25,000
Remaining budget available to allocate by the end of the current political term · Current surplus based on above figures: $39,922. · Hill Rd improvements: final cost of $502,000 vs $525,000 FEC. Surplus: $23,000. · Exeloo: Board funding of $25,000 vs CityCare Ltd quote of $23,000. Surplus: $2,000. · Te Mahia station- $2m allocated and $1.606m spent. Surplus: $394,000. Poppy Blades: Board allocation of $8,042, spend to date $2,876 + estimated cost of $1,000 for Halsey Road. Surplus $4,166.	$463,088

20. The board’s current LBTCF projects are included in the table below (in which ROC = rough order of costs, and FEC = firm estimate of cost):

ID#

Project Description

Progress/Current Status

546

Te Mahia station upgrade

· Capped allocation of $2m

· Spend to date = $1,606,102

· On 16-Nov-17, the Board considered and endorsed a package of works to be funded by the LBTCF, and approved a maximum allocation of $2 million.

· On 19-Apr-18, the Board passed a resolution indicating its wish to include mana whenua signage at the station as part of its $2M package of works.

· Settlement for the purchase of 286 Great South Road occurred on 29-Jun-18. The Manurewa town centre (MTC) steering group is looking at options to develop the site.

Project update (including AT funded works):

· Fit-out of the shelter completed and new CCTV and PA installed.

· The platform works completed in October.

· The building on 286 GSR was demolished starting in late Oct-18. No asbestos was found at the site following a survey.

· Manurewa Town Centre (MTC) representatives met on site to discuss short-term options until the site can be developed. Suggestions preferred were a coffee cart, seating, shade, toilets, wall mural and basketball hoop.

· MTC reps have asked to meet with AT staff to discuss how the station’s current and future requirements (e.g. level crossing improvements and eventual over bridge and ramps etc) and any bus priority measures on the road will impact on the land at 286 GSR to better understand what impacts/limitations those projects will have or impose on the board’s aspirations for the site. A meeting is being scheduled.

· AC owns the land but it is managed by AT.

· A project for a billboard is being discussed and funding sought for its design and build, along with ATEED:

o The previous AT project manager in Design team is no longer available to manage this project. The project manager has offered to write a brief for 2-3 experienced consultants to respond to and then the local board can select one. The signage must conform to AT design standards in road corridor.

611

Poppy Places of Remembrance project

A project to identify street names in Manurewa related to NZ’s overseas military history

· FEC = $8,042

· Final cost = $2,876 +
Halsey Rd estimated cost of $1,000

· At its business meeting in June 2018, the local board approved $8,041.93 for the purchase and installation of poppy road name blades along Beatty Avenue, Jellicoe Road, Jutland Road, Sturdee Road, Churchill Avenue, Maich Road and Pedestal Lane.

· The signs were supplied by Road Signs and Traffic Control Equipment Ltd, and installation was completed in September 2018. Installation was undertaken by Downer without cost.

Project update:

· Final cost reported as $2,876 (excluding GST).

· Halsey Rd blade is at the contractors and is in their schedule of works for installation by 15 March. AT is conscious of the need for the blade to be in place before Anzac Day 2019.

639

‘Wordsworth quadrant’ Package 1

A project to reduce speed and improve pedestrian safety in the quadrant bounded by Browns, Roscommon, Weymouth and Russell Roads

· ROC estimate of $219,328

· At its business meeting in October 2018, the local board approved construction for ‘Package 1’ comprising four solar-powered driver feedback signs on Wordsworth Road and a raised speed table at the zebra crossing on Rowandale Avenue outside Rowandale School.

Project update:

· Project update presentation to the board is scheduled for 7 March 2019.

640

‘Wordsworth quadrant’ Package 2

A project to reduce speed and improve pedestrian safety in the Wordsworth quadrant

· ROC estimate of $647,294

· In October 2018, the board requested detailed design on ‘Package 2’ comprising five raised tables/pedestrian crossings at 157 Wordsworth Road and on all legs of the Wordsworth/ Rowandale roundabout.

Project update:

· Project update presentation to the board is scheduled for 7 March 2019.

641

‘Wordsworth quadrant’ Package 3

A project to reduce speed and improve pedestrian safety in the Wordsworth quadrant

· ROC estimate of $500,000

· In October 2018, the board approved detailed design on ‘Package 3’ being a residential speed management project for the Wordsworth quadrant.

Project update:

· Project update presentation to the board on 7 March 2019.

642

Exeloo photo film wrap

A project to enhance the appearance of two public facilities on AT-controlled land

· FEC = $21,000

· Additional CityCare Ltd quote including removal of anti-graffiti coating of Exeloo (corner of Hill Road and Great South Road) = $23,213

· In October 2018, the board authorised installation of two photo film wraps based on the estimate of $10,500 each ($21,000 total).

Project update:

· Bus station unit is complete.

· GSR unit: the board has approved expenditure of up to $25,000 for removal of anti-graffiti coating before film wrap can be applied.

· City Care has supplied a quote and informed of the need to install the wrap before 25 April.

643

Various bus shelters

Requests for ROCs alone do not incur any cost

· In October 2018, the board requested rough costs for the installation of bus shelters at the following bus stops:

a. Stop 2125 – 123 Weymouth Road: $35,000.

b. Stop 2276 – 2 Riverton Drive: $35,000

c. Stop 6796 – Wattle Farm Road (opp Ranger Place: $37,000)

d. Stop 2314 – 4 Turnberry Drive: $35,000

e. Stop 2273 – 59 Browns Road: $37,000

f. Stop 2178 – 96 Browns Road: $51,000

g. Stop 2171 – opposite 98 Browns Road: $40,000

h. Stop 6383 – 41 Redoubt Road: $41,000

i. Stop 2457 – 99 Shifnal Drive: $44,000.

Project update:

· Awaiting the board’s decision on spending priorities.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. The impact of information (or decisions) in this report are confined to AT and do not impact on other parts of the council group.

