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, 28 May 2019 and the extraordinary minutes of its meeting, held on Tuesday, 4 June 2019, as 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 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.

8.1 The Charter For Compassion

Te take mō te pūrongo

Purpose of the report

1. Providing Louise Poole the opportunity to present to the board on The Charter For Compassion, and is seeking endorsement from the local board.

Whakarāpopototanga matua

Executive summary

2. As per standing orders the Chairperson has approved the deputation request from Louise Poole.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) thank Louise Poole for their attendance.

Attachments

a The Charter For Compassion....................................................................... 237

8.2 Nga Hau Maiangi Inc

Te take mō te pūrongo

Purpose of the report

1. Providing Mereana Hona of Nga Hau Maiangi Inc the opportunity to present to the board on their cultural initiatives and strategy of their waka ama community through programmes they are running.

Whakarāpopototanga matua

Executive summary

2. As per standing orders the Chairperson has approved the deputation request from Nga Hau Maiangi Inc.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) thank Mereana Hona from Nga Hau Maiangi Inc for their attendance.

8.3 Mad Ave Community Trust

Te take mō te pūrongo

Purpose of the report

1. Providing Veeshayne Patuwai of Mad Ave Community Trust the opportunity to present to the board on the Urutapu leadership program for Kōhine Māori.

Whakarāpopototanga matua

Executive summary

2. As per standing orders the Chairperson has approved the deputation request from Mad Ave Community Trust.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) thank Veeshayne Patuwai and the group from Mad Ave Community Trust 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.”

No.	Title	Page
a ⇩	Chairperson's Report May/June 2019	13

Maungakiekie-Tāmaki Local Board

25 June 2019

Auckland Transport May Update

File No.: CP2019/10592

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 May 2019.

Whakarāpopototanga matua

Executive summary

2. This report updates the board on regional matters including the proposed safety audit of Beachcroft Avenue between Queenstown Road and Church Street, Mount Smart wayfinding and the Safe Speed Bylaw.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the Auckland Transport June 2019 update report.

Horopaki

Context

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

4. Auckland Transport (AT) is responsible for all of Auckland’s transport services, excluding state highways. Reports are provided monthly 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.

5. 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

Safety Audit

6. The local board requested a safety audit of Beachcroft Avenue between Queenstown Road and Church Street be considered for funding from the safety fund. However, a safety audit is classified as operating expenditure rather than capital expenditure.

Safer Speed Bylaw

7. AT is currently fast-tracking implementation of a speed management plan for Auckland. Public consultation on the speed bylaw closed on 31 March. Auckland Transport received 11,007 submissions on its proposal to reduce speeds on some 700km of high-risk roads around the region. The comments received range from general views on speed limits and road safety to location specific feedback on the roads included in the proposed bylaw.

8. AT also received feedback requesting reductions in speed limits on 876 kilometres of roads, which were not part of the proposal. Some of the location specific feedback is resulting in engineers carrying out further investigations to assess the road safety issues that have been raised.

9. AT will publish its responses to the feedback in a report within the next three to four months.

Mt Smart Wayfinding

10. AT is in the final stages of preparing wayfinding signage to direct attendees of events at Mt Smart stadium to the nearest public transport. Once the mock ups are complete the local board will be advised by memo of the signage and the location of the signs.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11. The matters 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

12. The board receive an update report as part of the monthly business meeting agenda and matters are workshopped as necessary between meetings.

13. Local board members may direct queries on issues via electedmember@at.govt.nz .

Tauākī whakaaweawe Māori

Māori impact statement

14. Consideration of impacts and opportunities for engagement are carried out on an individual project basis.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16. 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

17. The local board will receive updates on other transport matters at workshops scheduled in July.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Bruce Thomas – Elected Member Relationship Manager

Authorisers

Jonathan Anyon - Elected Member Relationship Team Manager

Trina Thompson – Relationship Manager

Maungakiekie-Tāmaki Local Board

25 June 2019

Maungakiekie-Tamaki Strategic Partnership Grants 2018/2019 Round Two

File No.: CP2019/11133

Te take mō te pūrongo

Purpose of the report

1. To approve the Maungakiekie-Tāmaki Strategic Partnerships Grant, Round Two 2018/2019 allocations.

Whakarāpopototanga matua

Executive summary

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

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

4. After the distribution of contestable and targeted grants throughout the year, and the reallocation of $65,250 from Strategic Partnerships to the Waikaraka Park Reserve Management Plan, the residual amount available for reallocation in round two is $105,194.

5. Expressions of interest (EOI) for grants round two opened to community groups on 1 March 2019 and closed on 6 May 2019.

6. Seven expressions of interest (EOI) were received (Attachment A) and assessed by staff for their alignment to the criteria (Attachment B) outlined in the Maungakiekie-Tāmaki Strategic Partnership Grants 2018/2019 framework.

7. The alignment of the seven EOI’ against the local board’s priorities have been considered.

8. Three EOI have been assessed to have low alignment with the criteria. Staff will work with these organisations to look for other opportunities for collaboration with the local board that align with the Strategic Partnerships Grants criteria or connect them with other funding rounds that are more aligned to the intended outcomes of their initiatives.

9. Four EOI were assessed to strongly align with the grants criteria and local board priorities (Attachment B) and are recommended for funding, totalling $87,700.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the following Strategic Partnerships Grant applications:

Application ID	Applicant	Project	Recommended funding
MTPG18192-04	Te Karanga Charitable Trust	Creative Pathways, Tipu Ake youth group and Mentoring in Maungakiekie-Tāmaki	$15,000
MTPG18192-08	Touch New Zealand Association	Tamaki Community TouchED	$17,700
MTPG18192-09	Third Space Project To-Wahi (Your Place)	Your Place - To Wahi project	$30,000
MTPG18192-07	EcoMatters Trust	Community Bike Hub	$25,000
Total			$87,700

b) decline the following Strategic Partnerships Grant applications:

Application ID	Applicant	Project	Recommended funding
MTPG18192-01	The GeneNow Financial Literacy Trust	Food Literacy and Food Sources	$0
MTPG18192-10	Trust MYRIVR	Community Empowerment Event Outreach	$0
MTPG18192-11	Miss Genesis Moana	HYPE	$0

Horopaki

Context

10. The purpose of the Strategic Partnerships Grants is to support initiatives that will deliver against the following outcomes identified in the Local Board Plan 2017:

· youth empowerment

· neighbourhood development

· active participation

· economic growth

· improving outcomes for Māori

· 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. After the distribution of contestable and targeted grants throughout the year, and the reallocation of $65,250 from Strategic Partnerships to the Waikaraka Park Reserve Management Plan, the residual amount available for reallocation in round two is $105,194.

13. A round two opened for EOI on 1 March and closed on 6 May 2019.

14. Seven EOI were received and assessed by staff for their alignment to the criteria outlined in the Maungakiekie-Tāmaki Strategic Partnerships Grants 2018/2019 framework.

15. The seven EOI were presented to the local board at a workshops in June to discuss their alignment with the local board’s priorities for the grants.

Tātaritanga me ngā tohutohu

Analysis and advice

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

17. Four EOI were assessed to strongly align with the criteria and are recommended for funding in round two.

18. 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.

19. Staff recommend allocating a total of $87,700 to the following three applicants with high alignment:

Application ID	Applicant	Project	Requested funding	Recommended funding	Reason for funding
MTPG18192-04	Te Karanga Charitable Trust	Creative Pathways, Tipu Ake youth group and Mentoring in Maungakiekie-Tāmaki	$15,000	$15,000	Although the local board has already funded this organisation to deliver programmes in Riverside, the purpose of this grant is to build the organisation's capacity, to increase their community outcomes, and to increase their eligibility for funding from other sources. The funds requested will help the organisation establish itself and increase their impact in Riverside.
MTPG18192-08	Touch New Zealand Association	Tamaki Community TouchED	$23,540	$17,700	Staff recommend funding the three Tāmaki components of this application. Tāmaki TouchED meets local board priorities and is aligned with the Strategic Partnerships Grants criteria. The Maungakiekie subdivision component is not recommended for funding through this application. Staff will work with the organisations involved in the delivery of the Oranga Mini Olympics to apply for funding directly.
MTPG18192-09	Third Space Project To-Wahi (Your Place)	Your Place - To Wahi project	$30,000	$30,000	The initiatives have strong alignment with the Strategic Partnerships priorities, and will be delivered in Oranga, which has been identified as a focus area for the Strategic Partnerships Grants to increase council support. Staff have identified the applicant as a key local community organisation that can increase their impact on the local community if they receive capacity building support. The applicant has agreed to work with staff to build its capabilities and explore community-led initiatives that will advance employment outcomes and social enterprise.
MTPG18192-07	EcoMatters Trust	Community Bike Hub	$25,000	$25,000	The bike hub will help the community to be active and to support independent and free travel. This will also help the environment. All bike hub sites are committed to employing local people, and all the volunteers come from the local community. The bike hub oﬀers free advice and support, educating and empowering many thousands of people in the community with knowledge to be active in their transport and leisure choices.
Total				$87,700

20. Three EOI were assessed to have low alignment with the criteria. Staff will work with these organisations to look for other opportunities for collaboration with the local board that align with the Strategic Partnerships Grants criteria or connect them with other funding rounds that are more aligned to the intended outcomes of their initiatives.

21. Staff recommend declining the following three EOI:

Application ID	Applicant	Project	Requested funding	Reason to decline
MTPG18192-01	The GeneNow Financial Literacy Trust	Food Literacy and Food Sources	$8,040	The applicant did not provide sufficient evidence: · of significant impact on achieving the local board's focus areas of increasing neighbourhood connectedness and activating public spaces · that funding would support partnerships or leverage investments through their initiative and has not approached other funders. The proposal has stronger alignment with local community grants and the applicant will be encouraged to make an application to the Community Grants round in 2019/2020.
MTPG18192-10	Trust MYRIVR	Community Empowerment Event Outreach	$30,000	The purpose of the initiative as proposed is unclear, and the budget breakdown and planning details are insufficient. The applicant did not provide sufficient evidence of community need for the proposed initiative.
MTPG18192-11	Miss Genesis Moana	HYPE	$30,000	The applicant was made by an individual and it is a requirement of the assessment criteria that applicants must be an organisation. The purpose of the initiative as proposed is unclear, and the budget breakdown and planning details are insufficient. There is no evidence of collaboration with other organisations or any indication that the grant will enable the applicant to access or leverage further funds and resources.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. None of the seven expressions of interest impact on other parts of the council group.

23. Where relevant, 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.

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

Local impacts and local board views

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

25. The aim of the 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.

26. Seven EOI were presented to the local board at workshops in June to discuss their alignment with the local board’s priorities for the grants.

27. Direction received from the local board has been considered in determining the staff recommendations.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

30. Staff recommend the local board approve the application of Third Space Project To-Wahi, which services the local Māori community and aims to create opportunities to promote and educate local communities about Te Ao Māori, te Reo Māori, and Tikanga.

Ngā ritenga ā-pūtea

Financial implications

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

32. On 26 March, the local board approved the allocation of $99,534 across four EOI (RES. MT/2019/30). On 23 April, the local board approved the allocation of $53,000 across three EOI with strong alignment to the grants criteria and local board priorities and declined four EOI with low alignment (RES. MT/2019/42).

33. On 4 June, the local board reallocated $15,250 from Strategic Partnerships to the Waikaraka Park Reserve Management Plan (RES. MT/2019/70).

