Agenda of Waitākere Ranges Local Board

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

Members were 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.

Specifically members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of the Waitākere Ranges Local Board:

Board Member	Organisation/Position
Sandra Coney	- Waitemata District Health Board – Elected Member - Women’s Health Action Trust – Patron - New Zealand Society of Genealogists – Member - New Zealand Military Defence Society – Member - Cartwright Collective – Member - Titirangi RSA – Member - Portage Trust – Member - West Auckland Trust Services - Director
Neil Henderson	- Portage Trust – Elected Member - West Auckland Trust Services (WATS) Board – Trustee/Director - Kaipatiki Project - Employee
Greg Presland	- Lopdell House Development Trust – Trustee - Whau Coastal Walkway Environmental Trust – Trustee - Combined Youth Services Trust – Trustee - Glen Eden Bid – Member - Titirangi Ratepayers and Residents Association - Member - Waitakere Ranges Protection Society - Member - Titirangi RSA - Member - Maungakiekie Golf Club - Member
Steve Tollestrup	- Waitakere Licensing Trust – Elected Member - Waitakere Task force on Family Violence – Appointee - Piha RSA - Member
Saffron Toms	Nil
Ken Turner	Nil

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council:

Board	Organisation/Position
Sandra Coney	- Friends of Arataki Incorporated – Trustee
Neil Henderson	- Friends of Arataki Incorporated – Trustee - Rural Advisory Panel - Member
Steve Tollestrup	- Glen Eden Business Improvement District - Member - Aircraft Noise Consultative Committee Group - Member - Local Government New Zealand Zone One Committee - Member
Greg Presland	- Glen Eden Business Improvement District (alternate)
Saffron Toms	- Ark in the Park - Manukau Harbour Forum - Chair

4 Confirmation of Minutes++

That the Waitākere Ranges Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 14 March 2019, as a true and correct.

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 Waitākere Ranges 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 Deputations - Glen Eden Santa Parade update

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Gayle Marshall on behalf of the Glen Eden Protection Society.

Whakarāpopototanga matua

Executive summary

2. Gayle Marshall will provide an update on the 2018 Glen Eden Santa Parade and thank the board for their financial support.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) receive the presentation providing an update on the 2018 Glen Eden Santa Parade (including financial support) and thank Gayle Marshall, from the Glen Eden Protection Society, for her attendance.

8.2 Deputations - Sport Waitakere update

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Sport Waitakere.

Whakarāpopototanga matua

Executive summary

2. Lynette Adams, CEO, Dave George Community Sport Manager and Kerry Allan Health Families Manager on behalf of Sport Waitākere will provide a presentation on the work carried out in the Waitākere Ranges local board area.

3. Sport Waitakere has a vision that everyone is connected, healthy and active. They aim to make a positive difference to the lives of people in our West Auckland community where they live, learn, work and play. Sport Waitakere has several contracts for service with Auckland Council.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) receive the presentation from Lynette Adams, Davie George and Kerry Allan on behalf of Sport Waitākere on the work carried out in the Waitakere Ranges local board area and thank them for their attendance.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Waitākere Ranges Local Board

28 March 2019

Disposal recommendations report - 300 West Coast Road, Glen Eden

File No.: CP2019/01817

Te take mō te pūrongo

Purpose of the report

1. This report seeks the Waitākere Ranges Local Board’s endorsement for Panuku Development Auckland (Panuku) to recommend to the Finance and Performance Committee the disposal of one council owned property in the Waitākere Ranges Local Board area.

Whakarāpopototanga matua

Executive summary

2. 300 West Coast Road, Glen Eden is a vacant 10,400m²site. It is a listed council closed land fill (the Glen Eden depot closed land fill). It is recommended half of the site is retained for open space purposes. The balance of the site comprises approximately 5,500m²is recommended for disposal.

3. Consultation with council and its CCOs, iwi authorities and the Waitākere Ranges Local Board has now taken place. As a result of this consultation, the area proposed for retention for open space purposes has been enlarged from what was originally proposed, to enable the proposed Waitākere Ranges Greenways/Pathways Plan priority route to the Glen Eden town centre through the site.

4. As no current or future public work use has been identified for the balance of the site through the rationalisation process, Panuku recommends that it be divested.

5. To capture the work undertaken on this site and advise on the contaminated land issues, Panuku provided an information memorandum to the local board and attended a workshop in February 2019. This report provides the Waitākere Ranges Local Board with an opportunity to formalise its view.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) endorse Panuku Development Auckland’s recommendation to the Finance and Performance Committee to dispose of part of 300 West Coast Road, Glen Eden, comprising approximately 5,500m² (subject to survey) that is not required as part of the open space network.

