Agenda of Maungakiekie-Tāmaki Local Board

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

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

4 Confirmation of Minutes

That the Maungakiekie-Tāmaki Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 26 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 Maungakiekie-Tāmaki Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	Chairperson's monthly report - March 2019	11

Maungakiekie-Tāmaki Local Board

26 March 2019

Allocation of funding to Citizens Advice Bureaux

File No.: CP2019/03656

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

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

Horopaki

Context

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

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

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

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

Auckland Council funding of CAB

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

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

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

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

Table 1: Funding conditions 2018/2019

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

Tātaritanga me ngā tohutohu

Analysis and advice

Current funding model

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

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

Council staff model

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

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

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

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

New model from joint working group

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

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

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

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

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

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

Table 2: New funding model allocations

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

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

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

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

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

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

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

Table 3: Funding model assessment

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

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

Local impacts and local board views

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

§ Helensville (-9 per cent)

§ Wellsford (-4 per cent)

§ CAB North Shore (-19 per cent)

§ CAB Auckland City (-2 per cent)

§ Ōtara (-10 per cent).

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

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

Ngā koringa ā-muri

Next steps

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Local board feedback template	25
b ⇩	Map of bureaux locations by local board	27
c ⇩	Comparative overview of funding models	29

Ngā kaihaina

Signatories

Author

Sibyl Mandow - Advisor - ACE

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 March 2019

Maungakiekie-Tāmaki Strategic Partnerships Grants 2018/2019 Round One

File No.: CP2019/03474

Te take mō te pūrongo

Purpose of the report

1. To approve the allocation of funding for the Maungakiekie-Tāmaki Strategic Partnerships Grant, Round One 2018/2019.

Whakarāpopototanga matua

Executive summary

2. The Maungakiekie-Tāmaki Local Board provides Strategic Partnerships Grants to support community organisations to deliver on the local board’s priorities and outcomes.

3. The Maungakiekie-Tāmaki Strategic Partnerships Grants 2018/2019 work programme line 1006 has a total budget allocated of $507,000.

4. The amount available for allocation to strategic partnerships grants round one is $259,978.

5. Expressions of interest (EOI) for grants round one opened to community groups on 3 December 2018 and closed on 14 January 2019.

6. Ten EOI were received and assessed by staff for their alignment to the criteria outlined in the Maungakiekie-Tāmaki Strategic Partnerships Grants 2018/2019 framework (Attachment A).

7. A selection of EOI were presented to the local board at a workshop on 19 February 2019 to discuss their alignment with the local board’s priorities for the grants. Feedback received from the local board has informed the EOI that are recommended for funding.

8. Six EOI were assessed to have medium or low alignment with the criteria. Staff are working with these organisations to further develop their proposals or connect them with other funding rounds that are more aligned to the intended outcomes of the initiative.

9. Four EOI were assessed to strongly align with the grants criteria and local board priorities (Attachment B) and are recommended for funding in round one, totalling $99,534.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the following Strategic Partnerships Grants:

Application ID	Applicant	Project	Recommended funding
0005-MTSP	Auckland Regional Migrant Services Charitable Trust	Driving Innovation	$22,584
00008-MTSP	TGTB Charitable Trust	Bradley Lane Illuminated	$16,950
00010-MTSP	Tāmaki WRAP Charitable Trust	Hub Zero	$30,000
00012-MTSP	Glen Innes Family Centre	Supporting youth into employment	$30,000
Total			$99,534

Horopaki

Context

10. The purpose of the Strategic Partnerships Grants is to support initiatives that will deliver outcomes identified in the Local Board Plan 2017 such as youth empowerment, neighbourhood development, active participation, economic growth, improving outcomes for Māori and community safety.

11. The Strategic Partnerships Grants 2018/2019 work programme line 1006 has a total budget of $507,000, which is distributed through contestable and non-contestable grants.

12. The amount available for allocation to strategic partnerships grants round one is $259,978.

13. A call for EOI opened on 3 December 2018 and closed on 14 January 2019.

14. A selection of EOI were presented to the local board at a workshop on 19 February 2019 to discuss their alignment with the local board’s priorities for the grants. Feedback received from the local board has informed the EOI that are recommended for funding.

Tātaritanga me ngā tohutohu

Analysis and advice

15. Ten EOI were received from local and regional organisations.

16. Staff assessed the EOI against the priority outcomes and criteria set out in the Maungakiekie-Tāmaki Strategic Partnerships Grant 2018/2019 framework, (Attachment A).

17. Six EOI were assessed to have medium or low alignment with the criteria. Staff are working with these organisations to further develop their proposals or connect them with other funding rounds that are more aligned to the intended outcomes of the initiative.