34. The amount available for allocation to strategic partnerships grants round two is $105,194.

35. Staff recommend allocating $87,700 across four EOI for round two.

36. Any unallocated funds can be carried forward to the 2019/2020 financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. 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

38. Staff will notify all applicants of the local board’s decision and create funding agreements.

39. 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.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Summary of expressions of interest applications	31
b ⇩	Maungakiekie-Tāmaki Strategic Partnerships Grants 20182019 framework	53

Ngā kaihaina

Signatories

Author

Catalina Vercelli – Specialist Advisor, Community Empowerment

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Trina Thompson - Relationship Manager

Maungakiekie-Tāmaki Local Board

25 June 2019

Glen Innes and Panmure Community Needs Assessment

File No.: CP2019/10988

Te take mō te pūrongo

Purpose of the report

1. To receive the Glen Innes and Panmure Community Needs Assessment findings report (Attachment A) and approve staff progressing resultant recommendations relating to Panmure Community Hall, Panmure Library, Glen Innes Community Hall, Glen Innes Library and Lagoon Leisure Centre.

Whakarāpopototanga matua

Executive summary

2. The communities of Glen Innes and Panmure are growing and changing, with an increase in private home ownership and an anticipated rise in residents from 18,000 – 40,000 over the next 20 years.

3. There is no funding in the Long Term Plan 2018-2028 for new or significantly upgraded community facility provision in Glen Innes or Panmure. Unlock Panmure has the potential to deliver capital investment in the short to medium term, and the Tāmaki Regeneration Company (TRC) may also provide a long-term partnership opportunity for capital investment in Glen Innes.

4. The Glen Innes and Panmure Community Needs Assessment sought to understand local community service requirements and their implications for Panmure Community Hall, Panmure Library, Glen Innes Community Hall, Glen Innes Library and Lagoon Leisure Centre.

5. We found that there is a need for ongoing library and community services in both Glen Innes and Panmure town centres. We also found that, in the absence of alternative provision for indoor court space and casual use court space, the services provided by Lagoon Leisure Centre are also required.

6. All of the facilities responded to local priorities to a degree, particularly the libraries and Panmure Community Hall. Cost was identified as a potential barrier for Lagoon Leisure Centre and Glen Innes Community Hall, as was the hall’s venue for hire operating model.

7. Common site related issues include safety concerns relating to the areas outside the buildings and/or access limitations. Building size and layout present challenges for Panmure Library and Panmure Community Hall, and Panmure Library has ongoing weather tightness issues that are being managed on a short-term basis. Some consider Glen Innes Library too small.

8. The needs assessment recommends options that reflect the different opportunities, strengths and weaknesses associated with each facility. These include looking at operational changes for Glen Innes Hall and Lagoon Leisure Centre, and access and external safety improvements for Lagoon Leisure Centre and Glen Innes Library. It also recommends working with Panuku Development Auckland (Panuku) to explore options for capital investment in Panmure Town Centre, and the Tāmaki Regeneration Company in Glen Innes.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) Receive the findings of the Glen Innes and Panmure Community Needs Assessment (Attachment A)

b) Approve staff working with Panuku Development Auckland to develop options for the future delivery of services currently provided from Panmure Library and Panmure Community Hall that:

i) reflect the need for ongoing library and community services in the Panmure Town Centre (as identified in the Glen Innes and Panmure Community Needs Assessment)

ii) consider the asset condition of the Panmure Library and Panmure Community Hall and the cost of addressing any issues

iii) explores using optimisation as a primary funding source for capital investment.

c) Request staff report back by December 2019 with indicative costs and an implementation plan for enabling free entry for casual court use of Lagoon Leisure Centre.

d) Request Panuku Development Auckland and Auckland Transport report back by December 2019 on the potential to use the Local Board Transport Capital Fund to improve pedestrian access to Lagoon Leisure Centre, leveraging off changes being made as a result of AMETI.

e) Request staff report back by December 2019 with an options paper for activating Glen Innes Community Hall that includes providing onsite access to one or more of the neighbours based in Ruapotaka Reserve and programming complementary activities that respond to local priorities.

f) Approve staff working with the Tāmaki Regeneration Company to understand the potential for partnering for capital investment in the long term that:

i) supports the future delivery of library and community places services in Glen Innes Town Centre

ii) complements other services provided by facilities located on Ruapotaka Reserve.

g) Note that staff are in early discussions with the Tāmaki Regeneration Company and HLC regarding HLC funding the removal of the mound between the Glen Innes Library and Te Oro, identified as a safety concern in the Glen Innes and Panmure Community Needs Assessment.

Horopaki

Context

Scope and drivers for this work

8. The Glen Innes and Panmure Community Needs Assessment seeks to understand community service requirements and their implications for Panmure Community Hall, Panmure Library, Glen Innes Community Hall, Glen Innes Library and Lagoon Leisure Centre.

9. The scope of this work has been informed by a combination of actions in the Community Facilities Network Plan Action Plan. Key drivers include Unlock Panmure and the Tāmaki Regeneration Programme, ageing buildings and growth.

About the community facilities in scope

10. Panmure Community Hall is located at 7-13 Pilkington Road, Panmure, set back from the road behind an open car park. It includes a large hall space with stage, a kitchen and smaller spaces for hire. It is currently run through a mixed operating model which incorporates a venue for hire service and proactive programming through council’s Community Places team. Programmes are either free or gold coin donation.

11. Panmure Library shares the same site as the hall but is set closer to the road. The library is the fourth largest in Auckland at 2403m2 and has an extensive range of programmes which are well attended and free of charge. The building also houses the Maungakiekie-Tāmaki Local Board office, Panmure Citizens Advice Bureau and Tāmaki Response.

12. Glen Innes Community Hall and Glen Innes Library share the site on 96-108 Line Rd, Glen Innes (also known as Ruapotaka Reserve). The hall contains a large meeting space for hire with an adjoining kitchen. Plunket occupy part of the building and the Citizens Advice Bureau are about to move into what was previously office space and a small meeting room. The hall is set back behind a carpark and Te Oro.

13. The library is in a standalone building on the street front. Quite small for a library at 591m2, it is popular for its computers, wifi and as a “drop in” space.

14. Lagoon Leisure Centre (also known as Lagoon Stadium) is located on 36-46 Lagoon Drive. Managed by the YMCA, who also manage Lagoon Pool and Leisure Centre across the road on 29 Lagoon Drive, it contains three x ½ size basketball courts, meetings rooms, kitchen and table tennis space. A BoxFit club also operates from the centre. The centre shares a site with the Panmure Squash Club who are currently looking for new premises.

Tātaritanga me ngā tohutohu

Analysis and advice

Demographic and growth information

15. For the purposes of this study, Glen Innes and Panmure refers to the following Census Area Units (CAU): Glen Innes East, Glen Innes West, Pt England, Tāmaki, Panmure Basin and Mt Wellington North.

16. Compared to the rest of Auckland, Glen Innes and Panmure are home to a large Pacific and Māori population. Household income is lower than the regional average and the number of residents without a formal qualification is high.

Table one: Census 2013 Statistics

	% Pacific	% Māori	Median household income	% with no formal qualification
6 CAUs	37	19	$55,400	27
Auckland Region	15	11	$76,500	17

17. Glen Innes and Panmure is growing and changing. Over 7,500 new homes are planned for the area over the next 20 years, with 33% social housing and 66% private housing (25% of which is intended to be “market affordable”). Currently 55% of housing stock in this area is social housing.

Relevant local community priorities

18. Our research and engagement found that relevant local priorities include:

· safety, including perceptions of safety

· low (or no) cost activities that bring people together

· activities for youth

· training and employment related skills

· welcoming community hubs

19. It is impossible to be sure how these priorities may change in the future, but with a continued provision of social housing and a focus on market affordable entry level homes, it seems reasonable to assume that many of the current priorities will persist for a substantial number of residents.

20. Arguably, low (or no) cost activities that bring people together, and welcoming community hubs, could be particularly relevant. Their potential to provide opportunities for old and new residents to connect is clear, but depends on all parts of the community feeling safe, welcomed, and able to afford them. Another key factor will be activities and programmes that intentionally target bringing new and old residents together from across different socio-economic backgrounds.

What we learnt about the five facilities in scope

21. We found all facilities fared differently and therefore lend themselves to different improvements. The libraries and Panmure Community Hall are providing services that are well-loved and are clearly seen as assets to the local community. Building and/or site related issues need improving with these facilities, with weather-tightness issues in Panmure Library of particular concern.

22. The services provided by Glen Innes Hall are not looked upon so favourably and, although some of the negative perception relate to physical aspects of the building and site, there is also potential for improvement through investing in activation and changing the venue for hire model. Similarly, although access and external condition issues exist, cost has been identified as a potential barrier for Lagoon Leisure Centre and this is something that operational investment could address.

Options identified and assessed against each facility

23. Our first step towards developing recommendations that are grounded in the findings of our needs assessment, was to develop some high level options against which each facility could be assessed. Our assessment took into account what and how services are being provided, the assets themselves, and resource requirements.

24. These high-level options are summarised in the below table and have been assessed against each facility as outlined in Attachment B. Not every option has been identified for each facility and this reflects the differences we found between each facility, both from a service and asset perspective, and the opportunities associated with them.

Table two: Summary of options assessment (Attachment B)

	Enhance services	Operating model	External environment	Redevelop or replace
Glen Innes Community Hall	Short-term Programming & activation investment	Short-term Enable on-site access via Ruapotaka Reserve neighbour/s	N/A	Long-term Explore options for partnering with TRC for multi-purpose facility
Glen Innes Library	N/A	N/A	Short-term Flatten mound between Te Oro and library
Panmure Community Hall	N/A	N/A	N/A	Medium-term Support Unlock Panmure to develop multi-purpose facility
Panmure Library	N/A	N/A	N/A
Lagoon Leisure Centre	Short-term Subsidise casual use of court space	N/A	Short-term Investigate opportunities to improve access	N/A

Short, medium and long-term options

25. As outlined in Attachment B, the options identified are a mixture of short (less than three years), medium (three to six years) and long-term (six years plus).

Apart from being “quick wins,” benefits of short-term options include their potential to:

• progress in a way that does not foreclose long-term options

• negate the need for long-term options requiring more investment and resource (i.e. the short-term option was so successful it is no longer necessary to make any further changes to the facility - unless building condition requires it).

26. Options that require more significant capital investment are considered medium or long-term. The potential to redevelop or replace Panmure Library and Panmure Community Hall, using optimisation as a primary funding source, is considered a medium-term option due to Unlock Panmure timeframes.

27. Potentially redeveloping or replacing Glen Innes Community Hall and Glen Innes Library is considered long-term, as more work is required to understand delivery opportunities that exist. It will take time to understand what future services Ruapotaka Marae will deliver, given that they are currently progressing their own plans for expansion. Understanding the marae’s plans is essential to ensuring that any future capital investment in Glen Innes supports complementary services to those provided by the marae and other services providers on Ruapotaka Reserve.

28. Panuku is currently working with stakeholders to identify and explore opportunities to accommodate indoor leisure services currently provided from Lagoon Leisure Centre within Panmure in a manner that best support the growth of the local community. The needs assessment findings support identifying opportunities for alternate indoor court provision and casual court use.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. Staff from Community Services, Community Facilities, Development Programme Office, Panuku and Auckland Transport worked to formulate the advice contained in this report.