Horopaki

Context

6. Panuku is required to undertake ongoing review of council’s property assets. This includes identifying properties from within council’s portfolio that are no longer required for public work purposes and may be suitable for sale and development if appropriate. Panuku has a particular focus on achieving housing and urban regeneration outcomes. Identifying potential sale properties contributes to the 10-year budget (long term plan) 2018-2028 and the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

7. Once a property has been identified as potentially no longer required for public work purposes, Panuku engages with council departments and its CCOs through an expression of interest process, to establish whether the property must be retained for a strategic purpose or is required for a future funded public work. Once a property has been internally cleared of any public work requirements, Panuku then consults with local boards, mana whenua and ward councillors. All sale recommendations must be approved by the Panuku Board before a final recommendation is made to the Finance and Performance Committee. The Finance and Performance Committee makes the final decision to approve a property for disposal.

Tātaritanga me ngā tohutohu

Analysis and advice

Property information

8. 300 West Coast Road, Glen Eden is a vacant site comprising approximately 10,400m². It is contoured land which is partly utilised for car parking purposes and as an access way by adjacent landowners (refer Attachment Figure 1).

9. Records indicate that the former Glen Eden Borough Council and former Waitakere City Council agreed to sell parts of the site, but no disposal was ever completed.

10. The Auckland Unitary Plan zoning is Terrace Housing and Apartment Buildings. The entire site has a council valuation of $3.3 million.

11. The site is likely to be subject to offer back obligations to the former owner in accordance with section 40 of the Public Works Act 1981.

12. 300 West Coast Road was held as a listed closed landfill (the Glen Eden depot closed land fill) by the former legacy councils. Since 2010 it has been held as an Auckland Council medium risk contaminated site.

13. A 2014 review against the council’s open space provision policy assessed that due to the site’s contaminated land issues and the proximity of nearby Singer Park, Harold Moody Reserve and the Glen Eden Picnic Ground, only approximately 3,000m² of the site was a priority for retention for open space purposes (refer Attachment Figure 2).

14. The remaining approximately 7,400m² of 300 West Coast Road was not a priority for retention and would be subject to the ACPL (now Panuku) led council property rationalisation process.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

Internal Consultation

15. The internal consultation for the 7,400m² area that was originally subject to rationalisation was undertaken in December 2015. As part of the internal consultation, Auckland Transport submitted an expression of interest (EOI) for all of 300 West Coast Road for future transport infrastructure requirements. In early 2018 AT withdrew this EOI.

16. Council’s Closed Landfill and Contaminated Land (CLCL) Team also requested more time for investigations into the contaminated land issues. The CLCL Team subsequently advised that the contaminated land issues would not prevent a disposal and that council can dispose of the subject part of 300 West Coast Road.

17. Watercare and the council’s Healthy Waters department advised there was no requirement to retain 300 West Coast Road. The council’s Heritage Team advised there were no heritage issues associated with the site.

18. Subsequent discussions between Panuku, council’s Parks and Recreation Policy team, Parks Operations team and Local Board Services department identified that a proposed priority route in the 2017 Waitākere Ranges Greenways/Pathways Plan (linking Verdale Circle to Glendale Road) traversed the area subject to rationalisation.

19. A revised open space assessment was undertaken in July 2018 in order to consider the outcomes identified in the Greenways/Pathways Plan. The revised assessment now recommends the southern part of 300 West Coast Road be retained, enabling the proposed Greenways/Pathways Plan route to the Glen Eden town centre, increasing the area recommended to be retained to approximately 4,900m² and better protecting the water course through the site, part of the Waikumete Stream catchment (refer Attachment Figure 3).

20. No alternative planned or funded public works have been identified for the residual (northern) area of 300 West Coast Road, comprising approximately 5,500m² through the internal consultation process. Accordingly, this area is now recommended for disposal.

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

Local impacts and local board views

21. In November 2018 Panuku provided the Waitākere Ranges Local Board with an information memorandum regarding the site’s contaminated land issues and an update on the rationalisation process undertaken since 2014. Prior to this, informal information about the rationalisation of this site had been provided to the Waitākere Ranges Local Board via six monthly updates, as part of other briefings and via Local Board Services staff.

22. Panuku also attended a workshop with the board in February 2019. At the workshop the board provided informal feedback that while it noted the work undertaken to enable the proposed Greenways/Pathways Plan priority route, it will seek to retain the entirety of 300 West Coast Road in order to land bank for future open space requirements in an area forecasted for intensification and population growth. Given this property is subject to the Public Works Act 1981, council may have offer back obligations to the former owners if all or part of the property it is not required for an identified public work. Further information about this is set out in paragraph 30 below.