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

Local impacts and local board views

22. AT provides the Manurewa Local Board with the opportunity to comment on transport projects being delivered in the local board area.

23. The local board’s views on any proposed schemes are taken into account during consultation on those proposals.

Auckland Transport Consultations

24. Consultation documents for the following proposals have been provided to the Manurewa Local Board for its feedback:

25. Safety and Speed Bylaw 2019 - AT is proposing to reduce speeds on a large number of roads across the city, although only a small number of road speed reductions are proposed in Manurewa. The public can provide feedback on the named roads/speeds but can also propose speed restrictions on roads that AT has not addressed. Public consultation is open from 28 February to 31 March.

26. Proposed Change of Bus Stop to Bus Parking – Station Road, Manurewa – AT is proposing to install new signage at the existing yellow box road markings outside 12 Station Road in Manurewa to make the area Bus Parking At All Times. AT is seeking feedback from the Manurewa Local Board regarding the proposed works in relation to the following:

· any land development proposals or issues that may affect the proposed change to bus parking;

· any site-specific safety issues that you think would affect the proposed change to bus parking.

Traffic Control Committee (TCC) report

27. The following resolution was passed by the TCC during the month of February 2019, affecting the Manurewa Local Board area:

Street/s (Suburb)	Type of Report	Nature Of Restriction	Decision
Puaki Drive, Vogler Drive, Roscommon Road (Wiri)	Permanent Traffic and Parking changes Combined	Lane Arrow Markings, No Stopping At All Times, Traffic Island, Traffic Signal Control, Give-Way Control, Flush Median, Edge Line, No Passing	Approved in Principle

Tauākī whakaaweawe Māori

Māori impact statement

28. The proposed decision of receiving the report has no impacts or opportunities for Māori.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. Although no significant risks have been identified, AT is monitoring installation of the Halsey Rd Poppy Street sign and the Exeloo to ensure the projects are completed by Anzac Day, 25 April.

Ngā koringa ā-muri

Next steps

31. AT will provide another update report to the board next month.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Peter Wilson – Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit, Auckland Transport

Manoj Ragupathy – Relationship Manager Manurewa and Papakura

Manurewa Local Board

21 March 2019

Manurewa Local Board Grants Programme 2019/2020

File No.: CP2019/01604

Te take mō te pūrongo

Purpose of the report

1. To adopt the Manurewa Grants Programme for 2019/2020.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year.

4. This report presents the Manurewa Grants Programme 2019/2020 included as Attachment A for adoption.

Ngā tūtohunga

Recommendation

That the Manurewa Local Board:

a) adopt the Manurewa Grants Programme 2019/2020.

Horopaki

Context

5. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

6. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the each financial year. The local board grants programme guides community groups and individuals when making applications for local board grants.

7. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

· which grant types will operate, the number of grant rounds and opening and closing dates

· any additional criteria or exclusions that will apply

· other factors the local board consider to be significant to its decision-making.

8. Once the local board grants programme 2019/2020 has been adopted, the types of grants, grant rounds, criteria and eligibility with be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. The new Manurewa Grants Programme has been workshopped with the local board and feedback incorporated into the grants programme for 2019/2020.

10. The new grant programme includes grant round dates which exclude decision dates coinciding with the local government elections in October 2019.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

12. Based on the main focus of an application, a subject matter expert from the relevant department, will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

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

Local impacts and local board views

13. The grants programme has been developed by the local board to set the direction of its grants programme. This programme is reviewed on an annual basis.

Tauākī whakaaweawe Māori

Māori impact statement

14. All grant programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy. Therefore, there is minimal risk associated with the adoption of the grants programme.

Ngā koringa ā-muri

Next steps

17. An implementation plan is underway and the local board grants programme will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manurewa Grants Programme 2019/2020	33

Ngā kaihaina

Signatories

Author

Marion Davies - Grant Operations Manager

Authorisers

Shane King - Head of Operations Support

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Manurewa Local Board

21 March 2019

Proposed kauri dieback mitigation in local parks in the Manurewa Local Board area

File No.: CP2019/01933

Te take mō te pūrongo

Purpose of the report

1. To endorse high level kauri protection actions for local parks and reserves within the Manurewa Local Board area, ahead of the development of a detailed kauri dieback mitigation programme in mid-2019.

Whakarāpopototanga matua

Executive summary

2. To prevent the spread of kauri dieback and protect healthy kauri, staff have analysed all local parks and reserves in the Auckland region and developed recommended high level mitigation measures for each park.

3. This interim report provides the results of the prioritisation of local parks and reserves in the Manurewa Local Board area. The report also seeks endorsement of the recommended high level kauri protection actions prior to the development of a detailed programme of works.

4. A detailed kauri dieback mitigation programme will be presented to the board for approval at a mid-2019 business meeting. The report will identify specific works for each park and the associated implementation costs and timeframes.

5. There are approximately 350 local parks throughout the Auckland region that contain kauri. Protection of healthy kauri is the primary objective of council’s kauri dieback management approach.

6. Following the introduction of the natural environment targeted rate, additional funding is available to support the management of kauri dieback in the Auckland region. This funding is prioritised to support the protection of high value (Category A) kauri ecosystems and minimise the risk of spreading kauri dieback.

7. In the Manurewa Local Board area there are three local parks or reserves that contain kauri ecosystems. All of these parks have been analysed and allocated to one of four kauri dieback management categories, as summarised in this report.

8. Tōtara Park has been classified as the only Category A park in the local board area. This park is of high recreational value and contains a high value kauri ecosystem. Investment will be required to ensure that healthy kauri are protected.

9. Recommended mitigation measures are high level and focus on asset solutions, which could include track upgrades, re-alignment or re-routing of tracks, installation of boardwalks, and installation of hygiene stations. Non-asset solutions such as awareness-raising and education will also be undertaken.

10. Central Park has been classified as a Category B park, and David Nathan Park as a Category C park. A list of the three local parks containing kauri and the proposed high level kauri dieback mitigation measures is appended to this report as Attachment A. A copy of the recreational assessment for Tōtara Park has been appended to this report as Attachment B.

11. Further investigations are required to determine the exact nature of the necessary kauri protection works for each park in the local board area, as well as the costs and achievable timelines. These investigations will be completed in April 2019 and the results presented to the board as part of the detailed kauri dieback mitigation programme at a mid-2019 business meeting.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) endorse the following high level kauri protection measures for local parks and reserves:

i) undertake detailed investigations to determine appropriate mitigation measures (such as track upgrades, track re-alignment, track re-routing, or other physical works), and consider temporary closure until mitigation works are completed to protect symptom free high value kauri ecosystems in Category A park, Tōtara Park.

ii) discourage public access through barrier planting and signage in Category B park, Central Park.

iii) note that Category C park, David Nathan Park, is considered to contain low value kauri ecosystems and have low value recreational use, thus making it a lower priority for mitigation investment at this stage

b) note that a detailed kauri dieback mitigation programme with costs and timelines will be developed and submitted to a local board business meeting in mid-2019 for approval.

Horopaki

Context

Natural environment targeted rate funding to support the management of kauri dieback in local parks

12. In June 2018 the Governing Body adopted Auckland Council’s ten-year budget for the period 2018-2028. This included a natural environment targeted rate which will provide $311 million of additional investment towards environmental outcomes over the next decade (resolution GB/2018/91).

13. Funding has been identified within the plant pathogen workstream of the natural environment targeted rate programme to support the management of kauri dieback. Along with existing local board renewals budgets, this funding will support the provision of physical works such as upgrades of tracks in parks with high-value kauri across the local parks and reserves network.

14. Funding from the natural environment targeted rate will be integrated with existing renewals budgets where available. This funding will be focused on tracks, or sections of tracks where kauri are located within 30 metres of the track, and where the park has been identified as high priority (Category A) in accordance with the categorisation process detailed in the analysis and advice section of this report.

Overview of the kauri dieback mitigation programme

15. There are approximately 350 local parks throughout the Auckland region that contain kauri. The funding available from the natural environment targeted rate will not be able to provide for the protection of all kauri in the region.

16. To manage investment across the region, a risk-based prioritisation approach has been applied. Local parks have been analysed in terms of kauri ecosystem value, recreational value and kauri health status, noting that the council’s primary objective is the protection of healthy kauri.

17. This report focuses on the results of the prioritisation of local parks and reserves and the high level kauri protection measures recommended for each prioritisation category.

Tātaritanga me ngā tohutohu

Analysis and advice

Establishing kauri dieback management prioritisation categories for local parks

18. There are three local parks and reserves within the Manurewa Local Board area that contain kauri.

19. Each park was assessed and prioritised on the following basis:

· the value of the kauri ecosystem, which was classified as high, medium or low. A kauri ecosystem value was assigned by council ecologists based on the work undertaken by Singers et al (2017): Indigenous terrestrial and wetland ecosystems of Auckland

· the health status of the kauri, which was noted as infected, possibly infected or symptom free. This information was sourced from the council’s active surveillance programme, which includes soil sampling

· the recreational value of the park, which was identified as high, medium or low. Staff analysed key recreational activities such as recreational trails, active transport, visitor destinations, volunteer activity and sports and recreation use. Reviews of reserve management plans (if applicable) and any other relevant strategic documents were undertaken.

20. Each local park has been assigned to one of four kauri dieback management prioritisation categories, as shown in Figure 1.

Figure 1: Kauri dieback management prioritisation categories.

21. A recreational assessment for Category A park Tōtara Park has been appended to this report as Attachment B. These assessments have also identified key stakeholders with interest in the park. For high and medium recreational value sites, the assessment also describes service outcomes. Examples of service outcomes include connections, access to existing leased areas and facilities, and any planned development.

Identifying high level kauri dieback mitigation measures for local parks and reserves

22. In the context of kauri dieback mitigation, kauri-safe means that a track has a dry, mud-free surface 100 metres along the track before and after the location of kauri or kauri roots. This can be achieved in a variety of ways including boardwalks, box steps, applying soil confinement membranes and providing aggregate cover.

23. All three of the local parks that contain kauri within the local board area have been analysed and allocated to one of four kauri dieback management categories, as summarised in Table 1 below.

Table 1: Kauri dieback management categorisation of local parks in the Manurewa Local Board area.

Category	Kauri ecosystem value	Park recreational value	Park	Proposed mitigation measures
A	High to medium	High to medium	Tōtara Park	Upgrade or re-align tracks or track sections where needed, or undertake other works to protect kauri. Temporary closure may be required until works are completed.
B	High to medium	Low	Central Park	Indefinite closure of tracks.
C	Low	High to medium	David Nathan Park	Install hygiene stations at strategic locations if needed.
D	Low	Low	None	No mitigation measures.

24. Further investigations are required to determine the exact nature of the works recommended, their costs and feasible timelines for delivery. Investigations will be undertaken by a team of asset management experts and biosecurity staff.

25. Category A parks are those with high to medium kauri ecosystem value and high to medium recreational value. Selected tracks in these parks will be upgraded and/or provided with asset solutions that meet recreational outcomes and are kauri-safe. The only Category A park in the Manurewa Local Board area is Tōtara Park.

26. Investigations began in February 2019 and will be completed by April 2019. Findings will inform the development of a detailed kauri dieback mitigation programme which will be submitted to a local board business meeting in mid-2019 for consideration and approval.

27. Category B parks are those with high or medium kauri ecosystem value and low recreational value. Tracks in these parks will be recommended for indefinite closure or similar measures such as barrier planting to prevent access. The only Category B park in the local board area is Central Park.