30. The groups most impacted by the recommendations in this report are outlined in the below table.

Table three: Council groups implementing report recommendations

Council group	Responsibility as they relate to recommendations
Customer and Community Services Directorate - Service, Strategy and Integration	Lead the implementation of recommendations a) and f), and work closely with Panuku on the implementation of recommendation b)
Panuku Development Auckland	Lead the implementation of recommendation b) and work with Auckland Transport on recommendation d)
Active Recreation	Lead the implementation of recommendation c)
Auckland Transport	Work with Panuku on the implementation of recommendation d)
Community Places	Lead the implementation of recommendation e)
Community Facilities	Responsibe for work referenced in recommendation g)
Development Programme Office	Manages the relationship with TRC so will be impacted by recommendations f) and g).

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

Local impacts and local board views

31. Local board views have been gathered through workshops held in August 2018, November 2018 and April 2019. The recommendations in this report were discussed at the last workshop held with the board on 30 April and were well received.

32. The needs assessment has a strong focus on the local communities of Glen Innes and Panmure, and local community priorities have informed the recommendations of this report. Recommendations are made on the basis that we expect them to have a positive local impact.

33. Recommendations b) and f) are subject to a number of future decision points before a commitment to significant capital investment. Local impact and local board views would be considered at each of these points. Decisions relating to Panmure Library will also need to take into account impact on the communities of Mt Wellington, who access library services from Panmure.

Māori impact statement

34. The Glen Innes and Panmure area has a relatively high proportion of Māori and the council will need to consider carefully the impact of changes on Māori as options are further developed.

35. Options affecting the Glen Innes facilities will also need to reflect the relationships and opportunities with Ruapotaka Marae and their proposed redevelopment. Staff have involved marae staff in the needs assessment to ensure the assessment of council facilities and options incorporates marae feedback.

36. Staff have also invited mana whenua to a hui about the project; and subsequently met with representatives from the Ngāti Paoa Trust Board, Ngāti Paoa Iwi Trust and Ngāi Tai ki Tāmaki.

37. Iwi were interested in continuing involvement in the projects that staff have recommended. In particular, they would like to advance any work that will support programmes in council facilities to support Māori wellbeing.

Ngā ritenga ā-pūtea

Financial implications

38. The financial implications of this report are not yet clear, and will be identified as part of next steps. Work required to undertake further investigation and report back is covered within existing teams work programmes. Costs associated with new investment will be incorporated into annual plan and/or 10-year Budget processes.

39. Recommendations c) and e) relating to subsidising entry to Lagoon Leisure Centre and programming the Glen Innes Community Hall will require LDI, quantified through implementation planning.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. Identified risks and mitigations associated with the recommendations in this report are outlined in the below table.

Risks	Mitigations
Community concern and/or opposition to considering replacing Panmure Community Hall and Panmure Library	Clear communications that the need for library and community places services in Panmure have been confirmed and that removal without replacement is not being considered as an option. Assessing the option of retaining and making fit for purpose the current buildings as they stand, alongside other options.
Community concern and/or opposition to considering replacing Glen Innes Community Hall and Glen Innes Library	Clear communications that the need for library and community places services in Glen Innes have been confirmed and that staff are in the very early stages of working out what partnership opportunities might exist with TRC for capital investment in the long term.
LDI investment results in no increase in the number of locals using Lagoon Leisure Centre or the Glen Innes Community Hall	Trial the investments for one year to see what difference it makes, and manage expectations by clearly communicating to stakeholders that this is what’s happening.
LDI investment in Glen Innes Hall results in duplicating services provided by neighbours	Work closely with neighbours (Te Oro, Ruapotaka Marae, Citizens Advice Bureau, Glen Innes Library) to ensure services complement what they are providing.

Ngā koringa ā-muri

Next steps

41. Subject to local board decision-making, staff will distribute the Glen Innes and Panmure Community Needs Assessment to community stakeholders that participated in the process.

42. Panuku and Service, Strategy and Integration staff will work with the relevant community service providers to understand space requirements and determine viable options for achieving improved or new facility provision for the delivery of library and community services at Panmure.

43. Active Recreation staff will report back to the board with indicative costs for enabling free casual court use at Lagoon Leisure Centre by December 2019.

44. Impacted staff, as outlined in section 31 of this report, will come back to the board to refine scope and implementation of recommendations d) to g).

45. The needs assessment can be used as an information source for the board when developing their next local board plan.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Glen Innes and Panmure Community Needs Assessment findings report	63
b ⇩	Options Assessment	97

Ngā kaihaina

Signatories

Author

Kathy O'Connor - Service & Asset Planning Team Leader

Authorisers

Lisa Tocker - Head of Service Strategy and Integration

Trina Thompson - Relationship Manager

Maungakiekie-Tāmaki Local Board

25 June 2019

Maungakiekie-Tamaki Local Board 2019/2020 Local Economic Development Work Programme

File No.: CP2019/09978

Te take mō te pūrongo

Purpose of the report

1. To approve the Maungakiekie-Tāmaki local economic development work programme for the 2019/2020 financial year.

Whakarāpopototanga matua

Executive summary

2. This report introduces the proposed 2019/2020 financial year local economic development work programme for the Maungakiekie-Tāmaki Local Board as set out in attachment A.

3. The proposed work programme comprises:

· PopUp Business School ($7,500)

· Onehunga Sustainability Development Programme ($20,000)

4. The total value of the local economic development work programme is $27,500.

5. The board is being asked to approve the 2019/2020 local economic development programme for delivery from 1 July 2019.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the 2019/2020 local economic development work programme as presented in attachment A.

Horopaki

Context

7. This report presents the local board with the proposed local economic development work programme for the 2019/2020 financial year (attachment A).

8. The 2019/2020 local economic development work programme has been developed having regard to the local board’s priorities for local economic development set out in the Maungakiekie-Tāmaki Local Board Plan 2017, as well as strategic direction and feedback from the local board gathered from a series of workshops.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The proposed work programme comprises a PopUp business school and Onehunga sustainability development programme.

PopUp Business School ($7,500)

10. The PopUp Business School (PopUp) provides a free 10-day business school to provide education and support for local people interested in starting their own business. Previous Auckland events have had 50-60 attendees and produced positive results in terms of the numbers of businesses established.

11. Events have been funded in partnership by adjacent local boards, Ministry of Social Development and ATEED, with each contributing a share of the total cost of $25,000 plus venue costs. In 2018/2019 ATEED, MSD and seven local boards across Auckland partnered to support four PopUp events in Henderson, Manukau, Mairangi Bay and New Lynn.

12. For 2019/20 the cost of the PopUp event has increased to $30,000. ATEED and Ministry of Social Development are committed to providing further funding to help bring the PopUp event to different parts of Auckland in 2019/2020.

13. Promotion of the PopUp events will be targeted locally, and local residents will be prioritised for attendance to ensure participation is in line with the share of the funding provided by local boards. In addition, for 2019/2020 PopUp events will be promoted well in advance so that local people are made aware of when a PopUp event will take place nearest them. In 2018/2019 this was not possible as funding was not all in place at the start of the financial year.

14. Supporting local residents by providing entrepreneurial training will generate local businesses and local employment opportunities.

Onehunga Sustainability Development Programme ($20,000)

15. The proposed project is a business sustainability development programme targeting businesses in Onehunga town centre area. This is the first year of a two-year project, with the first stage focussing on retail and services businesses. The programme will actively engage with businesses by “door knocking” and providing a free on-the-spot waste assessment.

16. The proposed approach will help businesses that do not typically engage in waste minimisation to identify potential diversion opportunities. It’s envisaged that businesses will improve their waste minimisation practices after participating in the programme.

17. The programme will actively engage with businesses in the following way:

· site-specific waste minimisation advice – through waste audits and reports providing practical solutions

· facilitating collaborative waste solutions – through workshops, linking businesses and exploring solutions with service providers

· waste communications – detailing success stories and highlighting recycling services through Onehunga Business Association communication channels.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The proposed Maungakieki-Tāmaki local economic development work programme will be managed on behalf of the local board by ATEED.

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

Local impacts and local board views

19. The projects in the work programme align with the local board plan outcomes ‘Maungakiekie-Tāmaki is the place to be’ and ‘Maungakiekie-Tāmaki is a community that cares about its environment’ and the objective to demonstrate environmental leadership and support community sustainability initiatives.

20. The proposed local economic development work programme reflects strategic direction and feedback given at a series of workshops with the local board.

Tauākī whakaaweawe Māori

Māori impact statement

21. In implementing the work programme consideration will be given to the need to consult with Iwi and any impacts on Māori arising from the specific projects being undertaken.

Ngā ritenga ā-pūtea

Financial implications

22. The proposed 2019/2020 local economic development work programme will see the allocation of $27,500 of the board’s locally driven initiatives operating expenditure budget. This amount can be accommodated within the board’s total draft budget for 2019/2020.

23. Progress on the local economic development work programme will be reported directly to the local board as part of the quarterly local board work programme report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. There is a risk that the planned number of PopUp Business School events for 2019/2020 will need to be reviewed, should some local boards not allocate funding. This risk is mitigated by funding contributions from ATEED and Ministry of Social Development.

25. There is a risk that the Business Sustainability Development budget remains unspent should, there be a lack of participation in the free on-the-spot waste assessment and therefore other aspects of the programme. To mitigate this risk the programme is being offered to businesses with the support of the Onehunga Business Association at a time when waste minimisation is becoming an increasingly prominent concern for businesses and their customers.

Ngā koringa ā-muri

Next steps

26. Following approval by the local board the Local Economic Development team at ATEED will begin to implement the programme from 1 July 2019. Where there is a need for further scoping of activities this will be undertaken and presented back to the local board as required.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tamaki ATEED Work Programme 2019/2020	103

Ngā kaihaina

Signatories

Author

Jonathan Sudworth – Local Economic Development Advisor

Authorisers

John Norman – Strategic Planning Manager – Local Economic Development ATEED

Trina Thompson - Relationship Manager/Senior Advisor Waitemata Local Board

Maungakiekie-Tāmaki Local Board

25 June 2019

Approval of the Maungakiekie-Tāmaki Local Board 2019/2020 local environment work programme

File No.: CP2019/10203

Te take mō te pūrongo

Purpose of the report

1. To approve the 2019/2020 Maungakiekie-Tāmaki local environment work programme, totaling $121,250 of locally driven initiatives operational expenditure.

Whakarāpopototanga matua

Executive summary

2. The Maungakiekie-Tāmaki Local Board identified an aspiration in its 2017 local board plan to be a ‘community that cares about its environment’.

3. To give effect to these aspirations and based on strategic direction and feedback given by the local board at a series of workshops, staff developed seven options for projects for the board to consider funding through its 2019/2020 local environment work programme. These projects include:

· Low carbon lifestyles - $26,250

· Love your neighbourhood (EcoMatters Environment Trust) - $10,000

· Experiential learning and action for water in schools - $40,000

· Pest education and management for schools - $20,000

· Industrial Pollution Prevention - Penrose and Mt Wellington - $12,000

· Tāmaki Estuary Environmental Forum - $5,000

· Manukau Harbour Forum - $8,000.

4. This report recommends that the board approve this local environment work programme and associated budgets for delivery within the 2019/2020 financial year (see Attachment A).

5. The draft work programme has a total value of $121,250 which can be funded from the board’s existing budgets for the 2019/2020 financial year.