23. This report provides the board with an opportunity to formalise its views regarding the site.

Tauākī whakaaweawe Māori

Māori impact statement

a) Te Runanga o Ngāti Whatua

No notification of issues of cultural significance or expression of commercial interest was received for this site.

b) Ngāti Whatua o Kaipara

No notification of issues of cultural significance or expression of commercial interest was received for this site.

c) Ngāti Whatua Ōrakei

Ngāti Whatua Ōrakei expressed a commercial interest in the property. If approved for disposal, Panuku will follow up with Ngāti Whatua Ōrakei on potential commercial opportunities.

d) Te Kawerau-ā-Maki

No feedback was received regarding this site.

e) Ngāti Tamaoho

No feedback was received regarding this site.

f) Te Akitai Waiohua

Te Akitai Waiohua expressed a commercial interest in the property. If approved for disposal, Panuku will follow up with Te Akitai Waiohua on potential commercial opportunities.

g) Ngāti Te Ata Waiohua

No feedback was received regarding this site.

Ngā ritenga ā-pūtea

Financial implications

24. Capital receipts from the sale of properties contribute to Auckland Plan outcomes and the 10-year budget (long term plan) by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects. In the 2018/2019 financial year, the 10-year budget (long term plan) has forecast the disposal of non-strategic assets to the value of of $24 million.

25. In accordance with the Local Government Act 2002, the annual Panuku SOI states the activities and intentions of Panuku, the objectives those activities will contribute to and performance measures and targets as the basis of organisational accountability. For the 2018/2019 financial year Panuku is required to recommend to the council’s Finance and Performance Committee properties from within council’s portfolio that may be suitable for sale to a combined value of $30 million and to sell $24 million of property by 30 June 2019.

26. The subject 5,500m² area of 300 West Coast Road is not required by the council for a current or future public work requirement that is funded or can realistically be funded in the future. To retain a non-service property for an undefined purpose is contrary to the council’s Revenue and Funding Policy principles and would require support from the Finance and Performance Committee given the impact of not realising the sale of a non-service property, and to allocate the operational budget required to hold the site.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. The council is seeking to reduce its enduring liabilities (legal and financial) for contaminated land across the Auckland region.

28. 300 West Coast Road is a closed land fill and a medium risk contaminated site. There are identified potential stability and settlement issues, exposure to increased contaminant levels and landfill gas. However if left undisturbed, discharges from the site do not have a measurable effect on the environment.

29. Should the subject 5,500m² area of 300 West Coast Road be approved for disposal by the Finance and Performance Committee, council is required to advise potential purchasers of its contaminated nature and that any redevelopment, subdivision or a change of land use may trigger the National Environmental Standard for Assessing and Managing Contaminant in Soil.

30. This property was transferred to the former Glen Eden Borough Council for the purpose of a works depot. As such, the property is considered to have been acquired for a “public work” for the purposes of section 40 of the Public Works Act 1981. Accordingly, if all or part of this property is not required for the public work for which it was acquired and held, and is not required for a planned and identified public work, it will likely trigger the offer back requirement under section 40 of the Act.

Ngā koringa ā-muri

Next steps

31. Following receipt of the Waitākere Ranges Local Board’s resolution, 300 West Coast Road will be presented to the Finance and Performance Committee.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Images of 300 West Coast Road, Glen Eden	15

Ngā kaihaina

Signatories

Authors

Anthony Lewis - Senior Advisor, Portfolio Review, Panuku Development Auckland

Authorisers

Letitia Edwards – Team Leader Portfolio Review, Panuku Development Auckland

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Waitākere Ranges Local Board

28 March 2019

Auckland Transport update for March 2019

File No.: CP2019/00079

Te take mō te pūrongo

Purpose of the report

1. To provide an update to the Waitākere Ranges Local Board on transport matters in their area.

Whakarāpopototanga matua

Executive summary

2. This report updates the Board on the safe speed bylaw, the enhanced seal programme, trial bus services and other current issues.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) receive Auckland Transport’s update for March 2019.

Horopaki

Context

3. This report addresses transport related matters in the Local Board area.

4. Auckland Transport (AT) is responsible for all of Auckland’s transport services, excluding state highways and reports 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.