18. Four EOI were assessed to strongly align with the criteria and be considered for funding in round one, (Attachment B).

19. Staff recommend allocating a total of $99,534 to the following four EOI with high alignment:

Application ID	Applicant	Project	Requested funding	Recommended funding
0005-MTSP	Auckland Regional Migrant Services Charitable Trust	Driving Innovation	$22,584	$22,584
00008-MTSP	TGTB Charitable Trust	Bradley Lane Illuminated	$16,950	$16,950
00010-MTSP	Tāmaki WRAP Charitable Trust	Hub Zero	$30,000	$30,000
00012-MTSP	Glen Innes Family Centre	Supporting youth into employment	$30,000	$30,000
Total				$99,534

20. Funding these initiatives will enable the local board to:

· support more programmes that deliver on the outcomes set out in the local board plan and the local board safety plan

· strengthen its strategic partnerships with more organisations

· align efforts with other funders such as other government organisations, the philanthropic sector and businesses.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. Staff work closely with Panuku to align activity and maximise impact in Panmure and Onehunga, and with the Strategic Partnerships department to scope partnerships with private organisations.

22. Staff regularly update cross-council staff on the progress of the strategic partnerships.

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

Local impacts and local board views

23. The local board is responsible for the allocation of the Maungakiekie-Tāmaki Strategic Partnerships Grant 2018/2019.

24. The aim of Maungakiekie-Tāmaki Strategic Partnerships Grant is to leverage investment that will deliver projects and programmes that achieve outcomes identified in the Local Board Plan 2017.

25. A selection of EOI were presented to the local board at a workshop on 19 February 2019, to discuss how the grant could help build organisational capabilities, identify other funding options, and maximise local board investment in Maungakiekie-Tāmaki communities.

26. Feedback received from the local board has informed the EOI that are recommended for funding.

Tauākī whakaaweawe Māori

Māori impact statement

27. Māori make up 13 per cent of the local board population, which is higher than the Auckland average by two per cent.

28. The Maungakiekie-Tāmaki Strategic Partnerships Grant 2018/2019 aims to respond to council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori.

29. Staff recommend the local board approve the application of the Glen Innes Family Centre, which services the local Māori community as 95 per cent of the Glen Innes Family Centre’s clients identify as Māori.

Ngā ritenga ā-pūtea

Financial implications

30. The Maungakiekie-Tāmaki Strategic Partnerships Grants 2018/2019 work programme line 1006 has a total budget allocated of $507,000.

31. The amount available for allocation to strategic partnerships grants round one is $259,978.

32. Staff recommend allocating $99,534 across four EOI for round one.

33. If no further eligible funding applications are received this financial year, then any unallocated budget will be carried forward to the 2019/2020 financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. The allocation of grants occurs within the guidelines and criteria of the Maungakiekie-Tāmaki Strategic Partnerships Grant. The assessment process has identified a low risk associated with funding the expressions of interest in this round.

Ngā koringa ā-muri

Next steps

35. Following approval of grant allocations, staff will notify applicants of the local board’s decision and create funding agreements.

36. Staff will include progress updates on the funded initiatives for the local board in quarterly reports and grant recipients will be invited to present their final accountability report at a local board workshop after grant recipients have completed the funded initiative.

37. Maungakiekie-Tāmaki Strategic Partnerships Grants Round Two opened on 1 March and will close on 29 March. Staff will workshop EOI received for round two with the local board in May 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Strategic Partnerships Grants 2018/2019 framework	35
b ⇩	Summary of expressions of interest	37

Ngā kaihaina

Signatories

Author

Catalina Vercelli – Specialist Advisor, Community Empowerment Unit

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 March 2019

Reallocation of Maungakiekie-Tāmaki Local Board's 2018/2019 locally driven initiative operating expenditure

File No.: CP2019/03619

Te take mō te pūrongo

Purpose of the report

1. To seek approval to reallocate Maungakiekie-Tāmaki Local Board’s 2018/2019 local development initiative operating expenditure between activities in the local board’s 2018/2019 work programme.

Whakarāpopototanga matua

Executive summary

2. At the Maungakiekie-Tāmaki Local Board’s February business meeting, the local board approved reallocations through the quarter two report of its locally driven initiative (LDI) operating expenditure budget to mitigate the risk of non-delivery (MT/2019/7).

3. Following this report, staff have identified the Strategic Partnerships activity (ID 1006) in the local board’s 2018/2019 work programme is below budget and at risk on non-delivery by the end of the 2018/2019 Financial Year:

4. To mitigate this risk, staff recommend the local board to reallocate $50,000 of the total $507,000 budget for the Strategic Partnerships activity to the activity outlined below.