Ngā tūtohunga

Recommendation

That the Maungakiekie-Tāmaki Local Board:

a) approve the Maungakiekie-Tāmaki local environment work programme as per attachment A, to be delivered by the Infrastructure and Environmental Services directorate in 2019/2020 as summarised in the table below:

Project	Budget
Low carbon lifestyles	$26,250
Love your neighbourhood (EcoMatters Environment Trust)	$10,000
Experiential learning and action for water in schools	$40,000
Pest education and management for schools	$20,000
Industrial Pollution Prevention – Penrose and Mt Wellington	$12,000
Tāmaki Estuary Environmental Forum	$5,000
Manukau Harbour Forum	$8,000
Total	$121,250

Horopaki

Context

6. In late 2018, in alignment to its local board plan outcomes, the Maungakiekie-Tāmaki Local Board provided strategic direction to staff in regard to the projects it would like to fund in the 2019/2020 financial year. The board noted its strong commitment to the environment, and in particular noted its:

· interest in supporting the community and students to undertake environmental initiatives

· interest in supporting projects that align with mana whenua aspirations in the local board area and acknowledge mana whenua as kaitiaki of the environment

· support for chemical-free waterways and compliance around pollution prevention.

7. In response to the direction set by the board, Infrastructure and Environmental Services staff provided a draft local environment work programme for the board’s feedback at a workshop on 19 March 2018. The recommended projects were well received, and the board requested that project budgets be brought within the envelope of their locally driven initiatives operational budget.

8. Based on these workshop discussions, a total of seven local environmental projects to be funded from the board’s locally driven initiatives operational budget are proposed. These will be delivered by the Infrastructure and Environmental Services directorate as part of the board’s 2019/2020 local environment work programme. The draft work programme is included as Attachment A to this report.

Tātaritanga me ngā tohutohu

Analysis and advice

9. A brief description of each of the proposed projects for delivery as part of the board’s 2019/2020 local environment work programme is provided below. Further detail on these projects is provided in Attachment A.

Low carbon lifestyles – $26,250

10. To achieve the local board plan outcome of being a ‘community that cares about its environment’, this continues the low carbon lifestyles project funded by the board in previous financial years.

11. At its June 2017 and June 2018 business meetings, the board allocated $16,000 (through its Environmental Priorities Fund) and $25,000 respectively of its locally driven initiatives budget to support the low carbon lifestyles project (resolutions MT/2017/168 and MT/2018/109). This will be the third year of board funding for this project which supports and empowers householders to lead low carbon lifestyles though targeted advice provision on home energy efficiency.

12. The project for the 2019/2020 financial year will involve a doorstep conversation about home insulation, ventilation, efficient heating and energy use with approximately 200 residents and will also include the provision of energy saving devices. A follow-up survey to evaluate the effectiveness of the actions taken, converting to carbon and money saved will also be undertaken.

Love your neighbourhood (EcoMatters Environment Trust) – $10,000

13. To achieve the local board plan objective to ‘demonstrate environmental leadership and support community sustainability initiatives’, this continues the love your neighbourhood project funded by the board in previous financial years.

14. At its June 2017 and June 2018 business meetings, the board allocated $5,000 (through its Environmental Priorities Fund) and $10,000 respectively of its locally driven initiatives budget to support the love your neighbourhood project (resolutions MT/2017/168 and MT/2018/109). This will be the third year of board support which will continue to enable locally driven environmental initiatives through funding, and practical assistance to community groups, individuals, schools and pre-schools to undertake projects.

15. In the 2019/2020 financial year, this project will:

· provide rapid response assistance up to a value of $500 to support volunteer-driven practical environmental initiatives such as environmental clean-ups and restoration, community planting and food growing

· provide practical assistance to not-for-profit preschools to enable environmental education initiatives; in particular edible gardens and water saving and collection devices

· promote the availability of the assistance through appropriate networks across the Maungakiekie-Tāmaki Local Board area.

Experiential learning and action for water in schools – $40,000

16. To achieve the local board plan objective ‘clean, beautiful waters and waterside areas’, this continues the experiential learning and action for water in schools project funded by the board in previous financial years.

17. At its June 2018 business meeting, the board allocated $40,000 of its 2018/2019 locally driven initiatives budget to support year one of the water in schools project (resolution MT/2018/109). This will be the second year the board supports the project which aims to educate and empower school students to undertake investigations and actions in their schools and local communities with a focus on freshwater and marine environments.

18. Specific activities to be undertaken in this project will include:

· experiential freshwater and marine education sessions to connect students with their local environment

· professional development for teachers to support their students learning and inquiry

· facilitation of student-led inquiry and citizen science to understand local issues

· facilitation of student-led action projects to protect or enhance the local environment

· connecting schools to schools and, connecting schools to their community.

Pest education and management in schools – $20,000

19. To achieve the local board plan outcome ‘Maungakiekie-Tāmaki is a community that cares about its environment’, this continues the pest education and management in schools project funded by the board in previous financial years.

20. At its June 2018 business meeting, the board allocated $20,000 of its 2018/2019 locally driven initiatives budget to support year one of the pest education in schools project (resolution MT/2018/109). This will be the second year the board supports the project which aims to educate and empower school students to investigate managing pests in their schools and households to improve biodiversity.

21. Specific activities to be undertaken in this project will include:

· experiential education sessions to connect students with the biodiversity of their local environment

· professional development for teachers to support their students learning and inquiry

· facilitation of student-led inquiry and citizen science to understand local issues

· facilitation of student-led action projects to protect or enhance the local environment

· connecting schools to schools and, connecting schools to their community.

Industrial Pollution Prevention Programme – Penrose and Mt Wellington – $12,000

22. To achieve the local board plan key initiative ‘work with community and key stakeholders on efficient water use and education around stormwater drains and pollution’, this continues the industry pollution prevention programme project funded by the board in previous financial years.

23. In February 2019 the local board approved the reallocation of $20,000 towards stage one of pollution prevention revisits in Penrose to be completed in the 2018/2019 financial year (resolution MT/2019/7). This project aimed to inform urban industries and businesses about the impacts their activities may be having on local waterways, and specifically targeted areas that underwent a pollution prevention programme in the 2015/2016 financial year.

24. Staff recommended that a further $24,000 be allocated to implement stage two of the Penrose revisits during the 2019/2020 financial year at a 19 March 2019 workshop. The board requested that the budget be brought within the envelope of their locally driven initiatives operating expenditure budget.

25. With a refined budget of $12,000 the 2019/2020 project will cover businesses in both the Penrose and Mt Wellington area, due to a significant amount of Penrose being covered in the 2018/2019 financial year. Funding will include a site visit and discussion with up to 60 business owners about potential issues around pollution, as well as waste minimisation techniques and spill training. This may include subsidies for litter traps. If changes are recommended to practice, a report will be sent to the business. The programme also involves a GIS mapping exercise to ensure that commercial businesses understand the stormwater network connections in relation to local waterways.

Manukau Harbour Forum – $8,000

26. To achieve the local board plan objective that the ‘Manukau Harbour and its coastline is clean, improved and protected’, this continues the Manukau Harbour Forum project funded by the board in previous financial years. The board is one of nine local boards who make up the Manukau Harbour Forum (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards).

27. The board provided $10,000 towards the Manukau Harbour Forum’s work programme in the 2018/2019 financial year. It is recommended that the board allocate $8,000 of its locally driven initiatives operational budget towards the Manukau Harbour Forum in the 2019/2020 financial year. This budget will deliver several initiatives as will be recommended by the forum and detailed below. In February 2018 the forum provided direction to staff to host a symposium every second year as opposed to annually. Staff have recommended a slightly reduced budget for 2019/2020 as funding for that activity is not needed next year.

28. At a workshop in May 2019, the forum indicated it would like to consider supporting the following initiatives in 2019/2020:

· youth leadership programme

· industry education programme

· communications campaign

· mana whenua engagement and support programme

· a part-time community and stakeholder liaison resource.

29. Detailed project options are being investigated by staff and will be presented to the forum for consideration early in the 2019/2020 financial year.

30. The forum funded a governance and management support review as part of its 2018/2019 work programme. At the time of writing this report, the review was still underway with findings due to be presented to the forum in July 2019. The findings of the review are expected to assist in making the forum’s work programme more strategic and governance-oriented. These recommendations will have implications for the types of projects and initiatives to be funded by the member local boards in future financial years

Tamaki Estuary Environmental Forum – $5,000

31. To achieve the local board plan objective of ‘clean, beautiful waters and waterside areas’, this continues the Tāmaki Estuary Environmental Forum project funded by the board in previous financial years.

32. The Tāmaki Estuary Environmental Forum was established in the 1980s as a joint community and political advocate for the environmental protection of the Tāmaki Estuary. The member boards include Maungakiekie-Tāmaki, Ōrākei, Howick, Māngere-Ōtāhuhu and Ōtara-Papatoetoe Local Boards.

33. The board allocated $5,000 towards the forum in the 2018/2019 financial year to co-fund a coordinator for the group, as well as support volunteer clean-up events. Funding of $5,000 for the 2019/2020 financial year is sought to continue to fund a coordinator for 12 hours per week to support the forum and associated groups in progressing the vision for the Tāmaki Estuary. Remaining funds not used for the coordinator contract will be used to implement projects, such as beach clean-ups, which progress the vision of the forum.

34. During the 2018/2019 financial year the group achieved approximately 296 volunteer hours, engaged 148 volunteers, held four events and worked together to remove 1066 kilograms of rubbish from the estuary and surrounding waterways.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. The draft 2019/2020 work programme has been developed in consultation with other council departments as part of the council’s integrated local board work programme approach. This approach aimed to improve the quality of advice for the local board through collaboration and understanding across departments.

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

Local impacts and local board views

Local impacts

36. The projects proposed for inclusion in the board’s 2019/2020 local environment work programme will have positive environmental outcomes across the Maungakiekie-Tāmaki Local Board area. Focus areas for the 2019/2020 work programme include the Tāmaki Estuary and Penrose industrial area.

Local board views

37. The projects noted above align with the local board plan outcome ‘Maungakiekie-Tāmaki is a community that cares about its environment’.

38. The board provided strategic direction and feedback at a series of workshops to help the development of the draft work programme.

Tauākī whakaaweawe Māori

Māori impact statement

39. It is recognised that environmental management, water quality and land management has integral links with the mauri of the environment and concepts of kaitiakitanga.

40. Table 1 below outlines how each of the projects contributes towards Māori outcomes.

Table 1. Māori impact assessment of proposed projects for inclusion in the Maungakiekie-Tāmaki Local Board’s local environment work programme

Project	Māori impact assessment
Low carbon lifestyles	This project does not specifically target sustainable living for Māori. However, it is acknowledged that sustainable living practices have integral links with concepts of kaitiakitanga and the Māori world view, where people are closely connected to the land and nature. Whilst this project does not specifically target the housing needs of Māori communities, according to the 2014 New Zealand General Social Survey, Māori were more likely than the general population to report quality problems with their housing. The low carbon lifestyles project will increase opportunities for promoting and improving living standards that could contribute to better Māori health and wellbeing.
Love your neighbourhood (EcoMatters Environment Trust)	The love your neighbourhood project has the potential to contribute to the development of Māori capacity to undertake environmental initiatives through supporting applications from Māori organisations.
Experiential learning and action for water in schools	This project does not specifically target Māori. However, it is acknowledged that water is an important part of the environment that links with Te Ao Māori concepts of kaitiakitanga and maramataka. Te Ao Māori will be built into the education component and where possible actions projects will tie into existing local Māori initiatives. Where possible Māori contractors will be hired for project delivery.
Pest education and management for schools	This project does not specifically target Māori. However, it is acknowledged that water is an important part of the environment that links with Te Ao Māori concept of kaitiakitanga, where people are closely connected to the land and nature. Te Ao Māori will be built into the education component and where possible actions projects will tie into existing local Māori initiatives. Where possible Māori contractors will be hired for project delivery.
Industrial Pollution Prevention - Penrose and Mt Wellington	This project does not specifically target Māori. However, it is acknowledged that water is an important part of the environment that links with Te Ao Māori concept of kaitiakitanga, where people are closely connected to the land and nature. Te Ao Māori will be built into the education component and where possible actions projects will tie into existing local Māori initiatives. Where possible Māori contractors will be hired for project delivery.
Tāmaki Estuary Environmental Forum	The forum’s terms of reference state that members include ‘local iwi with a historical relationship with the Tāmaki Estuary’. To date, local iwi have not participated in the forum. Local iwi will be invited again to participate in the 2019/2020 financial year.
Manukau Harbour Forum – Maungakiekie-Tāmaki	Mana whenua have expressed particular interest in improving the Manukau Harbour. In May 2019, the Manukau Harbour Forum indicated that it would like to fund a potential mana whenua engagement and support project to be delivered within the 2019/2020 financial year. This is being investigated by staff as part of the development of project options to be considered by the forum in early 2019/2020.