Tātaritanga me ngā tohutohu

Analysis and advice

Safer Speed Bylaw Consultation

5. AT is currently fast-tracking implementation of a speed management plan for Auckland and delivering an ambitious $700 million safety infrastructure acceleration programme estimated to reduce deaths and serious injuries (DSi) by up to 18% over an initial three-year period, and by up to 60% by 2028. It will deliver major, minor and mass-action safety engineering projects, including speed management on high-risk routes and locations across the network.

6. As part of this programme, AT is proposing to change speed limits across Auckland using the Speed Limits Bylaw. This is in accordance with the special consultative procedure under the Local Government Act 2002 and with the Land Transport Rule: Setting of Speed Limits 2017 with regard to the new speed limits themselves.

7. Consultation on AT’s Speed Limit Bylaw began on 28 February and closes on 31 March. Any member of the public can submit their views during the consultation period on any aspect of the proposal.

8. The principal proposed changes some urban and built up areas speeds are to reduce from 50k/h to 30kph. For some rural roads the speed drops from 100k/h to 80k/h. There is also some instances were 40km or 60m are proposed.

9. The full bylaw out for consultation is over 100 pages long, with all changes detailed a series of Schedules. Copies have been previously circulated to local board areas. For the Waitakere Ranges Local Board area there are four general categories of proposed changes:

· Stretches of rural roads where there is a relatively high number of residences, where the speed has been reduced to 60km (Huia Rd)

· Rural roads where the typography and road conditions make it unsafe to drive at any higher speeds. (e.g. Helios)

· Roads where there are coastal settlements with residential properties, Piha, Muriwai etc.

· Roads near schools.

10. In most instances the proposed bylaw is suggesting slower speeds. However, for the roads around schools the restrictions are existing, the bylaw is merely reconfirming them.

Seal Extension Guideline Review

11. The road sealing guideline is reviewed every three years and is currently due for review. AT is requesting feedback from the five Local Boards that have unsealed road networks within their boundaries, namely:

· Franklin

· Great Barrier

· Rodney

· Waiheke

· Waitakere Ranges

12. The existing multi-criteria site prioritisation approach considers the following variables:

· Number of dwellings being served

· Amenities along the road

· Road gradient (%)

· Number of safety incidents

· HCV – heavy commercial vehicles

· Average Annual Daily Traffic.

13. A workshop session will be scheduled in the near future to seek feedback from the board.

Auckland Transport and Local Board – Engagement Plan 2018

14. Toward the end of last year AT’s Elected Member Relationship Team Manager circulated the Auckland Transport and Local Board – Engagement Plan. This document outlines the principles that will guide the interactions between Local Boards and Auckland Transport. This protocol means that AT has a uniform and consistent level of engagement with all boards. A copy of the plan is attached as Attachment A.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. 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

Anawhata Road Maintenance

16. Beginning the week 11 March, routine maintenance began on Anawhata Road. The work entails cleaning and clearing the culverts, followed by regrading the road surface. Board members and residents have observed, what seems to be, a more rapid deterioration in the road surface, due to increased traffic numbers. AT is aware of this concern and is monitoring the situation.

Trial Services for Piha and Huia

17. At a workshop on Thursday 28 February, the board received an update on the proposed public transport trial services for Piha and Huia. The focus of the workshop was on funding options for the trial. The services would be in the morning and evening peaks only. The Board will be discussing this further amongst themselves and communicating further recommendations to us in the coming weeks, following which AT staff will then investigate the proposal based on feedback.

Candia Road Footpath

18. The petition was received at the Waitakere Ranges Local Board meeting on 28 February 2019. There’s supporting background that appears on some pages though not all.

19. The paper petition has just over 300 signatures, with an online one getting a further 5,300 from people around the country and the world.

20. The petition states “In line with Auckland Transport’s aim to promote walking as a mode of transport, a health and leisure activity and an ingredient in sustaining local communities, we demand that a footpath be built along the length of Candia Road in Henderson Valley and Swanson.“

21. The petition will be forwarded to the relevant AT staff for an assessment of the request.

Tauākī whakaaweawe Māori

Māori impact statement

22. For all projects consideration of impacts and opportunities for engagement will be carried out on an individual project basis.