Waikaraka Park reserve management plan

5. There are various activities in the local board’s work programme that are currently in progress at Waikaraka Park.

6. A concept plan for the sports field component of Waikaraka park is a current activity in progress. The scope of this concept plan does not consider the other activities occurring at the park and does not include the wider park area.

7. A number of options on an integrated plan for Waikaraka Park were presented to the local board at their workshop in March. The board gave informal direction to upgrade the concept plan to a Waikaraka Park reserve management plan as per option 5B in Attachment A. They also gave direction to include a local board park management plan in the draft work programme for Financial Year 2019/2020 as per option 5B in Attachment A.

8. Staff have indicated the ability to begin a Waikaraka Park reserve management plan in the 2018/2019 Financial Year, with a completion date of May/June 2020. The cost for this activity will be $50,000.

9. The delivery of this proposed plan will guide the future development of Waikaraka Park, providing better park management and integration of works across the entire park precinct.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve to reallocate the following 2018/2019 locally driven initiative operating expenditure budget to the activity, Waikaraka Park reserve management plan:

i) $50,000 from the activity, Strategic Partnerships (ID 1006).

Horopaki

Context

10. At the local board’s February business meeting, the board received Auckland Council’s Quarterly Performance Report: Maungakiekie-Tāmaki Local Board for quarter two 2018/2019 (quarter two report), outlining activities in the local board’s 2018/2019 work programme that were below budget and at risk of not being delivered in the financial year.

11. Through the quarter two report the local board approved reallocations of its LDI operating expenditure budget, to mitigate the risk of non-delivery (MT/2019/7).

12. Following the quarter two report, the Strategic Partnerships activity (ID 1006) in the local board’s 2018/2019 work programme has been identified to be below budget and at risk of non-delivery this financial year.

13. To mitigate the risk of non-delivery, staff recommend the local board to reallocate $50,000 of the $507,000 budget of this activity to an activity where staff have indicated the ability to commence delivery in the 2018/2019 Financial Year.

Tātaritanga me ngā tohutohu

Analysis and advice

14. To mitigate the risk of non-delivery of the Strategic Partnerships budget, staff have considered two options. These options are outlined in the table below:

Options

Benefits

Risks

Option 1

Do not reallocate

(status quo).

Staff have indicated that this budget can be carried over into the 2019/2020 Financial Year, providing a significantly larger budget for staff to deliver in the new financial year.

This option retains the risk of non-delivery in this financial year.

If this budget is carried over into the 2019/2020 Financial Year, it retains a heightened risk of non-delivery as staff have not indicated their ability to deliver an extended scope.

Option 2

Reallocate part of the strategic partnerships budget to the activity, Waikaraka Park reserve management plan.

This mitigates the risk of non-delivery of the Strategic Partnerships activity.

It enables the delivery of a plan that will guide:

· the future development of Waikaraka Park

· better park management

· integration of future works across the entire facility.

There are no risks associated with this activity.

15. Staff recommend that this funding be reallocated to option 2, which is outlined further below.

Waikaraka Park reserve management plan

16. The Waikaraka Park reserve management plan will enable better park management and integration of works across the entire precinct. An outline of the precinct area is included in Attachment B.

17. Currently, there are multiple activities in the local board’s 2018/2019 work programme that are in progress at Waikaraka Park. The progress of these activities was identified in the quarter two report and are summarised below:

· Waikaraka Park – improve sports park and extend fields 8, 9 and 10: staff have procured a contractor to deliver a concept plan for the sports park component of Waikaraka Park. This report seeks to upgrade this concept plan to a reserve management plan that encompasses the wider park and cemetery

· Waikaraka Park Cemetery – renew paving and furniture: staff are in the design process. Once this completed staff will procure a contractor to carry out the improvements

· Waikaraka Park Grandstand – demolish: at the local board’s February business meeting, the local board approved staff’s request to lodge a publicly notified resource consent to seek demolition of the Waikaraka Park grandstand and the erection of temporary seating of up to 3000 seats and four toilet blocks around the speedway track (MT/2019/12).

18. Additionally, there are various leases at Waikaraka Park that are about to expire. A reserve management plan can help reduce uncertainty for lessees and other stakeholders.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. Staff leading the activity proposed to receive budget reallocation have agreed to the recommendation and have indicated the ability to commence delivery in the 2018/2019 Financial Year.

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

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

Local impacts and local board views

21. At a local board workshop in March, staff presented the board with options for development of an integrated plan for Waikaraka Park (Attachment A).

22. The local board informally agreed for a Waikaraka Park reserve management plan to be allocated budget to begin in this financial year, and a local parks management plan for all other local parks and reserves to be included in the local board’s draft 2019/2020 work programme.