Ngā ritenga ā-pūtea

Financial implications

41. The proposed 2019/2020 local environment work programme requires the allocation of $121,250 of the board’s locally driven initiatives operational budget. This amount can be accommodated within the board’s total draft budget for 2019/2020. As such, the board’s approval will not have significant financial implications unless projects experience a significant overspend or underspend. Regular quarterly updates on projects will be provided to the board tracking expenditure and identifying any projects at risk of non-delivery, over or underspend.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. If the proposed local environment work programme is not approved at the board’s June 2019 business meeting, there is a risk that the proposed projects may not be able to be delivered within the 2019/2020 financial year.

43. The risks and proposed mitigation measures associated with each of the proposed projects have been outlined in Attachment B to this report.

Ngā koringa ā-muri

Next steps

44. Subject to the board’s approval, the delivery of this work programme will commence in the new financial year (1 July 2019). Regular reporting on project delivery will be provided through the board’s quarterly performance report.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Proposed 2019/2020 local environment work programme	113
b ⇩	Risks of proposed 2019/2020 local environmental projects	117

Ngā kaihaina

Signatories

Author

Nick FitzHerbert - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Trina Thompson - Relationship Manager

Maungakiekie-Tāmaki Local Board

25 June 2019

Maungakiekie-Tāmaki Local Board Community Facilities Work Programme 2019 - 2022

File No.: CP2019/10257

Te take mō te pūrongo

Purpose of the report

1. To approve the 2019 – 2022 Community Facilities Work Programme for the Maungakiekie-Tāmaki Local Board.

Whakarāpopototanga matua

Executive summary

2. The Community Facilities department is responsible for the building, maintaining and renewing of all open spaces and community buildings. This includes the community leasing and licensing of council-owned premises.

3. The Maungakiekie-Tāmaki Local Board 2019/2020 Community Facilities Work Programme was developed through a series of iterative workshops between key staff and local boards since October 2018. The projects identified in the work programme have been prioritised for investment based on a combination of local board feedback, staff assessments of assets and key stakeholder input.

4. The work programme provided in Attachments A and B to this report reflect the projects that were presented in the last local board workshop with modifications based on feedback from the local board, and with the inclusion of projects proposed to be funded from regional programmes.

5. This report recommends that the local board approves the 2019 - 2022 Community Facilities Work Programme and associated budget in full for projects commencing in the first year of the programme and in principle for subsequent two years.

6. The work programme includes projects proposed to be funded from regional programmes, including local and sports field development (growth), coastal and slips prevention programmes. Inclusion of these projects in the local board work programme is subject to approval by the Environment and Community Committee in July 2019.

7. It is recommended that the local board approve the inclusion of these projects in the work programme and provide feedback for consideration by the Environment and Community Committee.

8. Several projects have been identified in the work programme as “risk adjusted programme (RAP)” projects. These are projects that have budget allocated in the 2020/2021 financial year.

9. Approval is sought for staff to commence work on these projects in the 2019/2020 year so that they can be delivered early if other approved projects are delayed for any reason.

10. To expedite delivery of the work programme, and to manage changes that may be required in a timely way, staff recommend that the board delegate decision making for minor amendments to the approved programme to the chair.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the 2019/2020 Community Facilities Work Programme as detailed in Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report.

b) approve in principle the 2020 – 2022 Community Facilities Work Programme (years 2 and 3) as detailed in Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report.

c) approve the risk adjusted programme (RAP) projects identified in Attachment A to the agenda report as projects that may be delivered in advance of the expected delivery year, if required to meet expected financial expenditure for the 2019/2020 financial year.

d) note that approval of budget allocation in the 2019/2020 year for multi-year projects may commit the board to the allocation of subsequent years budgets.

e) note that the inclusion in the work programme of projects that are funded from the Coastal Renewals, Slips Prevention and Local Parks and Sports Field Development budgets are subject to approval of the identified budget allocation by the Environment and Community Committee in July 2019.

f) provide feedback for consideration by the Environment and Community Committee in relation to the projects funded from the Coastal Renewals, Slips Prevention and Local Parks and Sports Field Development budgets.

g) note that budget allocation for all projects in the 2019 – 2022 Community Facilities Work Programme are best current estimates, and amendments may be required to the work programme to accommodate final costs as the year progresses.

h) delegate to the chairperson authority to approve minor amendments to the 2019 – 2022 Community Facilities Work Programme, following receipt of written advice from staff.

Horopaki

Context

11. Community facilities and open spaces provide important community services to the people of Auckland. They contribute to building strong, healthy, and vibrant communities by providing spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities. These activities improve lifestyles and a sense of belonging and pride amongst residents.

12. Work programmes are presented to local boards for approval each year. The 2019 – 2022 Community Facilities Work Programme, detailed in the attachments, contains information on all proposed projects to be delivered by Community Facilities, including capital works projects, leasing and operational maintenance.

13. Staff have engaged with the board in the development of the work programme through several workshops, including:

· 13 November 2018 where the board discussed their priorities for the future work programme

· 19 March 2019 where the board reviewed the first draft work programme and provided feedback

· 7 May 2019 where staff provided any further information requested in workshop 2 and reviewed the revised draft work programme.

14. This year’s work programme is a three-year programme to clearly demonstrate the phasing of project delivery and to enable the organisation to prepare for delivery. The work programme is subject to a rolling review and each year the local board will be asked to approve a new three-year work programme.

Tātaritanga me ngā tohutohu

Analysis and advice

Capital works programme

15. Investment in the capital works programme will ensure that council facilities and open spaces in Maungakiekie-Tāmaki Local Board area remain valuable and well-maintained community assets.

16. The overall capital works programme includes projects for which the local board has discretion to allocate budget, referred to as the local programme, and projects from regional programmes.

17. Specific projects within the work programme may have budget allocated from two or more budget sources, including budgets from both local and regional programmes.

18. The work programme includes both new projects and existing projects that have been continued from the previous financial year where those projects require multiple years for delivery (multi-year projects).

19. Any projects that have budget approved in the current 2018/2019 financial year, but are unable to be delivered this year, will be deferred. Deferred budgets will be added to the work programme at a later date.

Local Programme

20 The local programme includes those projects that the local board is funding from its discretionary capex budgets, including:

· Renewals
The local board can allocate its renewals budget towards the renewal of any council owned asset.

· Locally Driven Initiative (LDI)
The local board has the discretion to allocate its LDI budget to any projects that deliver a council asset or as a capital grant to a third party to deliver an asset made available for public use.

21. In preparing recommendations for the local programme several matters have been considered, including:

· strategic documents (e.g. local board plan)

· service assessment input from Community Services

· asset condition assessments

· input from operational maintenance teams and staff working within facilities

· budget availability.

22. The Community Facilities work programme supports the achievement of the following 2017 Maungakiekie-Tāmaki Local Board Plan priorities:

· Maungakiekie-Tāmaki is an active and engaged community

· Maungakiekie-Tāmaki is a community that cares about its environment

· Maungakiekie-Tāmaki is the place to be

· Maungakiekie-Tāmaki has quality infrastructure to match growth.

23. Other strategic documents of relevance have included:

· Fergusson Domain Master Plan

· Maungakiekie-Tāmaki Greenways Network Plan

· Mt Wellington War Memorial Reserve

· Panmure Wharf Reserve Master Plan

· Onehunga Bay Reserve Concept Plan.

24. These have influenced recommendations in the work programme by guiding the prioritisation of the programme and defining the scope of works to ensure the sought outcome is achieved.

25. Some of the key projects to be accommodated in the work programme include:

· East View Reserve General Park Development

· Fergusson Domain Concept Plan Improvements

· Hamlin Park Concept Plan

· Jubilee Bridge

· Maybury Reserve General Park Development

· Mt Wellington War Memorial Reserve Coastal Wall Renewal

· Onehunga War Memorial Pool Comprehensive Renewal

· Panmure Basin Masterplan Implementation

· Tāmaki Greenways Shared Path Development

· Waikaraka Park Sports Park Improvements

· Wai-o-Taiki Reserve Trail.

26. The phasing of projects over various years is recommended to meet budget requirements. In this regard careful consideration has been given to the delivery timing of several proposed projects which will be phased in later years.

27. Of note in the work programme is the development for East View Reserve, Maybury Reserve and Taniwha Reserve as part of the Tāmaki Regeneration priority projects, as well as the Tāmaki Greenways shared path and the Wai-o-Taiki Reserve trail.

28. The proposed work programme in Attachment A contains:

· Number of projects excluding leases and contract lines over three years: 39

· Indicative cost for proposed projects in the 2019/2020 financial year: $12,927,911

Regional Programme

29 The Long-term Plan 2018 - 2028 includes budgets which support the delivery of regional programmes. These budgets are allocated to specific projects within a regional programme by the Governing Body.

30. Where budget is allocated to a project in the regional programme that falls within a local board decision making allocation (e.g. a local park), that project is included in the local board work programme. The local board then has decision making responsibility for that project, within the parameters set by the Governing Body, namely location, scope and budget.

31. Regional budgets include:

· Local parks and sports field development (growth)

· Coastal renewals

· Slips prevention and remediation.

32. Projects in these regional programmes are identified and prioritised based on consideration of a number of factors.

33. For the local parks and sports field development programme, this includes:

· extent to which residential growth is generating demand for the project

· current levels of provision

· available budget.

34. For coastal renewals and slips prevention and remediation this includes:

· asset condition

· relative hazard and risk

· available budget.

35. The allocation of budget to specific projects will be approved by the Environment and Community Committee in July 2019.

36. The board has an opportunity to provide formal feedback, through resolution to this report, for consideration by the Environment and Community Committee prior to approval of the regional programmes.

Capital Programme Delivery

Cost estimates subject to change

37. Budget allocations within the work programme are best estimates only. Project costings are subject to change and refinement as projects progress through the design and delivery process. Greater clarity will be determined around the specific work required and the cost of delivery of that work once the details are defined.

38. The delivery of individual projects is managed within the overall work programme budget for each local board. Where significant changes to project budgets may need to be considered, or if new projects are added to the work programme, changes may be required to the programme to accommodate final project costs as the year progresses.

Risk adjusted programme

39. A number of projects have been identified in the work programme as “risk adjusted programme (RAP)” projects.

40. These are projects that have budget allocated in the 2020/2021 financial year (i.e. year two of the three-year programme). Staff propose to commence work in the 2019/2020 year on the delivery of these risk adjusted projects.

41. By progressing these identified projects alongside the 2019/2020 projects in the programme, it is intended that, should projects identified for delivery in year one of the work programme be delayed for any reason, staff will be able to proceed with agreed alternative projects to ensure that the full annual budget is delivered each year.