Ngā ritenga ā-pūtea

Financial implications

23. The proposed decision of receiving this report has no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. 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

25. Auckland Transport provides the Waitākere Ranges Local Board with the opportunity to comment on the transport projects being delivered in the local board area.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Transport and Local Board – Engagement Plan 2018/19	23

Ngā kaihaina

Signatories

Authors	Bruce Thomas – Elected Members Relationship Manager (Western Boards)
Authorisers	Jonathan Anyon – Manager Elected Member Relationship Unit, Auckland Transport

Waitākere Ranges Local Board

28 March 2019

ATEED six-monthly report for the six months 1 July to 31 December 2018

File No.: CP2019/02625

Te take mō te pūrongo

Purpose of the report

1. This report provides the Waitākere Ranges Local Board with highlights of ATEED’s activities in the Waitākere Ranges 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). 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 Waitākere Ranges Local Board with relevant information on the following ATEED activities:

§ Locally-driven initiatives: Glen Eden Investment Attraction

§ Supporting local business growth

§ Filming activity

§ Young Enterprise Scheme

§ Youth connections

§ Local and regional destination management and marketing

§ Delivered, funded and facilitated events

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

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) receive ATEED’s six monthly update for the period 1 July to 31 December 2018.

Horopaki

Context

5. ATEED has two areas of focus:

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

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

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

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

8. In addition, ATEED’s dedicated Local Economic Development (LED) team works with local boards who allocate locally-driven initiatives (LDI) budget to economic development activities. The LED team delivers a range of services[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: Glen Eden Investment Attraction

11. During the period, ATEED met with the Waitākere Ranges Local Board and Business Association representatives to discuss the report on last year's research and discuss next steps.

Supporting Local Business Growth

12. This area is serviced by the Business and Enterprise team in the West hub, based in the Henderson Service Centre. The team comprises of two Business and Innovation Advisors and administration support. The role of this team is to support the growth of Auckland’s key internationally competitive sectors and to support to provide quality jobs.

13. 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.

14. 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.

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

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

· Callaghan Innovation subsidised innovation programmes (https://www.callaghaninnovation.govt.nz/innovation-skills)

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

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

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

16. During the reporting period, ATEED Business and Innovation Advisors met with 15 businesses in the Waitākere Ranges Local Board area, five for innovation advice and services and 10 for business growth and capability advice and services (one was a returning client). From these engagements:

· Two connections were made to Callaghan Innovation services and programmes

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

· Three referrals were made to NZ Business Mentors

· Three connections were made to ATEED staff and programmes

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

Other support for new businesses

17. During the period, ATEED also ran workshops and events aimed at establishing or growing a new business and building capability. Eight people from the Waitākere Ranges Local Board area attended an event below:

· Starting off Right workshop – 2

· Business clinic – 4

· Innovation clinic – 2.

Filming activity within the Waitākere Ranges Local Board area

18. 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.

19. Between 1 July and 31 December 2018, a total of 312 film permits^{^[2]} were issued in the Auckland region, 32 of these permits were issued in the Waitākere Ranges Local Board area – the third highest in the region. 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.

20. The Waitākere Ranges Local Board area’s share of film permit revenue was $2,556.52^{^[3]} for the period (total for all boards combined was $46729.13).

21. Some of the key film productions that were issued permits to film in the Waitakere Ranges Local Board area were:

· Ahikāroa Season 2

· The Dead Lands

· The Gulf

· Letter for The King

· Shortland Street

· High Road

Young Enterprise Scheme (YES)

22. 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. There are currently no schools from the Waitākere Ranges Local Board area participating in the YES programme.

Youth Connections – transfer to The Southern Initiative / Western Initiative

23. 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.

Destination

Local destination management and marketing activity

24. Over the period, the ATEED tourism team has been working with the Waitakere Ranges Local Board on the Journey North project. This is a co-operative marketing effort to encourage visitors to explore the wider Auckland/Northland regions via a touring route option. The initiative provides a framework for tourism partners to work collaboratively to develop an offering for visitors to explore the region, encouraging visitors to drive the western route via Titirangi Village and major western beaches (e.g. Piha and Bethels) en route to Arataki Visitor Centre, before then making their way north through Rodney.

25. In addition, the Tourism team worked closely with the Local Board to look at alternative attractions to the region due to the kauri die back and has continued facilitation of the options regarding tourism attractions that are decommissioned and how they could be re-opened and sustainably developed.

Regional destination management and marketing activity

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

· Gourmet Hāngi video – featuring Rewi Spraggon, Hāngi Master in locations across the city including Kumeu, Ponsonby, Waiheke and Henderson

· HIPGROUP – restaurants across the city, in featuring Mike de Vries (Executive Chef)

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

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

· Ben Bayley at The Grounds in Henderson

· Kai Pasifika in Eden Terrace.

27. 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

28. 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.