Tauākī whakaaweawe Māori

Māori impact statement

23. The Waikaraka Park reserve management plan will impact iwi as mana whenua and their role as kaitiaki.

24. Staff will engage with mana whenua and mataawaka throughout the planning process, ensuring the plan encompasses Te Ao Māori and meets council’s statutory requirements under Te Tiriti o Waitangi (The Treaty of Waitangi).

Ngā ritenga ā-pūtea

Financial implications

25. As indicated in the context section of this report, the Strategic Partnership activity (ID 1006) is currently below budget with risk of non-delivery prior to the end of the 2018/2019 Financial Year.

26. Staff recommend that $50,000 of this budget be reallocated into the new activity, Waikaraka Park reserve management plan.

27. The total remaining budget for Strategic Partnerships, following the reallocation, would be $457,000.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. There are no risks associated with the proposed recommendation.

Ngā koringa ā-muri

Next steps

29. Staff will seek direction from the local board on how they will want to be involved with the Waikaraka Park reserve management plan going forward.

30. A report will be presented at the April 2019 business meeting to clarify the scope and formally initiate the preparation of the reserve management plan for Waikaraka Park, including classification of any unclassified land.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Waikaraka Park - options for development of an intergrated plan	53
b ⇩	Waikaraka Park Reserve Management Plan - precinct area	55

Ngā kaihaina

Signatories

Author

Mal Ahmu – Local Board Advisor

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 March 2019

Auckland Transport Update March 2019

File No.: CP2019/02943

Te take mō te pūrongo

Purpose of the report

1. To provide an update to the Maungakiekie-Tāmaki Local Board on transport related matters within the local board area and the region for the period of January and February 2019.

Whakarāpopototanga matua

Executive summary

2. This report updates the board on regional matters including the Auckland Manukau Eastern Transport Initiative (AMETI) and the safe speed bylaw consultation.

3. The report also updates the board on local matters including Royal Oak roundabout, Church and Victoria Street intersection, Elstree Avenue and the Apirana Bus Layover.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the Auckland Transport March 2019 update report.

Horopaki

Context

4. This report addresses transport related matters in the Maungakiekie-Tāmaki Local Board area.

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

6. Other matters, such as road closures, are reported to the board on an as needed basis for timeliness.

Tātaritanga me ngā tohutohu

Analysis and advice

AMETI

7. On 16 February the board received an update on AMETI at their workshop. Works are scheduled to commence on 19 April 2019 at the Panmure roundabout. Over the following ten days, when the traffic is expected to be lighter than normal due to school and public holidays, intensive work will remove the roundabout and relocate services. Over the next few weeks awareness and communication campaigns will begin. Nearby businesses and residents are already being contacted.

8. Auckland Transport has liaised with the Panmure Business Association and the local board to discuss the Panmure sign that will be removed by Fulton Hogan over the Easter work period, and kept secure until a decision can be made about where it should be permanently placed.

Safer Speed Bylaw Consultation

9. Auckland Transport wants to dramatically reduce deaths and serious injuries on the region’s roads. It is proposing a new bylaw to reduce speeds on some of Auckland’s most dangerous roads. Consultation on the proposed bylaw is from Thursday 28 February until Sunday 31 March. Board members received information on the consultation on Wednesday 27 February.

10. In some urban and built up areas speeds are proposed to reduce from 50k/h to 30kph. For some rural roads the speed drops from 100k/h to 80k/h.

11. Flyers were delivered to 110,000 properties on streets and roads on or near where speed changes are proposed. Feedback can also be sought via AT’s website with the following options, via an online survey, interactive map or in person by calling 09 355 3553 or email, “ ATSpeedProgramme@at.govt.nz”

Royal Oak Roundabout

12. Auckland Transport has been developing a solution to solve concerns from residents about the dangerous intersection in Royal Oak, where Manukau Road, Campbell Road, Mt Smart Road and Mt Albert Road join at the roundabout.

13. Auckland Transport will update the local board on the latest design for changes to the Royal Oak Roundabout and then consult the community. This workshop is scheduled for 2 April.

Church and Victoria Streets Intersection

14. The local board and community raised concerns with Auckland Transport about the safety of the intersection at Victoria and Church streets in Onehunga. Auckland Transport has been working on a solution to the crashes at this intersection. The current option is for a raised roundabout, which is currently undergoing internal consultation including the local board and will then engage with the community.