42. Approval is sought from the local board for staff to commence work on those projects identified in the work programme as risk adjusted programme projects in the 2019/2020 year.

Delegation for approval of changes to the work programme

43. The delivery of the proposed work programme in an efficient and timely manner may require amendments to be made to the agreed work programme during the course of the year. Such amendments could include:

· changes to project scope, budgets, timing

· addition of new projects within available budget

· cancelling or putting approved projects on hold.

44. Any changes to the approved work programme require approval from the local board. Approval will normally be sought through resolution at a business meeting.

45. Local boards are also able to delegate authority to approve some or all amendments to the work programme to the chair, to another member of the local board, or to staff. Such delegation would allow changes to be made without the timeframes required to provide formal reports and would support the efficient delivery of the work programme.

46. Should the local board choose to delegate authority to approve changes to the work programme, it is anticipated that any changes would be workshopped with the local board prior to any delegated decision being taken. Any changes made under delegation would be reported back to the local board in their quarterly report.

Leasing work programme

47. Community leases, commonly on public parks and reserves, are a valuable way in which the council provides support to community organisations across the region. These groups provide a wide range of community activities and services aligned with recognised local priorities and are a key part of the mosaic of community activity and infrastructure in Auckland.

48. Attachment B – Community Leases provides a detailed list of the community leases and licences that will expire or are due for renewal over the 2019/2020 financial year. Following approval of the work programme staff will proceed with review and renewal of these leases and licences as appropriate during the course of the financial year.

49. Two additional project lines include those leases and licences proposed to be progressed in the 2020/2021 and 2021/2022 financial years respectively. It also includes the additional leases and licences that will be deferred from the 2018/2019 financial year to the 2019/2020 financial year.

50. Straight forward lease renewals without variations will be processed in accordance with agreed delegations with a written memo to the board providing the opportunity for the board to request further information or a formal report. More complex community leases will be reported to the board at a business meeting.

Operational maintenance work programme

51. The regular maintenance of all council-owned built and open space assets plays an important part in:

· increasing the long-term durability of Community Facilities assets

· improving the safety of Community Facilities assets

· ensuring the enjoyment of Community Facilities assets by the users.

52. In the 2019 - 2022 Community Facilities Work Programme, there are three line items dedicated to all maintenance in the local board area:

· Full Facilities Maintenance Contracts – these contracts include all buildings, parks and open space assets, sports fields, coastal management and storm damage response. From 1 July 2019 council is responsible for streetscapes maintenance from Auckland Transport

· Arboriculture Maintenance Contracts – these contracts include all tree management and maintenance

· Ecological Restoration Maintenance Contracts – these contracts include pest plant management within ecologically significant areas and animal pest management across all parks and reserves.

53. Staff will be able to provide regular reporting on maintenance through monthly updates to the local boards and through the quarterly report. Community Facilities is also providing additional weekly updates to all elected members on contractor performance.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

54. The 2019 - 2022 work programme has been developed in consultation with other council departments as part of the council’s integrated local board work programme approach. This approach aimed to improve the quality of advice for the local board through collaboration and understanding across departments.

55. In particular, council’s Parks, Sports and Recreation department, in collaboration with Panuku, were involved with the refreshed concept plan for Fergusson Domain. Service Strategy and Integration have been involved with the proposed works for the Glen Innes Community Hall, Glen Innes Library and Panmure Library.

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

Local impacts and local board views

56. The Community Facilities Work Programme has been created through a combination of local board feedback, asset condition assessments and agreed levels of service.

57. The 2019 - 2022 Community Facilities Work Programme has been considered by the local board in a series of workshops from October 2018 to May 2019. The views expressed by local board members during the workshops have informed the recommended work programmes.

Tauākī whakaaweawe Māori

Māori impact statement

58. The 2019 - 2022 Community Facilities Work Programme ensures that all facilities and open space assets continue to be well-maintained assets that benefit the local community, including Māori. When developing and delivering work programmes consideration is given to how the activities can contribute to Māori well-being, values, culture and traditions.

59. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to mana whenua then appropriate engagement will be undertaken.

60. Staff are also attending mana whenua forum’s monthly to receive feedback on specific projects within the 2019 - 2022 Community Facilities Work Programme.

61. Activities in the work programmes that are specific to Māori outcomes include:

· Maungakiekie-Tāmaki - Auckland Urban Forest (Ngahere) Strategy - Growing Phase

· Wai-o-Taiki Reserve Trail.

Ngā ritenga ā-pūtea

Financial implications

62. Table 1 below summarises the relevant budgets, proposed allocation and the balance of unallocated budget available.

Local Budgets	2019/2020	2020/2021	2021/2022
Renewals - Budget	$3,764,143	$3,381,053	$2,541,129
Renewals - Proposed Allocation	$3,760,725	$3,340,000	$1,525,000
Renewals - Unallocated budget	$3,418	$41,053	$1,016,000

Growth and Development - Allocation	$8,012,186	$2,395,000	$3,925,000
Coastal Renewals - Allocation	$1,120,000	$0	$0
Slips Prevention - Allocation	$0	$0	$0

LDI Capex - Proposed Allocation	$135,000	$0	$0

LDI Opex - Proposed Allocation	$0	$0	$0

63. The proposed work programme can be accommodated within the available local board budgets. Approval of the work programme does not have significant financial implications, unless projects experience a significant overspend or underspend.

64. Regular updates on the delivery of the programme will be provided to the local board. These updates will identify progress of all projects and potential amendments to the approved programme including changes to budget allocation and timing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

65. Where a work programme activity cannot be completed on time, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity. The risk adjusted programme (RAP) will be used to progress those projects identified as ready to proceed under the RAP.

66. If the proposed Community Facilities work programme is not approved at the business meeting, there is a risk that the proposed projects may not be delivered within the 2019/2020 financial year.

Ngā koringa ā-muri

Next steps

67. Once approved, delivery of activities identified in the Community Facilities work programme will commence from 1 July 2019.

68. The work programmes identify if further decisions are required for each activity. These will be brought to the local board when appropriate.

69. Progress and updates on work programmes will be reported to the local board for each quarter of the financial year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki Local Board Community Facilities 2019 – 2022 Work Programme – Build, Maintain, Renew	129
b ⇩	Maungakiekie-Tāmaki Local Board Community Facilities 2019 – 2022 Work Programme – Leases	139

Ngā kaihaina

Signatories

Author

Jacqui Thompson Fell – Work Programme Lead, Community Facilities

Authorisers

Rod Sheridan - General Manager Community Facilities

Trina Thompson - Relationship Manager

Maungakiekie-Tāmaki Local Board

25 June 2019

Approval of the Maungakiekie-Tāmaki Local Board Community Services 2019/2020 Work Programme

File No.: CP2019/10440

Te take mō te pūrongo

Purpose of the report

1. To approve the 2019/2020 Maungakiekie-Tāmaki community services work programme (Attachment A).

Whakarāpopototanga matua

Executive summary

2. Each financial year, a work programme is developed that details the activities to be delivered in the local board area. The development process is supported by a series of workshops with the local board.

3. To prepare for the 2019/2020 work programme staff representing relevant operational council departments worked together to ensure an integrated approach.

4. This report presents the draft 2019/2020 Maungakiekie-Tāmaki community services work programme (Attachment A). It aligns to Maungakiekie-Tāmaki Local Board Plan 2017 outcomes and reflects the local board priorities.

5. The total value of the draft community services work programme is $1,237,731, which can be funded from the local board’s existing budgets for 2019/2020.

6. Delivery of the work programme will commence from 1 July 2019. The local board will be updated quarterly on delivery progress, highlights, potential delays and budget implications.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the 2019/2020 Maungakiekie-Tāmaki community services work programme (Attachment A).

Horopaki

Context

7. Each financial year, local boards develop a work programme to set out which activities they will allocate their annual budget to in order to achieve the outcomes set out in their local board plan.

8. The development of the 2019/2020 work programme has built on the approach piloted for 2018/2019, which enabled staff to work in a more integrated way across departments to improve local outcomes.

9. Teams made up of representatives from these departments were established to explore shared priorities and objectives for each local board area, and to develop the work programme in a collaborative way in response to local board plan outcomes:

· Arts, Community and Events

· Community Facilities

· Libraries

· Infrastructure and Environmental Services

· Parks, Sports and Recreation

· Community Services - Service, Strategy and Integration.

10. Table one shows the business objectives and strategic alignment for community services departments.

Table 1: Adopted community-based strategies and plans

Department	Business objectives	Strategies and plans
Arts, Community and Events	Provision of services, programmes, events and facilities that strengthen and connect communities and create a sense of belonging and pride	· Hire Fee Framework · Events Policy · Toi Whītiki · Thriving Communities
Libraries	Provision of library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life	· Te Kauroa
Parks, Sports and Recreation	Provision of services to actively engage Aucklanders to lead healthy lives, connect with nature and value our cultural identity	· Parks and Open Space Strategic Action Plan · Sport and Recreation Strategic Action Plan · Auckland Growing Greener Framework · Urban Ngāhere Strategy
Service, Strategy and Integration	Provision of service and asset planning advice and support more integrated delivery of community outcomes	· Community Facilities Network Plan · Parks and Open Space Strategic Action Plan

Tātaritanga me ngā tohutohu

Analysis and advice

11. The local board provided strategic direction and feedback on the proposed work programme at a series of workshops between September 2018 and May 2019.

12. The new activities in the work programme respond to the outcomes and objectives that the local board identified in its 2017 local board plan, including:

· Maungakiekie-Tāmaki is an active and engaged community

· Maungakiekie-Tāmaki has quality infrastructure to match growth

· Maungakiekie-Tāmaki is the place to be.

13. The work programme is made up of activities funded in previous financial years, including annually occurring events or projects and ongoing programmes, as well as new initiatives.

14. Budget is allocated to activities for the 2019/2020 financial year. If zero-dollars is shown this reflects that the project is able to be delivered in-house with no additional external technical advice and support.

15. Table two shows activities and allocated budget that are new in 2019/2020 draft work programme or are significantly different to the 2018/2019 work programme.

Table 2: New and significant changes activities

Line number	Activity	Activity description	2018/2019 budget	2019/2020 budget
Local board plan outcome: Maungakiekie-Tāmaki is an active and engaged community
551 (new)	Point England Reserve Service Assessment	Prepare a service assessment for Point England Reserve to consider opportunities for community and recreational needs.	$0	$0
1096 (new)	Engaged communities	Develop and deliver a programme of activity that delivers on the following priorities: • Neighbourhood development • Active participation • Economic growth • Improving outcomes for Māori • Safety	$0	$170,000
1128 (new)	Youth empowerment	Partner with youth organisations to provide opportunities for local young people to lead or participate in projects that strengthen young people's engagement in the community, enhance their wellbeing, provide pathways into education or employment, and strengthen their connections to their cultural backgrounds.	$0	$60,000
Local board plan outcome: Maungakiekie-Tāmaki has quality infrastructure to match growth
592 (new)	MT Parks; Amenity service assessment	Complete service assessment across the local board area, including: water fountains; power supply; shade; and possibly other amenities.	$0	$3,000
1232 (new)	Transform Onehunga; potential optimisation	Undertaking community needs assessment and investigating options for provision of recreation services in Onehunga	$0	$0
Local board plan outcome: Maungakiekie-Tāmaki is the place to be
1285 (new)	Maungakiekie-Tāmaki Local Parks Management Plan	Develop a multi-park management plan (year 1 of 2) that assists the Maungakiekie-Tāmaki Local Board in managing use, development and protection of all parks, reserves and other open space they have allocated decision-making for.	$0	$70,000

16. The way in which Community Places activities are presented in the work programme has changed for 2019/2020. Work related to the operation of venues for hire, community centres, houses, hubs and rural halls will now be reported by the following levels of service: Access, Activation and Intervention Programming.