29. During the period, residents of the Waitākere Ranges 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.

30. 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

31. 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

32. 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

33. 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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. 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

36. 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

Authors

Samantha-Jane Miranda, Operational Strategy Advisor (ATEED)

Authorisers

James Robinson, Head of Strategy and Planning (ATEED)

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Waitākere Ranges Local Board

28 March 2019

Allocation of funding to Citizens Advice Bureaux

File No.: CP2019/03426

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 Waitākere Ranges Local Board:

a) endorse and provide any 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	39
b ⇩	Map of bureaux locations by local board	41
c ⇩	Comparative overview of funding models	43

Ngā kaihaina

Signatories

Authors

Sibyl Mandow - Advisor - ACE

Authorisers

Graham Bodman – General Manager Arts, Community and Events

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

No.	Title	Page
a ⇩	Waitākere Ranges Local Board feedback on the draft Increasing Aucklanders' participation in sport investment Plan 2019/2039.	47

Waitākere Ranges Local Board

28 March 2019

Waitākere ki tua - An action plan in response to aspirations of west Auckland Māori

File No.: CP2019/03652

Te take mō te pūrongo

Purpose of the report

1. To endorse Waitākere ki tua – An action plan in response to aspirations of west Auckland Māori to support Henderson-Massey, Waitākere Ranges and Whau local boards to deliver on improved outcomes for Māori.

1. Whakarāpopototanga matua

Executive summary

2. Waitākere ki tua (Waitākere going forward) (Attachment A) is an action plan is intended to influence and drive future business planning, engagement and relationships, decision-making, systems and processes design, capability and capacity building, and general provision of services.

3. The action plan draws on two key reports that were developed following robust engagement processes with Māori; the Toitū Waitākere report 2017 (Attachment B) and the West Auckland Mataawaka Report from 2014. Both of these engagement processes were undertaken by Māori leaders in west Auckland who applied a kaupapa Māori methodology. The Toitū Waitākere report in particular, was developed following three hui hosted on Hoani Waititi Marae as well as more than 50 face-to-face interviews with local Māori.

4. Waitākere ki tua aims to honour the process and kōrero by bringing the recommendations of both reports together so local board decision-making and advocacy reflects Māori community aspirations.

5. Whakawhanaungatanga growing respectful and reciprocal relationships is the key principle of the action plan. A key new proposal is the establishment of a three-year local community-based Māori broker project. A broker would be established to take a lead role in strengthening connections and capacity across west Auckland Māori communities, as well as fostering the relationship between west Auckland Māori communities and individuals and Auckland Council at elected member governance and staff operational levels.

6. Currently regional funding of $60,000 per annum for the next three year has been secured from for the Māori broker role. Each of the three local boards are being requested to allocate a further $15,000 each per annum for the next three years to act as a local match funding to enable a three-year full time project to be funded. Discussions have been initiated around the Māori broker project being facilitated through a three-year funding agreement with Hoani Waititi Marae.

Ngā tūtohunga

Recommendation/s

That the Waitākere Ranges Local Board:

a) approve Waitākere ki tua – An action plan in response to aspirations of west Auckland Māori (Attachment A) as the basis of whakawhanaungatanga between the local boards and local Māori and its commitment to responding to Māori aspiration and working alongside local Māori.

b) receive the Toitū Waitākere report 2017 (Attachment B), thank participants for their contributions, and acknowledge Hauā Partnerships for their leadership around the kaupapa Māori methodology.

c) support the establishment of a three-year west Auckland Māori broker project, and allocate $15,000 annually for 2018/19, 2019/20 and 2020/21 years; with 2018/19 funded from the LDI opex Community Response line, and the subsequent two years being integrated into future work programmes.

Tātaritanga me ngā tohutohu

Analysis and advice

7. As identified in Waitākere ki tua, under the principle of Whakawhanaungatanga (grow respectful and reciprocal relationships), the following three focus areas reflect the aspirations of west Auckland Māori and support the recommendations and actions it contains:

· Rangatiratanga (enhancing leadership and participation): west Auckland Māori aspire to lead and achieve in their priority areas of placemaking, design, decision-making and Māori development.

· Taonga tuku iho (ancestral Māori culture and practices): west Auckland Māori seek facilities and services that reflect Māori culture and identity through te reo Māori, tikanga and mātauranga which are to be valued, validated and normalised.

· Rangatira mō āpōpō (ensuring sustainable futures): highlights that west Auckland Māori want to invest in rangatahi, mātua, pakeke and kaumātua to grow, develop and sustain taonga tuku iho.

8. Henderson-Massey, Whau and Waitākere Ranges local boards workshopped Waitākere ki tua in November 2018, with robust discussions on the recommendations, with actions and feedback incorporated into the document found in Attachment one.