28. Category C parks contain low value kauri ecosystems with medium to high recreation values. Tracks in these parks will generally be recommended to have hygiene stations installed at strategic locations if required. The only Category C park in the local board area is David Nathan Park.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. The recommendations in this report have been developed through collaboration between council’s Environmental Services department, Parks, Sports and Recreation department and Community Facilities department.

30. Representatives from these key departments are working as part of a dedicated and ongoing project team to ensure that all aspects of the kauri dieback mitigation programme are undertaken in an integrated manner.

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

Local impacts and local board views

31. In September 2018 a workshop was held with the local board on the natural environment targeted rate work programme and included discussion on kauri dieback management. The board were supportive of protecting kauri and preventing the spread of kauri dieback disease within their local board area.

32. Closing tracks in parks or reserves will have an impact on recreational activities available to communities in the local board area. Recreational assessments were undertaken to help determine the recreational value of each local park. Along with kauri ecosystem value and health status, park recreational values form the basis of the categorisation process used to determine suitable kauri dieback mitigation measures.

Tauākī whakaaweawe Māori

Māori impact statement

33. Kauri is a keystone species that supports a distinct New Zealand forest ecosystem, sustaining indigenous flora and fauna. Kauri is a taonga species. Auckland Council, in partnership with mana whenua, have a responsibility for the protection of the spiritual, economic and ecological values associated with this taonga and the ecosystems it supports.

34. Tāmaki Makaurau mana whenua kaitiaki kaimahi representatives have stressed the importance of the kauri species and expressed a desire to work more closely with the council and the Department of Conservation. Staff will work with mana whenua on the approach to kauri dieback on a site by site basis, where appropriate.

Ngā ritenga ā-pūtea

Financial implications

35. In May 2018, the Governing Body approved a natural environment targeted rate to support environmental initiatives, including addressing kauri dieback. The rate will raise $311 million over the duration of the Long-term Plan 2018-2028 (resolution GB/2018/91).

36. The costs of the mitigation measures proposed in this report will be supported by the natural environment targeted rate. Where track works are already programmed in the renewals budget, additional works required to protect kauri, such as removing muddy sections of track where kauri are at risk, will be funded by the natural environment targeted rate.

37. Detailed design work will be undertaken as part of the kauri dieback mitigation programme development for the local board area. This work will identify the level of funding required and clarify funding sources for the recommended works.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. Closing tracks in parks and reserves, whether temporary (until upgrade works are completed) or indefinitely (where upgrade works are not recommended) will have an impact on the recreational activities available in the local board area. This may result in additional recreational pressure on other parks and reserves.

39. To mitigate this risk, information will be provided to the public about alternative recreational activities. As part of the kauri dieback education campaign, the public will be provided with information about the reasons for the closures and the objectives of the kauri dieback mitigation programme.

40. There is also a risk of non-compliance, where mitigation measures are disregarded by the public, particularly with respect to track closures (where tracks continue to be used despite closure notices) and hygiene stations (where hygiene stations are not used, or not used correctly).

41. Risk mitigation includes the provision of appropriate information and effective implementation of track closures, including signage, physical barriers and other site-specific measures such as barrier planting.

Ngā koringa ā-muri

Next steps

42. Following the local board’s decision on the recommendations provided in this report, staff will develop a kauri dieback mitigation programme for each park in the local board area. The recommended mitigation measures will include an indicative cost and delivery timeframe.

43. A report detailing the recommended kauri dieback mitigation measures for local parks in the Manurewa Local Board area will be submitted to the board for decision at a mid-2019 business meeting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	List of local parks and reserves in the Manurewa Local Board area and recommended high-level kauri dieback mitigation measures	41
b ⇩	Recreational assessment of Category A park in the Manurewa Local Board area	43

Ngā kaihaina

Signatories

Author

Phil Brown – Biosecurity Manager

Authorisers

Gael Ogilvie – General Manager Environmental Services

Mace Ward - General Manager Parks, Sports and Recreation

Barry Potter - Director Infrastructure and Environmental Services

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Manurewa Local Board

21 March 2019

Proposed new lease to Beauford on Totara Park

File No.: CP2019/02650

Te take mō te pūrongo

Purpose of the report

1. To approve a new lease to Totara Park Cuisine (2013) Limited, on the Totara Park Homestead (currently known as Beaufords Function Centre), located at 90 Wairere Road, The Gardens, Manurewa.

Whakarāpopototanga matua

Executive summary

2. Totara Park Cuisine 2003 Limited (Beaufords) entered in to a commercial lease with Auckland Council on 1 November 2008.

3. The lease expired on 31 October 2014 and has subsequently reduced to a holding over month to month tenancy on the same lease terms and conditions.

4. Beaufords officially applied for a new 5 year lease commencing 01 April 2019 subject to approval from the Manurewa Local Board.

5. Beaufords operate a function centre in the main building referred to as the “Homestead”. The building also provides for residential accommodation.

6. This report seeks local board approval for a new commercial lease term of 5 years to Totara Park Cuisine 2003 Limited.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) approve a new commercial lease to Totara Park Cuisine 2003 Limited on the Totara Park Homestead, as outlined in attachment A of this report, subject to the following terms:

i) term is 5 years commencing 01 April 2019

ii) final expiry is 31 March 2024

iii) rent review annual rental is assessed to market level

iv) outgoings – tenant to pay 100% of outgoings including repairs and maintenance.

Horopaki

Context

7. Totara Park is a well-established park located within the Manurewa Local Board area. The site is one of the largest areas of public open space in Manukau. Beaufords of Totara Park is a historic homestead, operating since 1968 as a function center. The main income for Beaufords derives from providing wedding and conference services. Beaufords cater mainly to the residents and businesses within the areas of South Auckland. The function center is considered an iconic venue attributing to the overall ambience of the park.

8. The lease to Totara Park Cuisine (2003) Limited expired on 31 October 2014 and is currently on a ‘holding over’ month to month tenancy on the same lease terms and conditions.

9. The Beaufords function center specialises in weddings, functions and conferences and has been in operation at this site since 2003. Over the past 15 years Beaufords has contributed considerable investments into the site to provide a high-end respectable business model.

10. Beaufords’ core business is weddings of which it hosts approximately 40 receptions annually with an average number of 80 guests at each reception. Beaufords’ main clientele is made up of local families who have grown up in the area and have history and connection with Totara Park.

11. In addition to weddings, Beaufords hosts up to 50 additional celebratory functions and on average 100 conferences and workshops per year. The conferences and workshops are predominantly run by local groups, schools, tertiary institutions and businesses. The Manurewa - Takanini Rotary Club for instance utilises the site for weekly meetings and has held a regular booking at the site for the past 25 years.

12. Beaufords is faced with increased competition from new function centers opening within the Manukau area, including the Auckland airport area. As a result, Beaufords now need to redefine its business model by marketing a more cost-effective venue. There is now an opportunity to offer slightly more affordable functions within the $4,000-$6,000 range to a majority of the target market clientele in Manurewa and Manukau.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The Manurewa Local Board and Council’s Parks Sports and Recreation team expressed a desire to see Beaufords offer a selection of services to the residents and park users. Beaufords is willing to trail some alternative services, however, initial investigations have proved some of these options to be a challenge as outlined below:

· High Tea – Beaufords is investigating an option of high tea for special days. i.e. Mother’s Day and one Sunday a month. This type of use fits well into their current business operations.

· Sunday Roast – Beaufords has trialed this previously with less success but would be willing to trial again.

· Coffee Cart – Unfortunately under the Reserve Management Plan, licenses for permanent coffee cart operators are not permitted.

14. At the Manurewa Local Board workshop in August 2016, Panuku was asked to carry out an assessment on alternative commercial uses for the site, specifically café use. As part of the assessment, Panuku took into consideration various local buildings owned and leased by Auckland Council. The three sites below are closer to public transport and have better visibility, yet the feedback reflects they do not always attract a consistent enough high level of clientele:

· Café Miko located within the Botanical Gardens is a contemporary café site leased to Spotless Catering.

· Nathan Homestead Café; Community lease with council.

· 7 Hill Road, Café Chatz – relies heavily on customers visiting the library and medical centres within the complex.

15. Council’s City Parks Services completed a survey in 2016 which targeted local residents for feedback on whether they would support the Totara Park Homestead operating as a café. The overall response did not reflect support of this option.

16. Panuku has also carried out investigations on the potential use of the site as an art gallery. Art gallery use was not deemed feasible given the inability to attract the same level of commercial rental. Consideration was also given to the fact that both Nathan Homestead and the Botanical Gardens hold regular art exhibitions.

17. The manager of Beaufords resides onsite at the Homestead providing a permanent presence at the park with added security. Alternative uses may not require the option for a resident on site.

18. Panuku undertook a marketing exercise with Barfoot & Thompson to assess the commercial viability of the site in August 2017. Barfoot arranged for interested parties to inspect the site and documented feedback proceeding the site visit. The following is a summary of the feedback received:

· Location: A large portion of respondents found the location to be isolated and very much seen as a single destination venue. It was suggested that business operators could have a more public site enticing more foot traffic and existing clientele in the area, especially preferred during the winter months due to limited lighting.

· Competition from “day trippers”: Those who knew the location and had spent time in the park felt that in summer and on sunny days, there would be too much competition from day trippers allowed to barbecue directly in front of the premises. In addition, they would have no jurisdiction or control over the behaviour of park visitors on the lawn and felt that possible unruly behaviour could affect their patrons.

· Revenue/costs: In most cases the feedback reflected that substantial time and capital would be required to get a business up and running to achieve a profit. A proportion of people felt they would not have the required capital to put in to the business and some believe there would be alternative more attractive sites to choose from.

· Existing building: Two restaurant groups expressed interest in the general location and were able to afford the expected commercial rental. However, they felt the existing facilities (kitchen, ablutions and dining room areas) in the conference centre would not be sufficient to handle the workload or numbers of guests anticipated. One group noted that the toilets would need to be upgraded for wheelchair access and that physically disabled guests would not be able to access the upstairs.

19. The Manurewa Local Board is the allocated authority relating to commercial leasing matters located on recreation reserves within the local board area.

New Lease Negotiation

20. As part of a new five-year lease agreement, the lessee has agreed to the following:

· a rental increase assessed to market levels

· 100% of outgoings including repairs and maintenance to the homestead, excluding capital works

· internal painting of the entire premises in accordance with heritage guidelines

· to tidy and improve the gardens within the lease area to expose building vents and allow more airflow around and under the homestead

· to maintain the premises in accordance with the terms and conditions of the lease agreement and any Auckland Council guidelines

· the licensee will continue to reside on site providing a positive security presence for the overall park.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. Panuku has previously consulted with the Parks, Sport and Recreation team who were supportive of a new lease of 5 years to Beaufords.

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

Local impacts and local board views

22. There will be no change in the use of the property. The Manurewa Local Board has expressed a desire to see greater community access to the property. Beaufords has expressed their desire to accommodate the community as much as possible including access and use of the facility by the public.

Tauākī whakaaweawe Māori

Māori impact statement

23. Panuku has a comprehensive iwi engagement process that engages with the 19 key Mana Whenua groups in Tamaki Makaurau on four fronts:

· identifying cultural significance concerns regarding disposal and development of properties

· flagging commercial interests

· development partnering discussion

· engagement around design outcomes for Council driven development projects.

24. As there is no change to the property use, the lessee, or other major factors, there has been no iwi engagement undertaken in respect of the new lease on the reserve.

Ngā ritenga ā-pūtea

Financial implications

25. If a new lease term of 5 years is not granted and the existing lease is terminated there will be a loss of commercial rental.

26. Panuku has committed budget to paint the exterior of the building subject to approval of the new lease term.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. Beaufords as a tenant is low risk. Beaufords has maintained a long standing positive relationship with council and has adhered to the terms and conditions of the lease. Beaufords has shown great respect to the site in general and maintained the building to a high standard. Beaufords has an excellent credit history with council and holds no current debt.

28. If a new lease term of 5 years is not granted causing the tenant to terminate the lease, there is a substantial risk that the heritage building will be vacant for an extended period and could become susceptible to vandalism.

Ngā koringa ā-muri

Next steps

29. Panuku will inform Beaufords of the Manurewa Local Board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Premises Plan	51

Ngā kaihaina

Signatories

Author

Matthew Jones - Commercial Property Manager

Authorisers

Lori Butterworth - Property Management, Panuku Development Auckland

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Manurewa Local Board

21 March 2019

Allocation of funding to Citizens Advice Bureaux

File No.: CP2019/03442

Te take mō te pūrongo

Purpose of the report

1. To seek feedback from the Manurewa Local Board 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, which are 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, which was conditional on staff and ACABx jointly developing a new funding model to be agreed by 1 April 2019. This amount included an additional $200,000 on a one-off basis to the baseline funding $1.867 million.

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 Manurewa 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 in accordance with the template in Attachment A.

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 Manurewa Local Board:

a) provide feedback on the new model for allocating funding to Citizens Advice Bureaux (based on 90 per cent population and 10 per cent deprivation)

b) provide feedback on increasing the baseline grant to Auckland Citizens Advice Bureaux Incorporated by $200,000 in 2019-2021.

Horopaki

Context

8. Auckland Citizens Advice Bureau Incorporated (ACABx) was established in 2012 to provide a support structure for funding from council and other bodies, as well as 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 below: (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 below:

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 below:

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	61
b ⇩	Map of bureaux locations by local board	63
c ⇩	Comparative overview of funding models	65

Ngā kaihaina

Signatories

Author

Sibyl Mandow - Advisor Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Manurewa Local Board

21 March 2019

Auckland Tourism, Events and Economic Development six-monthly report to the Manurewa Local Board

File No.: CP2019/03238

Te take mō te pūrongo

Purpose of the report

1. To provide the Manurewa Local Board with highlights of Auckland Tourism, Events and Economic Development’s (ATEED) activities in the Manurewa Local Board area 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 2019). 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 Manurewa Local Board with relevant information on the following ATEED activities:

· locally-driven initiatives: town centre revitilisation implementation, Young Enterprise Scheme (YES), wayfinding signage programme, marketing/promotional strategy, supporting youth transitions.

· supporting local business growth

· filming activity

· Youth Connections

· local and regional destination management and marketing

· delivered, funded and facilitated events.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) receive the Auckland Tourism, Events and Economic Development’s six-monthly report.

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 Council Controlled Organisations (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^{^[1]}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. Town centre revitilisation implementation: A proposal was submitted by the Manurewa Business Association for up to $100,000 to facilitate three projects; Placemaking in Manurewa, a Business Improvement District expansion to incorporate the Clendon Business Association and the Tomorrow-Āpōpō project. This will be discussed at a workshop with the board in quarter 3.

13. Young Enterprise Scheme (YES): Local board funding for the project was provided to the Auckland Chamber of Commerce during Q2. During the period, 56 schools participated in the Auckland YES programme and 1,334 students completed the programme. Alfriston College and Manurewa High School are the two schools from the Manurewa Local Board area participating in the YES programme.

13. Wayfinding signage programme in the Manurewa town centre: Auckland Transport (AT) has taken the lead and ownership of this project, which is being reported to the Town Centre Steering Group.

14. Marketing / promotional strategy: The Manurewa Business Association continues to implement the Rewa brand to drive visitation. Further discussion will take place with the Local Board Communication and Engagement team and Town Centre Steering Group in Q3 to determine what additional projects can be brought forward by the local board.

15. Supporting youth transitions: During the period, The Southern Initiative (TSI) took over the running of Youth Connections programme on behalf of Auckland Council. Once the TSI has completed its planning for the implementation of the programme, ATEED staff will engage with TSI to see how the local board can continue to support youth transitions.

Supporting Local Business Growth

16. This area is serviced by the Business and Enterprise team in the South hub, located in Te Haa o Manukau in 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 the creation of 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 meet the programme criteria and/or align to ATEED’s purpose as defined in its 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 11 businesses in the Manurewa Local Board area for business growth and capability advice and services (two were returning clients). From these engagements:

· three 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

· one connection was made to ATEED staff and programmes

· twenty-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. Ten people from the Manurewa Local Board area attended events below:

· Starting off Right workshop - 2

· Business clinic – 7

· Innovation clinic - 1.

Filming activity within the Manurewa 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^{^[2]} were issued in the Auckland region. Two of these permits were issued in the Manurewa Local Board area. During the period, 75 permits were issued for TV commercials in the Auckland region, making up 32 per cent of permits issued. A third of total TVCs are destined for an international market.

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

24. 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, ATEED will partner to evolve the ATEED-led Youth Employer Pledge with Auckland-region employers.

Local Jobs and Skills Hubs

25. 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 a benefit), and over 1,800 people were trained. ATEED is the backbone organisation for the CBD Jobs and Skills Hub, where Māori represented over a third (37 percent) of job placements, and a further 30 percent were Pasifika.

26. 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

Regional destination management and marketing activity

27. In early September, ATEED supported the Ngā Iwi o Tāmaki Tourism hui, presenting insights on tourism opportunities in Tāmaki Makaurau and contributing to the direction of an iwi-led and iwi-driven Tāmaki Makaurau tourism strategy for 2030 and beyond. ATEED will continue to support this group as they develop the strategy and deliver on these aspirations.

28. ATEED presented to and is supporting a collective of around 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.

29. ATEED is a part of the Council-wide Te Kete Rukuruku – beneath our feet project 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.

30. 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 (F&B) 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. There were six videos in total, each one highlighting a specific Auckland F&B theme.

31. 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.

32. 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 was supported with an editorial partnership with Fairfax and NZME highlighting the wider region’s experiences.

Delivered, funded and facilitated events

33. 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.

34. During the period, residents of the Manurewa 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.

35. 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 are not sought for the purposes of this report. Local board views were sought for some of the initiatives described in 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)

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Manurewa Local Board

21 March 2019

2019 Local Government New Zealand Conference and Annual General Meeting

File No.: CP2019/02585

Te take mō te pūrongo

Purpose of the report

1. To inform local boards about the Local Government New Zealand (LGNZ) Conference and Annual General Meeting (AGM) in Te Whanganui-a-Tara Wellington, from Sunday 7 July to Tuesday 9 July 2019, and to invite local boards to nominate elected members to attend.

Whakarāpopototanga matua

Executive summary

2. The LGNZ Conference and AGM takes place at the TSB Arena, Te Whanganui-a-Tara Wellington from 1.30pm Sunday 7 July to 12.30pm on Tuesday 9 July 2019.

3. Local board members are invited to attend the conference. As the venue for 2019 is in Te Whanganui-a-Tara Wellington and given the cost of elected member attendance, staff recommend that one member per local board attend.

4. The Governing Body can select up to five Governing Body members to attend the conference.

5. In addition to the official delegates, LGNZ requires prior notice of which local board members plan to attend the AGM. Members wishing to attend are asked to register their intention with the Kura Kāwana programme by Friday 12 April 2019 so that this information can be provided to LGNZ.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) nominate one elected member to attend the Local Government New Zealand 2019 Conference and Annual General Meeting in Te Whanganui-a-Tara Wellington, from Sunday 7 July to Tuesday 9 July 2019

b) confirm that conference attendance, including travel and accommodation, will be paid for in accordance with the current Auckland Council Elected Member Expense Policy.

c) note that any members who wish to attend the AGM must provide their names to the Kura Kāwana programme team by Friday 12 April 2019 to ensure that they are registered with Local Government New Zealand.

Horopaki

Context

6. This year, the LGNZ conference and AGM will be held at the TSB Arena, Te Whanganui-a-Tara Wellington, from Sunday 7 July to Tuesday 9 July 2019. The AGM will commence at 1.30pm on Sunday 7 July 2018, with the conference programme commencing at 4.30pm on that day and concluding at 12.30pm on Tuesday 9 July 2019.

7. The conference programme has the theme ‘Riding the localism wave: Putting communities in charge’. The high-level programme is included in Attachment A.

8. The AGM takes place on the first day of the conference. The LGNZ constitution permits Auckland Council to appoint four delegates to represent it at the AGM, with one of the delegates being appointed as presiding delegate.

9. Elected members who hold LGNZ roles are:

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

10. Traditionally the four AGM delegates have been the Mayor, the Chief Executive and two Governing Body members who hold LGNZ roles.

11. The Governing Body will consider an item on AGM attendance at its meeting on 28 March 2019 which includes the recommendation that Mayor Phil Goff be the presiding delegate and the other three delegates be comprised of either:

· two members of the Governing Body who hold a formal representation role with LGNZ and the Chief Executive, or

· one member of the Governing Body who holds a formal representation role with LGNZ and the Chief Executive, and a local board member.

12. Delegates in 2018 were:

· Mayor Phil Goff

· Deputy Mayor Bill Cashmore

· Councillor Penny Hulse

· Local Board Chairperson Pippa Coom.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Local board members are invited to attend the conference. As the venue for 2019 is in Te Whanganui-a-Tara Wellington and given the cost of elected member attendance, it is recommended that one member per local board attend.

14. This means that a maximum of 26 Auckland Council elected members would attend the conference.

15. Delegates who attend are encouraged to report back to their local boards.

16. In addition, local board members can attend the AGM as observers, or as a delegate (depending on the Governing Body decision), provided their names are included on the AGM registration form, which will be signed by the Mayor.

17. LGNZ requires prior notice of which local board members plan to attend the AGM. Members wishing to attend are asked to register their intention with the Kura Kāwana programme by Friday 12 April 2019 so that this information can be collated and provided to LGNZ.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The Governing Body will also consider an item on conference attendance at its meeting on 28 March 2019 which includes the recommendations that the Mayor is appointed presiding delegate to the AGM and that three other delegates be appointed (one of which may be a local board member). It is recommended that these delegates also attend the LGNZ conference, along with any other Governing Body members up to a total of five attendees.

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

Local impacts and local board views

19. The LGNZ Conference has relevance to local board members and their specific roles and responsibilities and is in line with the purpose provided for in the elected member development budget.

Tauākī whakaaweawe Māori

Māori impact statement

20. The LGNZ National Council has a sub-committee, Te Maruata, which has the role of promoting increased representation of Māori as elected members of local government, and of enhancing Māori participation in local government processes. It also provides support for councils in building relationships with iwi, hapu and Māori groups. Te Maruata provides Māori input on development of future policies or legislation relating to local government. Councillor Alf Filipaina is a member of the sub-committee. Te Maruata will hold a hui on 6 July 2019.

Ngā ritenga ā-pūtea

Financial implications

21. The normal registration rate is $1410 (early bird) or $1510 (standard).

22. Costs of attendance for one member from each local board are to be met from the elected members’ development budget, as managed by the Kura Kāwana Programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. The key risk is of delayed decision-making impacting costs and registration choices.

24. The sooner the registration for the nominated local board member can be made, the more likely it is that Auckland Council can take advantage of early bird pricing for the conference and flights, all done via bulk booking.

25. Delayed information may also impact registration into preferred conference streams or events.

Ngā koringa ā-muri

Next steps

26. Once members are confirmed to attend, the Kura Kāwana programme will co-ordinate and book all conference registrations, as well as requests to attend the AGM.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Programme for 2019 LGNZ conference and AGM	77

Ngā kaihaina

Signatories

Author

Cindy Lynch - Democracy Advisor

Authorisers

Louise Mason - GM Local Board Services

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Manurewa Local Board

21 March 2019

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

File No.: CP2019/01134

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

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

Horopaki

Context

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

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

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

10. The plan will:

· target communities of greatest need and address disparities

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

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

11. The draft plan has three main sections:

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

Adoption of the plan will contribute to multiple strategic outcomes

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

Belonging and Participation

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

· Direction 1 – Foster an inclusive Auckland where everyone belongs

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Figure 1: Key shifts

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

Figure 2: Intervention logic map

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

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

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

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

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

- local recreation and sports programmes

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

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

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

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

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

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

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

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

Formal local board feedback is sought between February and March 2019

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

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Māori Identity and Wellbeing

· Direction 1 – ‘Advance Māori wellbeing’

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

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

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Type

Risk

Mitigation

Reputational

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

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

Operational

The transition to the new investment approach will be operationally complex. It impacts multiple teams across the council, and new business processes, guidance and forms will need to be designed to support it.

Detailed implementation planning will be required to ensure the transition is as smooth as possible. Changes will be phased in over the next three to five years.

Ngā koringa ā-muri

Next steps

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

45. The consultation will be conducted in various forms:

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

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

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

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

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

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

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

Figure 3: Next steps

This plan will inform the development of other investment plans

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039	91

Ngā kaihaina

Signatories

Author

Nancy Chu - Principal Policy Analyst

Authorisers

Kataraina Maki - GM Community & Social Policy

Manoj Ragupathy - Relationship Manager Manurewa & Papakura

Manurewa Local Board

21 March 2019

Manurewa Local Board Governance Forward Work Calendar - January 2019

File No.: CP2019/00388

Te take mō te pūrongo

Purpose of the report

1. To present to the Manurewa Local Board the six months Governance Forward Work Calendar.

Whakarāpopototanga matua

Executive summary

2. The Governance Forward Work Calendar is a schedule of items that will come before the local board at business meetings and workshops over the next six months. The Governance Forward Work Calendar for the Manurewa Local Board is included in Attachment A.

3. The calendar aims to support local boards’ governance role by:

i) ensuring advice on agendas and workshop material is driven by local board priorities

ii) clarifying what advice is required and when

iii) clarifying the rationale for reports.

4. The calendar will be updated every month, be included on the agenda for business meetings and distributed to relevant council staff. It is recognised that at times items will arise that are not programmed. Board members are welcome to discuss changes to the calendar.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) note the Governance Forward Work Calendar as at 11 March 2019.

Horopaki

Context

5. The council’s Quality Advice Programme aims to improve the focus, analysis, presentation and timeliness of staff advice to elected representatives. An initiative under this is to develop forward work calendars for Governing Body committees and local boards. These provide elected members with better visibility of the types of governance tasks they are being asked to undertake and when they are scheduled.

6. There are no new projects in the Governance Forward Work Calendar. The calendar brings together in one schedule reporting on all of the board’s projects and activities that have been previously approved in the local board plan, long-term plan, departmental work programmes and through other board decisions. It includes Governing Body policies and initiatives that call for a local board response.

7. This initiative is intended to support the board’s governance role. It will also help staff to support local boards, as an additional tool to manage workloads and track activities across council departments, and it will allow greater transparency for the public.

8. The calendar is arranged in three columns, “Topic”, “Purpose” and “Governance Role”:

i) Topic describes the items and may indicate how they fit in with broader processes such as the annual plan.

ii) Purpose indicates the aim of the item, such as formally approving plans or projects, hearing submissions or receiving progress updates

iii) Governance role is a higher-level categorisation of the work local boards do. Examples of the seven governance categories are tabled below:

Governance role	Examples
Setting direction / priorities / budget	Capex projects, work programmes, annual plan
Local initiatives / specific decisions	Grants, road names, alcohol bans
Input into regional decision-making	Comments on regional bylaws, policies, plans
Oversight and monitoring	Local board agreement, quarterly performance reports, review projects
Accountability to the public	Annual report
Engagement	Community hui, submissions processes
Keeping informed	Briefings, cluster workshops

9. Board members are welcome to discuss changes to the calendar. The calendar will be updated and reported back every month to business meetings. Updates will also be distributed to relevant council staff.

Tātaritanga me ngā tohutohu

Analysis and advice

10. This report is an information report providing the governance forward work programme for the next six months.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11. The council is required to provide Governance Forward Work Calendar to the Manurewa Local Board for their consideration.

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

Local impacts and local board views

12. All local boards are being presented with a Governance Forward Work Calendar for their consideration.

Tauākī whakaaweawe Māori

Māori impact statement

13. The projects and processes referred to in the Governance Forward Work Calendar will have a range of implications for Māori which will be considered when the work is reported.

Ngā ritenga ā-pūtea

Financial implications

14. There are no financial implications relating to this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

15. This report is a point in time of the Governance Forward Work Calendar. It is a living document and updated month to month. It minimises the risk of the board being unaware of planned topics for their consideration.

Ngā koringa ā-muri

Next steps

16. Staff will review the calendar each month in consultation with board members and will report an updated calendar to the board.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manurewa Local Board Forward Work Calendar as at 11 March 2019	149

Ngā kaihaina

Signatories

Author	Paula Brooke - Democracy Advisor
Authoriser	Manoj Ragupathy - Relationship Manager Manurewa & Papakura

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

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

Chairperson	Angela Dalton
Deputy Chairperson	Stella Cattle
Members	Joseph Allan
	Sarah Colcord
	Angela Cunningham-Marino
	Rangi McLean
	Ken Penney
	Dave Pizzini