17. The full draft Maungakiekie-Tāmaki community services work programme is included as Attachment A.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The work programme has been developed by a collective of operational council departments.

19. The interdepartmental connections made throughout the process will enable an integrated approach to delivery of the activities and allow for further collaboration throughout the year. These working relationships will also support an integrated approach to work programme development in future years.

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

Local impacts and local board views

20. The local board provided strategic direction and feedback on the draft work programme at a series of workshops between September 2018 and May 2019.

21. The direction and feedback helped the development of the draft work programme and is reflected in budget allocation and activity content.

22. The new activities in the work programme support achieving local board plan outcomes and objectives, including:

· Maungakiekie-Tāmaki is an active and engaged community

· Maungakiekie-Tāmaki has quality infrastructure to match growth

· Maungakiekie-Tāmaki is the place to be.

Tauākī whakaaweawe Māori

Māori impact statement

23. Community Services and Community Facilities have developed Karanga Atu! Karanga Mai!, a relationship approach which guides staff to deliver on agreed work programme activities and support the local board to achieve outcomes in its local board plan.

24. The approach responds to Māori aspirations and delivers on council’s statutory obligations and relationship commitments to Māori.

25. Table three outlines the activities in the 2019/2020 work programme where Māori responsiveness is the primary outcome.

Table 3: Māori impact of proposed activities

Line number	Activity	Māori impact
118	Ruapotaka Marae support	Support Ruapotaka Marae in progressing the marae redevelopment project by liaising with the marae on behalf of council and coordinating the council response, and providing capability building opportunities, professional advice and liaison services to the marae.
948	Celebrating Te Ao Māori and strengthening responsiveness to Māori. Whakatipu i te reo Māori - Maungakiekie-Tāmaki	Engage and build partnerships with Ruapōtaka Marae, local Iwi and Māori organisations to support local Māori communities. Celebrating te ao Māori with events and programmes including regionally coordinated and promoted programmes: · Te Tiriti o Waitangi, Matariki and Māori Language Week · Whakatipu i te reo Māori - champion and embed te reo Māori in our libraries and communities.
1205	Te Kete Rukuruku (Māori naming of parks and places)	Māori naming (and associated story telling) of parks and places in partnership with mana whenua to value and promote Auckland’s Māori identity and use of te reo Māori.

Ngā ritenga ā-pūtea

Financial implications

26. Activities are funded from one or multiple budget sources which include: Asset Based Services (ABS) operational expenditure; Locally Driven Initiatives (LDI) capital expenditure and operational expenditure.

27. Each activity line has a budget allocation, which covers the delivery for the 2019/2020 financial year. Where activity lines show a zero-dollar budget, this reflects that the implementation costs are met through staff salary or other funding sources.

28. The community services LDI budget for the local board for the 2019/2020 financial year is $1,237,731.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. The key risks for activities that are managed through the work programme are non-delivery, time delays and budget overrun. The local board will be updated quarterly on delivery including highlighting any potential delays and budget implications.

30. Risks and mitigation for ongoing activity and annually occurring events or projects have been identified and managed in previous years. Additional risk management for these activities is ongoing and can be reported quarterly.

31. Risks and mitigations for new activity lines were considered during the scoping phase. There may be risks associated with trialling a new activity for the first year such as unknown impacts, non-delivery, time delays and budget overrun. These will be continually assessed and reported to the local board through quarterly reporting when required.

Ngā koringa ā-muri

Next steps

32. Delivery of approved activities will commence at the beginning of the financial year, 1 July 2019 and progress will be reported to the local board for each quarter.

33. The work programme identifies further decisions and milestones for each activity, which will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maungakiekie-Tāmaki community services 2019/2020 work programme	147

Ngā kaihaina

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Mirla Edmundson - General Manager Libraries & Information

Mace Ward - General Manager Parks, Sports and Recreation

Lisa Tocker - Head of Service Strategy and Integration

Authorisers

Ian Maxwell - Director Community Services

Trina Thompson - Relationship Manager

Maungakiekie-Tāmaki Local Board

25 June 2019

Approval of the Maungakiekie-Tamaki Local Board Youth Connections 2019/2020 Work Programme

File No.: CP2019/10998

Te take mō te pūrongo

Purpose of the report

1. To approve the 2019/2020 Youth Connections work programme for the Maungakiekie-Tāmaki Local Board.

Whakarāpopototanga matua

Executive summary

2. This report introduces the proposed 2019/2020 financial year Youth Connections work programme for the Maungakiekie-Tāmaki Local Board to be delivered by The Southern Initiative.

3. The total value of the Youth Connections work programme is $35,000.

4. The local board is being asked to approve the 2019/2020 Youth Connections programme as per attachment A.

5. Staff report to the local board on work programme activities quarterly to provide an update on progress and highlight risks. This includes any insights and learnings at the end of the programme.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the 2019/2020 Youth Connections work programme to be delivered by The Southern Initiative as per attachment A.

Horopaki

Context

6. This report provides the local board with the proposed Youth Connections work programme for the 2019/2020 financial year as per attachment A.

7. The 2019/2020 Youth Connections work programme has been developed to align with the local board plan outcome ‘Maungakiekie-Tāmaki is an active and engaged community’ and delivers on the following initiatives:

a) support the Youth Connections programme and work with partners to reduce the number of local young people not in education, employment and training (NEET);

b) work with schools, alternative education, tertiary institutes, training providers and others in the education sector to create pathways for youth and opportunities to be engaged;

c) advocate for local development projects to create job and training opportunities for local people including youth.

8. The Southern Initiative (TSI) staff also engaged with local community groups and businesses to identify work programme activities that will benefit young people in Maungakiekie-Tāmaki Local Board area.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The local board provided strategic direction and identified priority activities at a workshop to support the development of the draft work programme. The activities discussed to deliver on the work programme include:

Option one:

Commission quantitative research on young people in Maungakiekie-Tāmaki Local Board area to help make decisions that will build on the impactful work of Youth Connections to date.

Option two:

Fund an employment broker and coach to support employment into infrastructure and construction projects in the local board area in partnership with Homes, Land, Community (HLC).

Option three:

Fund a project to ensure that young people undertaking apprenticeships in construction, infrastructure and engineering are leaving them with appropriate qualifications.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

10. In December 2018 Youth Connections was transitioned to The Southern Initiative from the Community Empowerment Unit (CEU). TSI and CEU have worked together to ensure the smooth transition and effective on-going delivery of the Youth Connections work programme.

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

Local impacts and local board views

11. The activity options align with the local board plan objective ‘Our young people are engaged in the community and have access to a wide range of opportunities’.

12. The local board provided strategic direction at a workshop in April, which informed the development of the draft work programme as per attachment A.

Tauākī whakaaweawe Māori

Māori impact statement

13. The Southern Initiative have developed strong relationships with local Māori community organisations and iwi. Some Youth Connections funding will be directed to these groups to improve education and employment prospects for Māori.

14. All projects delivered by TSI, including those funded by this work programme, have a focus on enhancing training, quality employment and wellbeing outcomes for Māori.

Ngā ritenga ā-pūtea

Financial implications

15. The proposed 2019/2020 Youth Connections work programme will see the allocation of $35,000 of the board’s locally driven initiatives operating expenditure budget. This amount can be accommodated within the board’s total draft budget for 2019/2020.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16. There is a risk that the activities in the work programme will not be delivered within indicative timeframes and budget. Where unforeseen delays occur, this will be communicated to the local board through quarterly reporting and where appropriate emails, memos or meetings.

Ngā koringa ā-muri

Next steps

17. Following approval of the work programme by the local board, The Southern Initiative team will implement the programme from 1 July 2019, including further scoping of the activities to be presented back to the local board at a workshop in August.

18. Quarterly reports will be provided to the local board as well as regular updates and insights as the programmes progresses.

19. At the end of the programme delivery learnings and insights gained from the programme will be shared with the local board.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	The Southern Initiative Work Programme 2019/2020	163

Ngā kaihaina

Signatories

Author

Dhaya Haran, Specialist Advisor – Youth Employment

Authorisers

Sue Travaglia, Manager – Shared Prosperity, The Southern Initiative/West Worx

Trina Thompson - Relationship Manager/Senior Advisor Waitemata Local Board

Maungakiekie-Tāmaki Local Board

25 June 2019

Approval of the Maungakiekie - Tāmaki Local Board Plans and Places 2019/2020 work programme

File No.: CP2019/11124

Te take mō te pūrongo

Purpose of the report

To approve the 2019/2020 Maungakiekie-Tāmaki Local Board Plans and Places work programme for 2019/2020.

Whakarāpopototanga matua

Executive summary

1. Work programmes are presented to local boards for approval each financial year. They outline the local activities to be delivered in each local board area to achieve local board plan outcomes.

2. This report presents the draft 2019/2020 Maungakiekie-Tāmaki Local Board Plans and Places work programme (Attachment A).

3. Delivery of the Local History of Maungakiekie-Tāmaki project will begin from 1 July 2019. The Mt Wellington scoping study is a continued project from the current financial year.

4. The total value of the work programme is $40,000 of locally driven initiative operating expenditure, which can be accommodated within the board’s draft budget for the 2019/2020 financial year.

5. Staff report to local boards on work programme activities quarterly to provide an update on progress and highlight risks.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the Maungakiekie-Tāmaki Local Board Plans and Places work Programme for 2019/2020 financial year as per Attachment A.

Horopaki

Context

6. Work programmes are presented to local boards for approval each year. They outline the local activities to be delivered in each local board area for the next financial year.

7. The work programme has been developed following a series of workshops with the local board who provided strategic direction and feedback.

Tātaritanga me ngā tohutohu

Analysis and advice

8. The work programme consists of a project on the local history of the Maungakiekie-Tāmaki Local Board area as well as a project continuing the Mt Wellington scoping study already underway.

9. The Local History of Maungakiekie-Tāmaki project will contribute to achieving the local board plan 2017 outcome 3 that “Maungakiekie-Tāmaki is the place to be”. The key initiative relating to this in the local board plan is to “develop an inventory of heritage sites (built, natural and cultural sites) to inform decisions and advocacy to the Governing Body and developers”. The $40,000 allocation sought is to cover costs in year one of the project. This will involve a strong focus on engaging with local communities and organisations and will include the following activities:

· community archive development

· recoding oral histories

· documenting histories of local industry, businesses and sport

· including students in researching local history

· engaging residents directly through a local history stall at local events.

10. The Mt Wellington scoping study will identify the issues, opportunities and challenges in the area needed to support future growth, while protecting and maintaining the area’s valued features and vitality. It will recommend whether spatial planning of the Mt Wellington area should be undertaken in the future. The project is funded from a regional budget and will cover costs arising from the scoping study such as stakeholder engagement and engagement with mana whenua, and also the production of material resulting from the scoping study.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11. The Mt Wellington scoping study project is a continuation from the 2018/2019 work programme. To date, the project team has engaged with council stakeholders and council-controlled organisations, including:

· Service and Asset Planning

· Libraries and Information

· Community Facilities Parks and Recreation Policy

· Arts Community and Events

· Healthy Waters

· Parks Sports & Recreation

· Heritage (including Maori Heritage)

· Auckland Transport

· Watercare.

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

Local impacts and local board views

12. Workshops were held with the local board between September 2018 and May 2019 where strategic direction and feedback was given to help with the development of the work programme.

Tauākī whakaaweawe Māori

Māori impact statement

13. Staff will seek to involve interested mana whenua authorities in the local history of the Maungakiekie-Tāmaki Local Board area project.

14. Engagement with mana whenua authorities on the Mt Wellington scoping study commenced in the 2018/2019 financial year and staff will continue to seek their input.

Ngā ritenga ā-pūtea

Financial implications

15. The total value of the local history of the Maungakiekie-Tāmaki Local Board area project is $40,000 which can be accommodated from the board’s 2019/2020 Locally Driven Initiatives operating expenditure budget. The Mt Wellington scoping study will be funded from the 2019/2020 regional budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16. No risks have been identified with respect to the Local History of the Maungakiekie-Tāmaki project.

17. There is a risk that, in the event the Mt Wellington scoping study concludes that spatial planning should be undertaken in Mt Wellington, this may not be able to occur in the near future. The reason for this is that existing Plans and Places Department resources to undertake new work are limited. At the earliest, any spatial planning could only be undertaken from the 2020/2021 financial year onwards, provided provision is made for this in the 2020/2021 budget.

Ngā koringa ā-muri

Next steps

18. Delivery of the work programme will commence from 1 July 2019. Progress will be reported to the local board for each quarter of the financial year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A Maungakiekie-Tāmaki Local Board Plans and Places 2019/2020 work programme	169

Ngā kaihaina

Signatories

Author

Marc Dendale - Team Leader Planning - South

Authorisers

John Duguid - General Manager - Plans and Places

Trina Thompson - Relationship Manager

Maungakiekie-Tāmaki Local Board

25 June 2019

Changes to Local Board Standing Orders

File No.: CP2019/09882

Te take mō te pūrongo

Purpose of the report

1. To provide information about the implications of the Local Government Regulatory Systems Amendment Act 2019 and to recommend changes to the Maungakiekie-Tāmaki Local Board’s standing orders to align with the change in the legislation.

Whakarāpopototanga matua

Executive summary

2. The Local Government Regulatory Systems Amendment Act 2019 (LGRSAA) makes changes to various statutes, including the Local Government 2002 Act (LGA), Local Government Official Information and Meetings Act 1987 (LGOIMA), the Local Electoral Act 2001, the Dog Control Act 1996, the Local Government (Rating) Act 2002 and the Rates Rebate Act 1973.

3. Prior to the legislation change, the LGA provided for an extraordinary meeting where:

(a) It could be called by resolution, or by requisition by the mayor or one third of the members

(b) The notice period was three days (unless it was called by resolution in which case the notice period could be not less than 24 hours)

(c) If it needed to be called earlier it could be called by the mayor, or, if the mayor was unavailable, the chief executive. The notice period could be not less than 24 hours.

4. As a result of the change, the meeting called under (c) above is referred to as an ‘emergency meeting’ rather than an’ extraordinary meeting’.

5. There is a change to the definition of public notice – which requires notification on a council’s website in addition to a newspaper.

6. There is a change to the definition of ‘working day’ to exclude a province’s anniversary.

7. Staff are taking the opportunity, while considering changes to standing orders, to propose an unrelated change to the current standing orders regarding attendance by electronic link. The current standing order requires a member seeking to attend by electronic link to be representing the council and unable to attend. The proposed change removes the requirement to be representing the council.

8. As detailed in LGA Schedule 7 clause 27 (3), a change to standing orders requires a 75 percent majority vote. The Maungakiekie-Tāmaki Local Board’s standing orders need to be changed to reflect the changes in the law.

Ngā tūtohunga

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) Note the new statutory responsibility of the chief executive:

facilitating and fostering representative and substantial elector participation in elections and polls held under the Local Electoral Act 2001;

b) Amend standing order 2.3.3 by replacing:

Calling an extraordinary meeting at earlier time

The chairperson, or if they are unavailable, the chief executive, may call a meeting for an earlier time if this is necessary to deal with the business.

The person calling such a meeting must give each member and the chief executive notice of the time and place of the meeting and the matters in respect of which the meeting is being called, by whatever means is reasonable in the circumstances, at least 24 hours before the meeting.

with:

Calling an emergency meeting

The chairperson, or if they are unavailable, the chief executive, may call an emergency meeting for an earlier time than is provided in Standing Order 2.3.2 if this is necessary to deal with the business.

c) Amend standing order 7.2.3 by replacing:

Notification of extraordinary meetings

Where the council calls an extraordinary meeting but cannot give public notice to the extent required in Standing Order 7.2.1, the council must publicly notify the meeting, and the general nature of business to be considered at it, as soon as reasonably practicable before the meeting.

with:

Notification of extraordinary / emergency meetings

Where the council calls an extraordinary or emergency meeting but cannot give public notice to the extent required in Standing Order 7.2.1, the council must publicly notify the meeting, and the general nature of business to be considered at it, as soon as reasonably practicable before the meeting. If it is not practicable to publish a notice in newspapers before the meeting, the council must publicly notify the meeting as soon as practicable on the council’s website and in any other manner that is reasonable in the circumstances.

d) Amend standing order 9.4 (Definitions) by replacing:

Extraordinary meeting has the meaning defined in clause 22 of Schedule 7 of the Local Government Act 2002.

with:

Emergency meeting has the meaning defined in clause 22A of Schedule 7 of the Local Government Act 2002.

Extraordinary meeting has the meaning defined in clause 22 of Schedule 7 of the Local Government Act 2002.

e) Amend standing order 9.4 (Definitions) by replacing:

Meeting means:

(a) any first or ordinary or extraordinary meeting of the local board

with:

Meeting means:

(a) any first or ordinary or extraordinary or emergency meeting of the local board

f) Amend standing order 9.4 (Definitions) by replacing:

Publicly notified means notified to members of the public by a notice printed in appropriate newspapers circulating in the Auckland region.

with:

Publicly notified means made known to members of the public by a notice on the council’s website, until any opportunity for review or appeal has lapsed, and by a notice printed in appropriate newspapers circulating in the Auckland region.

g) Amend standing order 9.4 (Definitions) by replacing:

Working day means any day of the week other than:

(a) Saturday, Sunday, Waitangi Day, Good Friday, Easter Monday, ANZAC Day, the sovereign’s birthday and Labour Day

(b) a day in the period commencing with 25 December in any year and ending with 15 January in the following year.

with:

Working day means any day of the week other than:

(a) Saturday, Sunday, Waitangi Day, Good Friday, Easter Monday, ANZAC Day, the sovereign’s birthday and Labour Day

(b) Where Waitangi Day or ANZAC Day falls on a weekend, the following Monday

(c) Auckland Anniversary Day

(d) a day in the period commencing with 20 December in any year and ending with 10 January in the following year.

h) Amend the following standing orders:

i) SO 2.3:

replace the heading “Extraordinary meetings” with “Extraordinary and emergency meetings”

ii) SO 7.2.4:

replace the heading “Extraordinary meetings” with “Extraordinary and emergency meetings”

iii) SOs 1.1.3, 2.4.1, 2.4.2, 7.3.2:

replace the words “extraordinary meeting” with “extraordinary or emergency meeting”

i) Amend standing order 3.3.3 to remove the requirement to be representing the council:

Conditions for attending by electronic link

The local board or its committees may give approval for a member to attend meetings by electronic link, either generally or for a specific meeting. Situations where approval can be given are:

a) where the member is ~~representing the council~~ at a place that makes their physical presence at the meeting impossible or impracticable

b) to accommodate the member’s illness or infirmity

c) in emergencies.

a) The member who is seeking to attend by electronic link may not take part in the vote to give approval. The only exception is where there is an emergency, in which case the member seeking to attend by electronic link can take part in the vote.

Horopaki

Context

9. The LGRSAA came into force on 21 March 2019. The Act is an omnibus Act in that it makes minor amendments to several pieces of legislation.

10. The LGRSAA amends the Local Electoral Act 2001 to include a new principle for “representative and substantial electoral participation in local elections and polls”, and imposes a new responsibility on the Chief Executive of the council by amending the Chief Executive’s responsibilities in the LGA s 42(2)(d):

(da) facilitating and fostering representative and substantial elector participation in elections and polls held under the Local Electoral Act 2001;

11. It amends the definition of “public notice” and “publicly notified” under the LGA and the LGOIMA to require notification both on the council’s website and in newspapers.

12. It creates a new category of council meeting called an “emergency meeting”, separate from “extraordinary meeting”. Previously, extraordinary meetings had two types of notice requirements. Where the more urgent form of notice is used, the meeting is now referred to as an emergency meeting. This applies to giving notice to members under the LGA and to public notices under LGOIMA.

13. It amends the definition of working day under the LGA and LGOIMA to exclude a province’s anniversary day being counted as a “working day”.

14. It makes minor amendments to The Dog Control Act 996, the Local Electoral Act 2001, the Rates Rebates Act 1973 and makes changes to the LGA by specifying timeframes for making certain documents publicly available. These legislative changes are minor in nature and do not impact on local board standing orders.

Tātaritanga me ngā tohutohu

Analysis and advice

15. The changes made by the LGRSAA are minor in nature, nevertheless it is necessary to amend the Maungakiekie-Tāmaki Local Board’s standing orders to align the language to reflect current legislation.

16. The Maungakiekie-Tāmaki Local Board may also wish to consider a change to standing orders which is not related to LGRSAA. Standing order 3.3.3 provides conditions for attending a meeting by electronic link:

Conditions for attending by electronic link

The local board or its committees may give approval for a member to attend meetings by electronic link, either generally or for a specific meeting. Situations where approval can be given are:

a) where the member is representing the council at a place that makes their physical presence at the meeting impossible or impracticable

b) to accommodate the member’s illness or infirmity

c) in emergencies.

The member who is seeking to attend by electronic link may not take part in the vote to give approval. The only exception is where there is an emergency, in which case the member seeking to attend by electronic link can take part in the vote.

17. This standing order was adopted in 2015. Since that time the technology has improved, and remote attendance to most local board business meetings is now possible. However, the conditions in the standing order are very limiting and do not allow attendance by a member who is out of Auckland for non-council reasons.

18. Staff recommend amending the standing order by removing the requirement to represent the council in SO 3.3.3 (a):

a) where the member is ~~representing the council~~ at a place that makes their physical presence at the meeting impossible or impracticable

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The changes to the standing orders do not impact on the wider council group.

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

Local impacts and local board views

20. This is a report to 21 local boards. All local boards need to make changes to align their standing orders to LGRSAA.

Tauākī whakaaweawe Māori

Māori impact statement

21. The changes to standing orders brought about through the LGRSAA do not impact on the Māori community.

Ngā ritenga ā-pūtea

Financial implications

22. There are no financial implications to making these changes to standing orders.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. LGA Schedule 7 clause 27 (2) states that the standing orders of a local authority must not contravene the LGA or any other Act. If local board standing orders are not aligned to changes in the legislation, there is a risk that the local board may act inconsistently with the legislation by relying on standing orders that are not up to date.

Ngā koringa ā-muri

Next steps

24. Following the Maungakiekie-Tāmaki Local Board resolution to amend the standing orders, staff will make the appropriate changes and recirculate the updated standing orders.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Polly Kenrick - Business Manager , Local Board Services

Authorisers

Kerri Foote, Operations and Improvements Manager, Local Board Services

Louise Mason - GM Local Board Services

Trina Thompson - Relationship Manager