2. Maori Broker Project

9. A key action within the action plan that will be most enabling for Council and empowering for the community was the idea of a specific role that can take forward to on the ground mahi / work. Through the hui and associated engagement, it was also strongly and frequently stated the need for Māori to be working with Māori. To this end regional funding has been secured and indications of supportive funding allocations have been given by the three local boards to establish a Māori Broker Project based primarily around a three-year full-time role. The role is proposed to be based within Hoani Waititi Marae in recognition of Hoani Waititi Marae’s relationship with council, its position in the community and existing skill base, and in alignment with the three local boards endorsed empowered communities approach.

10. The current Māori Broker project brief is:

3. To provide for dedicated engagement support and capacity development across Māori communities and organisations of Waitākere through a Māori broker project.

4. Three-year funding will enable the appointment of a fixed term full time role managed through Hoani Waititi Marae with the responsibility of co-ordination of shared communications, event and strategic initiatives, including development and delivery of an engagement, capability and capacity building work-programme in partnership between Te Kaunihera o Tāmaki Makaurau (Auckland Council), Henderson-Massey, Waitākere Ranges and Whau Local Boards and Hoani Waititi Marae.

5. The shared intent is to foster and bring forward shared aspirations of Mataawaka communities and organisations across Waitākere west Auckland in a collaborative and empowering way whilst also lifting the relationship between Council, Hoani Waititi Marae and Māori. Local boards will also be assisted in growing their capacity and understanding of kaupapapa Māori methods and Te Ao Māori perspectives.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11. This approach to Māori responsiveness is in line with the Auckland Plan 2050 and Whiria Te Muka Tangata 2014 (Māori responsiveness framework).

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

Local impacts and local board views

12. All three west 2017-2020 Local Board plans hold a commitment to building strong and meaningful relationships with Māori to ensure that Māori aspirations are understood and a commitment to developing partnerships of mutual respect and openness. This includes a commitment to partner with Māori on shared goals as the local boards develop their work programmes and plans.

13. The following tables identify specific items specifically identified in the three local board plans that identify a responsiveness specifically to Māori.

Henderson Massey	A thriving local economy that supports quality of life	Local business collectives and hubs drive identity and success.	Support local Māori to explore establishing free enterprise/entrepreneurship ideas and points of difference for west Auckland.
Henderson Massey	Communities know each other and work together on common interests	Diversity and difference is embraced and valued.	Support rangatahi/youth in growing their confidence and leadership through projects that build on their interests and challenge them.
Henderson Massey	Communities know each other and work together on common interests	Mana whenua and mataawaka rights are acknowledged and their needs and aspirations widely known.	Develop relationships and agree shared goals with mana whenua, local Māori and key Māori organisations.
Henderson Massey	Communities know each other and work together on common interests	Mana whenua and mataawaka rights are acknowledged and their needs and aspirations widely known.	Support Matariki and other significant Māori events as a source of insight to kaupapa Māori.
Henderson Massey	Natural spaces are valued and restored	People are central to maintaining our environment.	Support Māori as kaitiaki of the environment when developing community and council projects.
Henderson Massey	Natural spaces are valued and restored	Biodiversity is increasing.	Promote private native planting to help restore indigenous ecosystems.

Waitākere Ranges	People actively protect the Waitākere Ranges Heritage Area	The heritage area’s special character is celebrated and enhanced.	Work with mana whenua and local communities to protect, and tell the stories of, cultural and historic sites of importance.
Waitākere Ranges	Local communities feel good about where they live	Communities are skilled, well informed and engaged.	Support Hoani Waititi Marae-based programmes, activities and events.
Waitākere Ranges	Local communities feel good about where they live	Community events and activities celebrate diverse local identities.	Fund Waitangi Day celebrations.
Waitākere Ranges	Local communities feel good about where they live	Mana whenua and mātāwaka are acknowledged and their needs and aspirations are widely known.	Develop relationships and agree shared goals with Te Kawerau a Maki and other mana whenua, Hoani Waititi Marae, and other key Maori organisations and local Maori residents.
Waitākere Ranges	People experience local arts and culture, and recognise our heritage	Historic and cultural heritage is recognised, celebrated and understood.	Protect key local sites of cultural and historical importance and tell their stories.
Waitākere Ranges	People experience local arts and culture, and recognise our heritage	Historic and cultural heritage is recognised, celebrated and understood.	Celebrate Matariki at key sites.