Elstree Avenue Roadworks

15. Watercare is currently undertaking works in Elstree Avenue in Glen Innes. The works require a partial road closure on the avenue. A Traffic Management Plan (TMP) is in place to manage traffic flow past the works. The local board and the community identified two issues of concern. Firstly, the diversion of traffic meant that vehicles were crossing over “cats eyes” implanted in the road causing some to become loose. Secondly, there was concern over the narrowness of the lanes past the site. The roundabout at the intersection of Taniwha Street and Elstree Avenue have been removed as part of these works.

16. On Friday 1 March a contractor for AT’s roading team investigated the issues raised. Watercare has been asked to temporarily remove the cats eyes to avoid a potential hazard. This has now happened. AT will also arrange for an on-site audit to ensure it is safe and compliant with the conditions of the TMP.

Apirana Avenue Proposed Bus Layover

17. The new bus network that launched in Auckland in 2018 saw an increased frequency of bus services, including five services that intersect with Glen Innes.

18. To ensure that health and safety requirements are met and services able to meet the beginning of the route on time, layover space for buses needs to be available as close to the start of the route as possible.

19. After investigating a number of options AT determined that the best option for Glen Innes layovers are on the eastern side of Apirana Ave adjacent to parkland. In October 2018 AT consulted with the neighbouring community on the layover proposal.

20. Since implementation of the layover, the East Coast Bays Gymnastics Centre has raised safety concerns with Auckland Transport. A meeting was held on site on Friday 22 February, between AT staff, Simon O’Connor (Tāmaki MP), Cr Josephine Bartley, Cr Desley Simpson and centre representatives. The club raised two issues. Firstly, the loss of on-road parking from the bus layover and broken yellow lines near the pedestrian refuge. Secondly, safety from crossing the road and driver behaviour turning into the centre from Apirana Ave.

AT agreed to explore alternative options for bus layovers, parking in the area and consider further the safety issues raised. AT is expected to respond to the centre towards the end of March 2019.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. The delivery of the AMETI projects has impacts and overlaps with Auckland Council and Panuku. These are managed and addressed through regular liaison meetings.

22. The other issues reported are confined to Auckland Transport 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

23. The Board receives a monthly update report as part of its’ monthly business meeting and issues are workshopped as necessary between meetings. As the AMETI project is about to commence construction, monthly briefings and updates will be scheduled from April onwards.

24. Board members may direct queries on issues via electedmember@at.govt.nz.

Tauākī whakaaweawe Māori

Māori impact statement

25. The AMETI project has been working closely with relevant stakeholders on all stages of the project. On other projects consideration of impacts and opportunities for engagement will be carried out on an individual project basis.

Ngā ritenga ā-pūtea

Financial implications

26. Financial implications are assessed on a case by case basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

28. The next report will be at the Tuesday 23^rd April meeting. Prior to this several issues will be workshopped including the Royal Oak roundabout, Local Board Capital Fund, AMETI and Ellerslie Parking restriction engagement.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Bruce Thomas – Elected Member Relationship Manager

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 March 2019

ATEED six-monthly report to the Maungakiekie-Tāmaki Local Board

File No.: CP2019/03658

Te take mō te pūrongo

Purpose of the report

1. To provide the Maungakiekie-Tāmaki Local Board with highlights of Auckland Tourism, Events and Economic Development’s (ATEED) activities in the Maungakiekie-Tāmaki Local Board area as well as ATEED’s regional activities for the six months 1 July to 31 December 2018.

Whakarāpopototanga matua

Executive summary

2. This report provides the Maungakiekie-Tāmaki Local Board with relevant information on the following ATEED activities:

· Supporting local business growth

· Filming activity

· Young Enterprise Scheme

· Youth connections

· Local and regional destination management and marketing

· Delivered, funded and facilitated events

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive ATEED’s six-monthly update to the Maungakiekie-Tāmaki Local Board.

Horopaki

Context

3. 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.

4. 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.

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

6. 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.

7. 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

Supporting Local Business Growth

8. The role of this team is to support the growth of Auckland’s key internationally competitive sectors and to support to provide quality jobs.

9. 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.

10. 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.

11. Where businesses qualify (meet the programme criteria and/or align to ATEED’s purpose as defined in the statement of intent) 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.

12. During the reporting period, ATEED Business and Innovation Advisors met with 26 businesses in the Maungakiekie-Tāmaki Local Board area, seven for innovation advice and services and 20 for business growth and capability advice and services (four were returning clients). From these engagements:

· Twelve connections were made to Callaghan Innovation services and programmes

· Twenty-four RBPN vouchers were issued to assist with business capability training

· Eight referrals were made to Business Mentors New Zealand

· Ten connections were made to ATEED staff and programmes

· Seventy-seven connections were made to other businesses or programmes.

Other support for new businesses

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

· Starting off Right workshop - 3

· Business clinic – 4

· Innovation clinic - 3

Filming activity within the Maungakiekie-Tāmaki Local Board area

14. 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.

15. Between 1 July and 31 December 2018, a total of 312 film permits^{^[2]} were issued in the Auckland region, 16 of these permits were issued in the Maungakiekie-Tāmaki 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.

16. The Maungakiekie-Tāmaki Local Board area’s share of film permit revenue was $773.91^{^[3]} for the period (total for all boards combined was $46,729.13).

17. Some of the key film productions that were issued permits to film in the Maungakiekie-Tāmaki Local Board area were:

· The Gulf

· The Luminaries

Young Enterprise Scheme (YES)

18. The Auckland Chamber of Commerce has delivered the Lion Foundation Young Enterprise Scheme (YES) since January 2018. ATEED maintains a strategic role. During the period, there were 56 schools participating in the Auckland YES programme, representing 1,334 students completing the programme. One Tree Hill College and Tamaki College are the two schools from the Maungakiekie-Tāmaki Local Board area participating in the YES programme.

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

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

Local Jobs and Skills Hubs

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

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

Destination

Local destination management and marketing activity

22. During the period, the Tourism team worked with the local board, with a specific focus on an early stage collaboration with Pānuku for tourism activities linked to the proposals being developed for Onehunga Wharf. This is a long-term activity and is therefore important to capture insights and objectives relating to this development.

Regional destination management and marketing activity

23. Regional dispersal continues to be a priority for ATEED. During the period, ATEED’s Winter Campaign, Made for Winter showcased Auckland’s food and beverage stories from across the Auckland region, targeting domestic visitors. Traditionally, this campaign focused 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 food and beverage theme.

24. The videos all feature Sir John Kirwan talking to the creators of Auckland’s food and beverage industry, getting to the heart of who they are, their story, their product and what makes Auckland’s food and beverage 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.

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

Delivered, funded and facilitated events

26. 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.

27. During the period, residents of the Maungakiekie-Tāmaki 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.

28. 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

29. 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

30. Local impacts and local board views are sought on a case-by-case basis.

Tauākī whakaaweawe Māori

Māori impact statement

31. 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

32. Financial implications are assessed on a case-by-case basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. ATEED assesses and manages any risk associated with our initiatives on a case-by-case basis.

Ngā koringa ā-muri

Next steps

34. 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
Authoriser	James Robinson, Head of Strategy and Planning - ATEED

Maungakiekie-Tāmaki Local Board

26 March 2019

Panuku Development Auckland Local Board six-monthly update 1 August 2018 - 31 January 2019

File No.: CP2019/02601

Te take mō te pūrongo

Purpose of the report

1. To update the Maungakiekie-Tāmaki Local Board on Panuku Development Auckland (Panuku) activities within the local board area and the region for the six months from 1 August 2018 to 31 January 2019.

Whakarāpopototanga matua

Executive summary

2. Panuku is charged with balancing financial and non-financial outcomes in order to create and manage sustainable and resilient places where people want to live, work, invest, learn and visit. The activities of Panuku cover four broad areas:

· Redevelopment of urban locations, leveraging off council owned land assets, mostly within existing suburbs.

· Review of, and where appropriate, redevelopment of council non-service property.

· Management of council property assets including commercial, residential, and marina infrastructure.

· Other property related services such as redevelopment incorporating a service delivery function, strategic property advice, acquisitions and disposals.

3. Panuku currently manages 169 commercial and residential interests in the Maungakiekie-Tāmaki Local Board area.

4. Within the Onehunga Town Centre, Panuku has advanced on the plans to improve local connections with the first laneways project commencing onsite works.

5. Within the Panmure, Panuku in collaboration with the Maungakiekie-Tāmaki Local Board, launched community engagement using Social PinPoint between October and December 2018.

6. Three properties are currently under review as part of our rationalisation process.

7. One property in the Maungakiekie-Tāmaki Local Board area was sold during the last six months.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the Panuku Development Auckland Local Board update for 1 August 2018 to 31 January 2019.

Horopaki

Context

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

9. The Auckland Plan is the roadmap to deliver on Auckland’s vision to be a world class city. Panuku will play a significant role in achieving the Homes and Places and Belonging and Participation outcomes.

10. Panuku is leading urban redevelopment in Manukau, Onehunga, Wynyard Quarter, Waterfront, Northcote, Avondale, Takapuna, Henderson, Papatoetoe, Ormiston and Flat Bush, Panmure, Pukekohe, City Centre and redevelopment of the Haumaru Portfolio.

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

12. As at 30 December 2018, the property portfolio comprises 1636 properties, containing 1062 leases. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres, and a large portfolio of residential rental homes.

Tātaritanga me ngā tohutohu

Analysis and advice

Ngā Mahi ā-Hapori / Local Activities

Transform Onehunga

13. Panuku is leading the redevelopment of strategically placed council-owned land, and works in partnership with the Government and others, to deliver positive outcomes for the local community.

14. The current Framework Plan has focus to the north of Neilson Street. The next stage of the Framework Plan to regenerate Onehunga, which will focus on the area south of Neilson Street, is planned to commence in early 2019 and incorporate the Onehunga Port in more detail. This should eventually lead to a statutory plan change enabling some form of redevelopment at the Port. There is still uncertainty around major infrastructure projects, including the proposed East West Link and Light Rail which affect the areas further south, which may restrict the progress of the plan.

15. Council purchased the Port of Onehunga in October 2018 and is currently undertaking maintenance works to keep the Port operational. The Port is seen as key to transforming the Onehunga waterfront to a place for people and to enable access to the Manukau Harbour. The first 3 – 5 years of ownership of the Port will involve continuing maintenance, working through physical, legal and planning issues prior to any substantive works occurring.

16. Within the town centre Panuku has advanced on the plans to improve local connections with the first laneways project, Laneway 7, commencing onsite works. This laneway is scheduled for completion in March 2019. Design has also commenced on the public realm improvements in the DressMart Precinct, which will be tested and consulted on as design progresses. The Waiapu Lane Precinct is currently being scoped for potential public realm requirements. Panuku will continue to work with Community Services Strategy and Integration on the recreation needs assessment for Onehunga.

Unlock Panmure

17. The Unlock Panmure three-year work programme outlining key delivery projects in Financial Years 2019-2021 was endorsed by the Maungakiekie-Tāmaki Local Board at the 22 May business meeting, (resolution MT/2018/77) and approved by the Panuku Board on 27 June 2018.

18. The key delivery projects in Financial Years 2019-2021 were presented to the Fixed Stakeholder Advisory Group (FSAG) on 6 July 2018, and a regular 6 weekly meeting with the group has been set up to provide project updates and invite feedback as projects progress.

19. In collaboration with the local board and community stakeholders, Panuku opened community engagement using Social PinPoint between October to December 2018. The platform invited community input on the Town Centre Streetscape and Community Hub upgrade projects. More than 1,600 people have visited the site, spending on average 13+ minutes on both projects. The community feedback provides Panuku valuable information in developing design options that respond to the local community needs.

20. Panuku have worked closely with the local board, council family, and Panmure Business Association to support local events, including Parking Day, Christmas Street Party, and Panmure Basin Fun Day to positively promote Panmure town centre and its diverse offerings.

21. The 3 Mountwell Crescent development site went to market in November 2018 and the tender closed on 11 February 2019. Panuku has received positive response on the redevelopment opportunity the site offers as a mixed-use development, and will be undertaking internal review to confirm a preferred development partner by mid-2019.

Properties managed in the Maungakiekie-Tāmaki Local Board Area

22. Panuku currently manages 97 commercial and 72 residential interests within the local board area.

Portfolio strategy

Optimisation

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

24. Using optimisation, underperforming assets will have increased utility and efficiency, lower maintenance and operating costs, as well as improved service delivery benefiting from co-location of other complimentary services or commercial activities. Optimisation will free up a range of undercapitalised development opportunities such as air space, full sites, or part sites.

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

Portfolio review and rationalisation

Overview

26. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within the council’s portfolio that may be suitable for potential sale and development if appropriate. Panuku has a focus on achieving housing and urban regeneration outcomes.

27. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

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

29. Target for July 2018 to June 2019:

Unit	Target	Achieved
Portfolio review	$30 million disposal recommendations	$8.6 million as at 31 January 2019.

Process

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

Under review

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

Property	Details
22 and 22/1 Waipuna Road, Mt Wellington	Residential property no longer required for current or future transport or infrastructure purposes. The rationalisation process commenced in September 2018 with the property being identified as suitable for development, specifically to deliver housing outcomes. The Finance and Performance Committee approved the disposal in December 2018. Panuku is currently undertaking a due diligence process before taking the property to market.
28A Waipuna Road, Mt Wellington	Residential property no longer required for current or future transport or infrastructure purposes. The rationalisation process commenced in September 2018 with the property being identified as suitable for development, specifically to deliver housing outcomes. The Finance and Performance Committee approved the disposal in December 2018. Panuku is currently undertaking a due diligence process before taking the property to market.
28B Waipuna Road, Mt Wellington	The residential property was acquired from private ownership in 2018 by Panuku under delegation using its strategic development fund. The property has been packaged together with adjacent council owned sites to form a larger block of land with a view to creating a significant opportunity to achieve greater residential development outcomes. Panuku is currently undertaking a due diligence process before taking the property to market.

Acquisitions and disposals

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

Acquisitions

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

34. Panuku purchased 12 properties for open space across Auckland in the 18/19 FY at a cost of $35 million, and bought one property for stormwater use at a value of $188,000.

35. No properties were purchased in the Maungakiekie-Tāmaki Local Board area during the reporting period.

Disposals

36. The disposals team has sold 13 properties, realising $40.9 million of unconditional net sales proceeds, in the current financial year. The Panuku 2018/19 disposals target is $24 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis.

37. One of the properties sold is in the Maungakiekie-Tāmaki Local Board area: 27B Waipuna Road, Mt Wellington, which was endorsed the local board, (resolution MT/2017/37).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. The views of the council group are incorporated on a project by project basis.

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

Local impacts and local board views

39. Any local or sub-regional impacts related to local activities are considered on a project by project basis.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

43. There are no financial implications associated with this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. There are no risks associated with receiving this report.

Ngā koringa ā-muri

Next steps

45. The next six-monthly update is scheduled for September 2019.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Sven Mol - Corporate Affairs Advisor, Panuku Development Auckland

Authorisers

Helga Sonier - Senior Engagement Advisor, Panuku Development Auckland

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 March 2019

2019 Local Government New Zealand Conference and Annual General Meeting

File No.: CP2019/02423

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 Maungakiekie-Tāmaki 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 attached (refer Attachment A).

8. The AGM takes place on the first day of the conference. The LGNZ constitution permits the 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

Linda Gifford, Programme Manager Kura Kawana

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

26 March 2019

Auckland Council Policy on Dogs and Dog Management Bylaw Statement of Proposal resolution from Governing Body

File No.: CP2019/03701

Te take mō te pūrongo

Purpose of the report

1. To receive a resolution from the Governing Body and provide feedback on the Auckland Council Policy on Dogs and Dog Management Bylaw Statement of Proposal to the Hearings Panel on 3 May 2019.

Whakarāpopototanga matua

Executive summary

2. At its meeting on 28 February 2019, the Governing Body considered the recommendation from the Regulatory Committee - report Attachment A. Link to Regulatory Committee, 14 February 2019 - Item 10 Statement of Proposal – page 19. http://infocouncil.aucklandcouncil.govt.nz/Open/2019/02/REG_20190214_AGN_6987_AT.PDF and resolved as follows:

Resolution number GB/2019/10

MOVED by Cr L Cooper, seconded by Deputy Mayor BC Cashmore:

That the Governing Body:

a) adopt the statement of proposal in Attachment B of the agenda report for public consultation, as amended, and confirms that the draft bylaw:

i) is the most appropriate and proportionate way to implement aspects of the policy

ii) is not inconsistent with the New Zealand Bill of Rights Act 1990.

b) forward to local boards and advisory panels:

i) the statement of proposal in Attachment B of the agenda report for their views

ii) this agenda report and attachments for their information.

c) note delegated authority to the chair of the Regulatory Committee to make replacement appointments to the panel if a member of the panel is unavailable.

d) note delegated authority through the chief executive to staff approved by a manager responsible for bylaws to receive public feedback at ‘Have Your Say’ events.

e) note delegated authority through the chief executive to a manager responsible for bylaws to make any amendments to the statement of proposal in Attachment B of the agenda report to correct errors, omissions or to reflect decisions made by the Regulatory Committee or the Governing Body.

f) note the Regulatory Committee’s agreement that the statement of proposal be amended to include an option outlining the ability for local boards to determine the time and season provisions for their local board areas.

3. The Auckland Council Policy on Dogs and Dog Management Bylaw Statement of Proposal is included as Attachment B.

4. The Hearings Panel will meet on 3 May 2019 and local boards will have an opportunity to present views.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the 28 February 2019 Governing Body resolution on the Auckland Council Policy on Dogs and Dog Management Bylaw Statement of Proposal.

b) consider whether to provide views on the Auckland Council Policy on Dogs and Dog Management Bylaw Statement of Proposal to the Hearings Panel on 3 May 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	28 February 2019 - Governing Body report	83
b	Statement of Proposal Auckland Council's new policy on dogs and dog management bylaw (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Sarndra O'Toole - Team Leader Governance Advisors

Authorisers

Marguerite Delbet - General Manager Democracy Services

Victoria Villaraza - Relationship Manager

[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.

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

Chairperson	Chris Makoare
Deputy Chairperson	Debbie Burrows
Members	Don Allan
	Bernie Diver
	Nerissa Henry
	Maria Meredith
	Alan Verrall