Whau	Great neighbourhoods with strong community connections, capacity and voices	Our many voices contribute to making our future.	Encourage and support our Māori leaders, Pasifika, Chinese, Indian and other ethnic and resettled communities to contribute to the Whau’s future.
Whau	Great neighbourhoods with strong community connections, capacity and voices	Mana whenua and mātāwaka are acknowledged and their needs and aspirations are widely known.	Develop relationships and agree shared goals with mana whenua, local Māori and key Māori organisations.
Whau	Celebrating our creative edge in our streets, neighbourhoods and communities	Art and culture is celebrated in our place-making.	Support/work with manā whenua on place-making projects that honour their stories and significant sites.
Whau	Celebrating our creative edge in our streets, neighbourhoods and communities	Art and culture is celebrated in our place-making.	Champion architecture and landscaping that reflects our unique Māori and Pasifika influences.
Whau	Our heritage is known, protected and our stories are shared	We celebrate and support protection from a strong research foundation.	Refresh Māori heritage sites list.
Whau	Our heritage is known, protected and our stories are shared	Gather and share historical knowledge.	Deliver a programme of heritage activities that acknowledges our Maori, colonial and recent heritage.
Whau	Our heritage is known, protected and our stories are shared	Preservation of our places and stories.	Promote the protection of Māori heritage sites.

14. Local board members and Ward Councillors were invited to the three Marae based hui held over 2017, subsequent workshops were held with each board presenting the Toitū Waitākere report to members.

15. Building upon the insights gained and through the lens of local government noting what Auckland Council local boards have decision making or influence over Waitākere ki tua – An action plan in response to aspirations of west Auckland Māori was developed.

16. A presentation and draft action plan were workshopped with all three local boards in November 2018. There was general endorsement over the overall action plan and an acknowledgement of the process and work to date.

17. The concept of a Maori coordinator was specifically flagged as a key opportunity and indicative support was obtained from each local board individually around contributing to a joint role noting that regional funding had been secured already.

Tauākī whakaaweawe Māori

Māori impact statement

18. West Auckland has a strong Māori community and its Māori population ranks second in size out of the 21 local boards in Auckland.

19. Mana whenua were not directly engaged in the process of developing the action plan with focus on Māori who reside in the west local board areas. A separate project is underway with local boards and mana whenua of west Auckland to progress council’s legal and Te Tiriti o Waitangi commitments through Mana Whenua Relationship Agreements.

20. The three west local boards of Henderson-Massey, Waitākere Ranges and Whau recognise their legal obligations and commitments to Maori and to Te Tiriti o Waitangi as a founding document of Aotearoa New Zealand.

21. Council influences outcomes with Māori through policies, plans and funding, and the various activities it delivers. The Waitākere ki tua action plan is intended to increase opportunities and drive change in council culture and practice to respond to Māori aspirations.

Ngā ritenga ā-pūtea

Financial implications

22. The actions of Waitākere ki tua are a mix of activities that involve both; an adjustment in Council processes or methodologies, along with the development of new activities or the direction of funding to better respond to identified needs and aspirations across west Auckland.

23. Whilst there will likely be a more explicit explanation along with supporting advice through annual work programming process the plan can be progressed from within local board discretionary budgets with some opportunity to leverage off associated regional budgets and programmes.

24. A key new proposal is the establishment of a three-year local community-based Māori broker project. The broker would take a lead role in strengthening connections and capacity across west Auckland Māori communities, as well as fostering the relationship between west Auckland Māori communities and individuals and Auckland Council at elected member governance and staff operational levels.

25. Regional funding of $60,000 per annum for the next three years has been secured to assist the establishment of the proposed Māori broker project and local boards are being asked to consider the allocation of $15,000 each annually for the next three years.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. Auckland Council recognises its legal obligations and commitments to Māori and to Te Tiriti o Waitangi as a founding document of Aotearoa New Zealand.

Ngā koringa ā-muri

Next steps

27. Reconnect with local Māori at hui for feedback on the recommendations and actions contained in the document. Following this, local board services staff will work with Māori and council departments to progress the delivery of actions.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Waitākere ki tua – An action plan in response to aspirations of west Auckland Māori	55
b ⇩	Toitū Waitākere Report 2017	77

Ngā kaihaina

Signatories

Authors

Tracey Wisnewski - Local Board Advisor

Authorisers

Louise Mason – GM Local Board Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

[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	Greg Presland
Deputy Chairperson	Saffron Toms
Members	Sandra Coney, QSO
	Neil Henderson
	Steve Tollestrup
	Ken Turner

Authors	Brenda Railey - Democracy Advisor - Waitakere Ranges
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau