Agenda of Māngere-ŌtāhuhuLocal Board

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

Note: Item 11 Declaration by Local Board Member will be considered at this time.

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 Māngere-Ōtāhuhu Local Board:

a) confirm the inaugural minutes of its meeting, held on Wednesday, 30 October 2019, as a true and correct.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Deputation - Business Improvement District's and Manager Connect Local Board Local Plan Submission

Te take mō te pūrongo / Purpose of the report

1. Alex Holley, Richette Roger, Toni Helleur, David Fearon, Alexandra Holley and Kate Adams would like to inform the board of the BIDs needs and preliminary items for the Māngere-Ōtāhuhu Local Board plan.

Ngā tūtohunga / Recommendation/s

That Māngere-Ōtāhuhu Local Board:

a) thank Alex Holley, Richette Roger, Toni Helleur, David Fearon, Alexandra Holley and Kate Adams for their presentation and attendance.

Attachments

a BIDs submission........................................................................................... 287

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.

9.1 Public Forum - Otahuhu Softball Club

Te take mō te pūrongo / Purpose of the report

1. Sally Hoani, Jamie Brear and members of the Otahuhu Softball Club would like to introduce themselves and update the board on what they are doing in the community and thank the board for their support.

Ngā tūtohunga / Recommendation/s

That Māngere-Ōtāhuhu Local Board:

a) thank Sally Hoani, Jamie Brear and members of the Otahuhu Softball Club for their presentation and attendance.

Attachments

a Otahuhu Softball Club Presentation............................................................. 305

9.2 Public Forum - Robert Minhinnick and Tomoavao Whichman

Te take mō te pūrongo / Purpose of the report

1. Robert Minhinnick and Tomoavao Whichman would like to address the board.

Ngā tūtohunga / Recommendation/s

That Māngere-Ōtāhuhu Local Board:

a) thank Robert Minhinnick and Tomoavao Whichman for their presentation and attendance.

9.3 Public Forum - Breaking Barriers NZ Limited

Te take mō te pūrongo / Purpose of the report

1. Joseph Kaolo from Breaking Barriers NZ Limited would like to address the board on the community events that they are organising.

Ngā tūtohunga / Recommendation/s

That Māngere-Ōtāhuhu Local Board:

a) thank Joseph Kaolo for his presentation and attendance.

9.4 Public Forum - Manukau Rovers Rugby Club

Te take mō te pūrongo / Purpose of the report

1. Jason Myks, Coaching and Talent Development Manager from CLM Community Sport, Counties Manukau would like to give feedback on the toilet upgrades at Manukau Rovers Rugby Club.

Ngā tūtohunga / Recommendation/s

That Māngere-Ōtāhuhu Local Board:

a) thanks Jason Myks, Coaching and Talent Development Manager from CLM Community Sport, Counties Manukau for his presentation and attendance.

9.5 Public Forum - Papatūānuku Kōkiri Marae

Te take mō te pūrongo / Purpose of the report

1. Valerie Teraitua from the Papatūānuku Kōkiri Marae would like to update the board on the following:

· Whanaungatanga - Introductions

· Project Updates & 5-year plan

· Lease application

Ngā tūtohunga / Recommendation/s

That Māngere-Ōtāhuhu Local Board:

a) thank Valerie Teraitua for her presentation and attendance.

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 ⇩	Chairpersons Report	15

Māngere-Ōtāhuhu Local Board

04 December 2019

Auckland Transport Monthly Report to the Māngere-Ōtāhuhu Local Board

File No.: CP2019/19456

Te take mō te pūrongo

Purpose of the report

1. An introduction; and an update for the Māngere-Ōtāhuhu Local Board about transport related matters in their area, including the Local Board Transport Capital Fund (LBTCF).

Whakarāpopototanga matua

Executive summary

2. A decision is not required this month but this report is the first one of this electoral term and it provides an opportunity to highlight transport achievements in the Māngere-Ōtāhuhu Local Boardarea.

3. The report contains information about the following:

· The wider ‘context’ involving a summary of the strategic projects delivered in the Māngere-Ōtāhuhu Local Boardarea in this electoral term.

· Information about the Local Board Transport Capital Fund (LBTCF) including projects delivered last electoral term.

· Information about Auckland Transport local projects.

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

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the Auckland Transport November 2019 monthly update report.

Horopaki

Context

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

5. In this section of the report Auckland Transport discusses the key strategic projects being delivered in Māngere-Ōtāhuhu.

Vision Zero

6. In 2018, 58 people died and 595 were seriously injured using Auckland’s transport network. Vision Zero is a paradigm shift in thinking about transport safety, it mandates that no death or serious injury on our transport network is acceptable.

7. Achieving this shift requires prioritising people’s safety over other benefits. Assuring the safety of all transport users in Auckland is vital to meeting the objectives of the Auckland Plan 2050, the Government Policy Statement and the soon the be released National Road Safety Strategy 2030.

8. Auckland currently has a commitment to a 60% reduction in road crash deaths and serious injuries by 2027 (from a 2017 baseline), reducing annual deaths to 25, and annual serious injuries to 325. Auckland Transport is the lead agency responsible for delivery of these objectives as part of the Vision Zero Strategy.

9. Implementing the strategy will be integral to achieving these objectives. It will require transformational shifts in policy and practice within Auckland Transport and across all of its partnerships and stakeholder relationships.

10. The first example of the focus on safety is the introduction of the new Auckland wide speed bylaw that has been authorized by the Auckland Transport Board and will be implemented in June 2020. More changes will come with and increased focus on traffic calming and other safety projects.

Airport to Botany - Rapid Transport Network (RTN)

11. The Airport to Botany project is a large and strategically important project that directly effects the Māngere-Ōtāhuhu area. The aim is to create a RTN linking the Airport and Botany. See Figure 1 below. An RTN is a high capacity and high frequency public transport route utilising either buses in separated lanes, light rail or heavy rail.

Figure 1 – Airport to Botany RTN

Like the AMETI-Eastern Busway, this is a key project and progressed significantly last electoral term. The overall plan is that the Central Rail Link, AMETI-Eastern Busway, and Airport to Botany and electrification to Pukekohe all finish at roughly the same time creating a ‘RTN network able to move people efficient north/south and east/west and maximizing the efficiency of the New Network.

AMETI - Eastern Busway

12. Auckland Transport’s biggest project is the AMETI – Eastern Busway. This is worth $1.4billion and is New Zealand’s first urban busway. It provides congestion free ‘bus only’ lanes for commuters from Panmure to Botany. Last electoral term Auckland Transport contractors started working on Stage 1 while work continues planning the second, third and fourth stages that will:

· Complete a flyover for commuter traffic linking Reeves Road to the South Eastern Arterial

· Build a Rapid Transit Network from Pakuranga to Botany

· Build a large transport hub at Botany where the Airport to Botany project will terminate.

13. The stage from Panmure to Pakuranga has started and is progressing well. The main area of interest is the Transit 2 (T2) lanes provided for the Pakuranga Road express bus service. The lanes opened on 1 July 2019. Current monitoring suggests that the lanes are working as planned, letting buses and cars with passengers travel quicker, with minimal impact on general traffic.

Community Safety Fund (CSF)

14. The Community Safety Fund is an allocation of $20 million distributed across all local boards for local road safety projects. The fund is split between local board areas based on the number of death and serious injury crashes in that area. Māngere-Ōtāhuhu Local Board’s budget is $1,108,085.

15. The Māngere-Ōtāhuhu Local Board used this fund to support the upgrade of Otahuhu Town Centre. It will support this project, delivering safety work in the area allowing the project team to re-allocate money to deliver more and better upgrades in the town centre. Using the fund, this way maximises both safety and community benefits.

Tātaritanga me ngā tohutohu

Analysis and advice

16. This section of the report contains information about local projects, issues and initiative. It provides summaries of the detailed advice and analysis provided to the local board during workshops and briefings.

Local Board Transport Capital Fund

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

· Be safe

· Not impede network efficiency

· Be in the road corridor (although projects running through parks may be considered if they support a transport outcome).

18. The fund is designed to allow local boards to build transport focused local improvements in their areas.

19. In this electoral term, the local board has approximately $3million of LBTCF to spend.

20. In the previous electoral term the following projects were delivered using the LBTCF:

· Widening Bader Drive in front of the Mangere Cosmopolitan Club. The stretch of Bader Drive outside the cosmopolitan club is now wider removing the congestion created by two lanes converging into one at this point.

· Building a new roundabout at the intersection of Bader Drive and Idlewild Road. The local board funded construction of a new single lane roundabout at the intersection of Bader Drive and Idlewild Road. The aim is to allow people to more easily get into and out of Idlewild Road. The design if the roundabout also maximises pedestrian safety crossing the intersection.

· Building a new walking and cycling pathway through Ashgrove Reserve. The local board funded construction of a fully lit 3m wide shared path from Ashgrove Road to Mascot Ave with marker posts, lights, re-fencing the reserve’s boundary fences and a speed table at the Ashgrove Road entrance. This project links people living in Ashgrove Road with Mangere Town Centre and extends Future Street’s network of safer routes.

· Boggust Park walking and cycling path. The LBTCF is supporting delivery of walking and cycling pathways in Boggust Park. This project meets the board’ objective of providing safer access and more walking options for local people contributing to the local board’s ‘Greenways’ plan and to overall walking and cycling connectivity in the local area by providing a safe off road route between Bukem Place and Otago Place. Both of which are discussed in the Local Board Plan.

· Walking and Cycling Improvements in Mangere East. Working together Auckland Council and Auckland Transport are ready to deliver more than $1million worth of work in this area that will:

o Provide an off-road, walking and cycling link between Buckland Road and Hain Ave

o Upgraded footpaths on Yates Ave

o An upgraded footpath from Yates Ave to Massey Homestead.

21. Auckland Transport encourages all local boards to maximise the use of their allocated funding and has established a timeline for the board to use for identification, investigation and delivery of projects.

22. The timeline is listed below:

· In February 2020 Auckland Transport will workshop an initial list of potential projects with the local board providing an opportunity to identify possible projects.

· In March 2020 Auckland Transport will workshop the projects identified with the local board again and confirm a list for further investigation and an assessment of cost.

· At the March 2020 local board meeting Auckland Transport will request resolutions from the local board formally request development of a scope and or a rough order of cost (ROC) for the projects identified at the workshop

· During May and June 2020 Auckland Transport will provide costs and feedback on the projects. This information can be used by the local board to prioritise the projects and to allocate funds based on quality advice. Workshops will be scheduled to discuss this information and support the local board’s decision-making.

· In June 2020 it is planned that the local board will able to either:

o Approve construction of projects with a total cost of less than $300,000; or

o Approve detailed design for complex projects with a cost of more than $300,000.

23. The aim is that during the first six months of the next term the local board is able to identify and start work on utilising it’s transport capital. This will allow projects to be progressed or delivered with the board’s current term.

24. Auckland Transports’ aim is to synchronise this process with development of the board’s Local Board Plan. This will ensure that transport projects are linked to the board’s goals maximizing efficiency and minimsing the risk that transport funds are spent on unplanned or poorly evaluated projects.

25. In the second year of the local board’s electoral term this cycle will be repeated if a board does not allocate its funds in the first year.

Mangere Bridge Safer Community

26. Early in 2020 Auckland Transport is delivering a new road safety initiative in Mangere-Bridge. The project involves a commitment of approximately $5million. Details of the project are available on the Auckland Transport website - . https://at.govt.nz/driving-parking/road-safety/safer-communities-programme/mangere-bridge/

Future Streets activation activities

27. Future Streets is a key local board advocacy issue and Auckland Transport supported it throughout last and will this term and delivered 68 activations in Mangere over the last three years and developed a local walking and cycling map.

28. The activations were delivered in partnership with the local community. This programme demonstrates the commitment that Auckland Transport has to supporting Future Streets. In the future we are aiming grow local capacity and encourage community groups to take greater leadership in driving this programme.

Mangere Bridge Community Safety

29. Auckland Transport worked closely with the local board and community to try and limit anti-social behavior in this area. Auckland Transport’s contributions included:

· Increasing the amount of lighting on the causeway

· Working with the local board to paint liquor ban signs on the footpath

· Introduction of a ‘no parking’ zone to allow police enforcement and eviction of vehicles

· Working with the local board to apply for the road on the causeway to be closed and transferred into Auckland Council ownership removing the legal requirement for the road to be accessible. This would allow a gate or bollards to be installed to stop the road being used at night.

30. Auckland Transport will continue to work with the local board to try and address this problem.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. No impacts from this month’s report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. No impacts form this month’s report.

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

Local impacts and local board views

Auckland Transport consultations

33. Over the last reporting period, Auckland Transport invited the local board to provide feedback on two proposals. More detailed information is available in Attachment A.

Tauākī whakaaweawe Māori

Māori impact statement

34. In this reporting period no projects required iwi liaison.

Ngā ritenga ā-pūtea

Financial implications

35. This report does not have any financial implications that have not already been reported.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. The proposed decision to receive the report has no risks. Auckland Transport has risk management strategies in place for all of its projects.

Ngā koringa ā-muri

Next steps

37. Auckland Transport will provide another update report to the local board in February 2020.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Summary of consultation about furture Auckland Transport activities.	25

Ngā kaihaina

Signatories

Authors

Ben Stallworthy – Elected Member Relationship Manager

Authorisers

Jonathan Anyon – Elected member Team Manager

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Mangere Otahuhu Local Board One Local Initiative

File No.: CP2019/19763

Te take mō te pūrongo

Purpose of the report

1. To provide recommendations to the Māngere-Ōtāhuhu Local Board on the next steps required to re-set the scope of their One Local Initiative (OLI) and seek agreement to progress the OLI on the basis of the local board’s re-set initiatives.

Whakarāpopototanga matua

Executive summary

2. Due to the inability to progress a key land acquisition it has become necessary to re-set the scope of the Māngere-Ōtāhuhu Local Board OLI.

3. The Māngere-Ōtāhuhu Local Board has developed five enhancement initiatives to re-set the scope of the OLI which also reflect the original intent of the 2018 OLI Māngere East precinct priority focus advocacy statement and reflect outcomes sought through the Māngere-Ōtāhuhu Local Board Plan 2017.

4. Staff propose the OLI re-set being progressed either through a report to the Governing Body in February 2020 or through the 2020-2021 Annual Plan process.

5. OLIs at the strategic assessment and business case phase seek approval from the Governing Body for budget allocation as they move through the project governance gateways. This is the first request for an OLI scope re-set and additional funding allocation being sought from the Governing Body, outside of the decisions made as part of the 10-year Budget 2018-2028 process.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board

a) endorse the following One Local Initiative re-scope amendments;

· Safe and easy crossing of Massey Road for pedestrians and the possibility of an over bridge (Transport initiative)

· Development of a multi-purpose community facility/hub on Walter Massey Park

· Rerouting of heavy vehicles away from Māngere East town centre (Transport initiative)

· Better public transport transition areas and facilities (Transport initiative)

· Connectivity extending to Massey Homestead and surrounds (Transport initiative).

b) support the proposed One Local Initiative scope amendments being progressed either through a report to the Governing Body in February 2020 or through the 2020-2021 Annual Plan process.

c) support, subject to Governing Body approval, Community Facilities staff progressing investigations and a business case for the development of a multi-use facility at Walter Massey Park through funding within the FY20 One Local Initiative programme.

d) acknowledge that funding is not currently available within the existing One Local Initiative programme budget or the Regional Land Transport Plan to progress the transport related initiatives.

e) support, subject to Governing Body approval, the inclusion of non-funded transport initiatives being progressed by a dedicated project lead appointed by Auckland Council to work with Auckland Transport, Kāinga Ora – Homes and Communities and the New Zealand Transport Agency to develop a localised plan and programme of co-ordinated investment in the transport initiatives.

Horopaki

Context

Background

6. The OLI 10 Year Programme was initiated through the 2018-2028 Long Term Plan in order to improve the local board advocacy process, including providing more comprehensive advice on local board advocacy projects. Whilst there was no guarantee of funding, the process was designed to give local board projects a better opportunity to be progressed through investigation, business cases and to be considered for funding.

7. The 2018 Māngere-Ōtāhuhu Local Board OLI key advocacy statement identified that:

The Māngere East area requires coordinated investment for planning and implementation. The local community facilities are rundown, old or not fit for use. A community facility needs assessment was completed in 2015 and next steps need to be progressed. For this, coordinated planning and investment is vital to shape a high-quality built area for a liveable community. The local board requests the Governing Body commit to capital funding through the next review of the Long-term Plan (LTP) for delivery of the Community Facilities Network Plan. Further to coordinate work through Panuku Development Auckland and Auckland Transport to focus on Māngere East area to develop this centre as a liveable community. (resolution number MO/2018/17)

8. Through refinement of the advocacy statement a key initiative of the Māngere-Ōtāhuhu Local Board OLI became the acquisition of land at Massey Road to enable improved public transport, access, visibility and safety at Walter Massey Park. Panuku Development explored options with the property owner who declined the sale opportunity. Subsequent advice from Council’s Legal Services indicated that acquisition of the land under the Public Works Act (PWA) would be lengthy and difficult to justify when other potential land options remained available in Walter Massey Park. Through ongoing engagement and decision making the local board provided staff direction that the use of the PWA was not a preferred option.

Tātaritanga me ngā tohutohu

Analysis and advice

9. In order to further clarify potential OLI options a workshop and precinct walkover were undertaken with the local board on 7 and 29 August 2019 respectively. The local board has reiterated the ongoing relevance and need to focus upon the original Māngere East OLI advocacy statement and in a memorandum to staff 14 August 2019 has requested an amended approach to the OLI with immediate preparation of a localised plan and programme of co-ordinated investment with specific focus on the following key initiatives:

· Safe and easy crossing of Massey Road for pedestrians and the possibility of an overbridge

· A multi-purpose community facility/hub on Walter Massey Park

· Reroute of heavy vehicles away from Māngere East town centre

· Better public transport transition areas and facilities

· Connectivity extending to Massey Homestead and surrounds.

10. The Community Facilities Network Action Plan, 2015 identified a gap in the provision of community facilities in the Māngere East area. It noted growth as a key driver and a gap in fit-for-purpose facility provision. The Māngere-Ōtāhuhu Local Board Plan endorsed an investigation and needs assessment for community facility provision around Walter Massey Park in 2014. Since 2014 an extensive background of research, resolutions and community engagement has developed which confirms and supports the needs analysis, service provision and a case for change within the Māngere East precinct for the development of a multi-use facility on Walter Massey Park. This includes the establishment of the Māngere East Community Hub steering group and the Visitor Solutions Māngere Community Facilities Investigation Report June 2015 which concludes and recommends;

“The perception that a new or refurbished multi-use, fit-for-purpose community facility is significantly needed at Māngere East was expressed very clearly throughout the consultation process. Available data would support that this need is justified. Consider investigating the feasibility of building a new integrated community facility within Walter Massey Park (this could involve the retention and redevelopment of certain existing assets)”.

11. Kāinga Ora – Homes and Communities (KO) are developing a spatial delivery strategy (SDS) which includes the Māngere East precinct as a key action. Opportunities that have been identified in this process include upgrades of Māngere East roads and streetscapes, connections between Walter Massey Park and the town centre and the community facilities. In the short to medium term options also exist to unlock the existing community facilities to improve activation and use of the civic space and the two facilities. This is in recognition that the library has recently been refurbished. KO sites and resources are available to assist in a collaborative and coordinated approach to developing the Māngere East precinct as a liveable community.

12. In parallel to the development of the SDS, Auckland Council’s Plans and Places team are undertaking an Area Plan review for the Māngere-Ōtāhuhu Local Board area. The Area Plan review process will provide the opportunity for the community, mana whenua and stakeholders to provide feedback on the proposals in the draft SDS, and on the future of these areas. The delivery timeframe commenced in August 2019 with proposed public consultation in February 2020 and completion by December 2020. A Steering Group including key stakeholders will be established to progress this work.

13. Through the OLI process, funding provision was established for projects that were local and sub-regional in nature. For local transport related initiatives funding was identified either through the Regional Land Transport Plan (RLTP), the majority under the proposed Regional Fuel Tax Proposal or through self-funding. In the absence of any secured funding through the RLTP there are other alternative funding opportunities that could potentially influence the local board’s roading and transport initiatives within the Māngere East precinct;

· Auckland Council’s streetscape upgrades

· New Zealand Transport Agency’s (NZTA) Safe Network programme, and

· Auckland Transport’s (AT) Connected Communities programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. Subject to Governing Body approval, climate impacts will be assessed and addressed for the five work streams through strategic assessment, business cases, planning, design and implementation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The Community Facilities Network Action Plan, 2015 identified a gap in the provision of community facilities in the Māngere East area. It noted growth as a key driver and a gap in fit-for-purpose facility provision.

16. The development of the re-scoped initiatives will involve relevant council departments, and agencies including Auckland Transport, Kāinga Ora – Homes and Communities and the New Zealand Transport Agency.

17. Collaboration with staff within Community Facilities, Parks Sports and Recreation, Panuku and Auckland Transport will be ongoing to ensure that the re-scope initiatives will be appropriately integrated into operational maintenance and asset management systems once completed.

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

Local impacts and local board views

18. The OLI is the Māngere-Ōtāhuhu Local Board’s key advocacy project identified through the 2018-28 Long Term Plan and the re-scope initiatives will deliver multiple benefits across the Māngere East precinct.

19. The OLI is included within the Māngere-Ōtāhuhu Local Board Plan 2017 outcomes and objectives:

Outcome	Objective
Facilities to meet diverse needs	Our community spaces are part of a first-class network. They are popular gathering places used for a variety of activities led by diverse local communities with many interests. They offer choices for people from different cultures and life-stages to take part in local life.
A well connected area	Māngere-Ōtāhuhu is well connected by public transport, cycleways and walkways, making it easy for everyone to get around.

Tauākī whakaaweawe Māori

Māori impact statement

20. The Māngere-Ōtāhuhu Local Board Plan 2017 was developed through engagement with the community including mana whenua, forming the basis of local priorities, including the need for community facilities and transport improvements within the Māngere East precinct.

21. Subject to Governing Body approval of the OLI re-set there will be early engagement with mana whenua as strategic assessments, business cases, plans and conceptual designs are developed.

Ngā ritenga ā-pūtea

Financial implications

22. $170M of funds were allocated in the 10-year Budget 2018-2028 for ten local community OLIs. The Māngere-Ōtāhuhu Local Board OLI was included in the ten local community OLIs. For OLIs where further work was required to better understand, scope, costs, other potential funding sources, or timing, budget was earmarked for allocation following the completion of business cases.

23. OLIs at the strategic assessment and business case phase seek approval from the Governing Body for budget allocation as they move through the project governance gateways. This is the first request for an OLI scope re-set and additional funding allocation being sought from the Governing Body, outside of the decisions made as part of the 10-year Budget 2018-2028 process.

24. Costs estimated for delivery of the original Māngere-Ōtāhuhu Local Board OLI including land acquisition were $6.8M with $1.5M funded through the local board’s existing budgets.

25. High level indicative cost estimates based upon recent community facility developments for the delivery of a multi-purpose community facility/hub on Walter Massey Park are between $9-12M.

26. Costs associated with the four proposed transport initiatives are currently unknown and would require funding from budgets outside the local community OLI funds.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. There is a risk that funding does not become available for the four proposed transport initiatives. Costs are currently unknown and would require funding from budgets outside the local community OLI funds.

28. Further to extensive community consultation and engagement a reputational risk exists if no progress is made to re-set the scope of the Māngere-Ōtāhuhu Local Board OLI.

29. There is a risk that business cases for development of the multiuse facility may not meet cost benefit thresholds or that costs exceed estimates.

Ngā koringa ā-muri

Next steps

30. Subject to Governing Body approval, Community Facilities staff to progress investigations and a business case for the development of a multi-use facility at Walter Massey Park through funding within the FY20 OLI programme.

31. Acknowledging that funding is not available within the existing OLI programme budget or the RLTP, Community Facilities staff to recommend changes in the OLI scope to include the local board’s transport initiatives either through a report to the Governing Body in February 2020 or the 2020-2021 Annual Plan process.

32. Subject to Governing Body approval for the inclusion of non-funded transport initiatives a dedicated project lead be appointed by Auckland Council to prepare a localised plan and programme of co-ordinated investment in transport initiatives which includes Kāinga Ora – Homes and Communities, NZTA and Auckland Transport.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Roscoe Webb - Programme Principal

Authorisers

Rod Sheridan - General Manager Community Facilities

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Māngere-Ōtāhuhu Youth Action Strategy

File No.: CP2019/19935

Te take mō te pūrongo

Purpose of the report

1. To adopt the Māngere-Ōtāhuhu Youth Action Strategy (Attachment A)

Whakarāpopototanga matua

Executive summary

2. The Māngere-Ōtāhuhu Youth Action Strategy (youth strategy) reports on the challenges, needs and aspirations of youth in the local board area.

3. It was developed by Affirming Works using feedback received through consulting with 160 youth voices the ages of 12 and 24 years old.

4. The youth strategy includes a matrix of recommendations for action around the themes of having a safe place, wellbeing, resilience, connection to key stakeholders within the local area and embracing diversity.

5. The youth strategy findings show that youth are thinking about future planning of how they would like to see the local board area be safer, thriving, more connected with people within their communities as well as spaces that creates a sense of belonging.

6. The findings and recommendations of the youth strategy can be used to inform future local board planning and activity.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) adopt the Māngere-Ōtāhuhu Youth Action Strategy (Attachment A to the agenda report).

Horopaki

Context

7. In 2018/2019, the local board allocated $15,000 to contract Affirming Works to develop a youth action strategy (MO/2019/66) to achieve the following outcomes:

· Encourage an increase youth participation in local board decision-making.

· Help local young people to contribute, prosper and thrive.

· Amplify the local youth voice and empower them to influence on issues they’re passionate about.

· Provide further opportunities for youth sector collaboration, including local youth, voice groups, groups of young people to provide local youth perspectives, non-government organisations, schools and other stakeholders.

· Help local young people feel an increased sense of pride and belonging in the community.

· Reinforce a strong sense of community and achieve community safety outcomes.

8. Affirming Works conducted research using the methodology of “Talanoa”, a Pacific style of interviewing, which was carried out using the following process:

· Frame – Clarifies the area of focus.

· Explore – Collects narratives, gains perspectives and insights.

· Imagine – Collaboratively generates new ideas and solutions.

· Test – Tests and evaluates proposed activities and develop pilot activities.

9. On 19 November 2019, Affirming Works provided the final copy of the Māngere-Ōtāhuhu Youth Action Strategy (youth strategy).

Tātaritanga me ngā tohutohu

Analysis and advice

10. The youth strategy reflects the feedback received from 160 youth voices between the ages of 12 and 24 years old in the local board area. The following graph shows a breakdown of the age ranges represented in the youth strategy:

11. The youth that participated in the development of the youth strategy reflect the local board population by percentage of ethnic background diversity. The following graphs shows that the participants represent a diverse range of ethnic backgrounds, but a significant proportion of 50.9 per cent are Pacific:

12. The findings of the youth strategy show that the following values are priorities for the youth from the local board area that were consulted:

· Faith - Faith and spirituality remain important to young people, including the youth feeling safe to be themselves. Faith was also evident in the way the youth respected the humanity and dignity of youth from other ethnicities within their own community.

· Flexibility - Youth don’t want to be tied down to rigid programmes or targets and want the ability to be responsive to the changing needs and priorities of their community. During this project there needed to be a flexibility while working with youth so that youth were not limited, or their ideas prescribed. The diversity of young people in the room ranged from a teen-mom, high school students, aspiring entrepreneurs, and current and soon-to-be university graduates which highlighted the need for a flexible approach in consulting with youth for this strategy.

· Realness - Youth want real talk from adults, and to be considered equal and valued partners in society.

· Voice - Youth want a chance and the avenues in order to speak their truth, and to use their voice for good.

13. An “I AM Māngere-Ōtāhuhu Youth Matrix” was developed within the youth strategy using 160 youth voices that share themes relating to having a safe place, wellbeing, resilience, connection to key stakeholders within the local area and embracing diversity.

14. The matrix includes current issues being faced by youth and their aspirations for the future, including the following recommendations for action that can be taken to improve the quality of life for youth in the local board area:

· A Platform – is an informal mechanism that can facilitate youth voices that often unheard or overlooked.

· Hubs – youth within the local board area identified the need for a safe space to gather within the community. Ideally, this will be well resourced with programmes available to them after school and is youth-led.

· To be resilient – youth identified the further important elements of resilience as encompassing spirit, mind, body and wholeness. This is through the form of holding conferences that is inclusive and diverse of all individuals within the Local Board area.

· To connect – youth identify the desire to build relationships between themselves and community leaders.

· To embrace diversity – youth desired opportunities to celebrate diversity, connection and community spirit. It was important to youth to have the opportunity to share and forge relationships amongst communities such as the Muslim and Pacific Island communities within a safe space.

15. Based on the data gathered from the youth strategy, youth are thinking about future planning of how they would like to see the local board area be safer, thriving, more connected with people within their communities as well as spaces that creates a sense of belonging.

16. The findings and recommendations of the youth strategy can be used to inform future local board planning and activity.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. There are no identified climate impacts associated with the youth strategy.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The youth strategy be used by departments across council to inform their work within the local board area.

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

Local impacts and local board views

19. The 160 youth that were consulted during the development of the youth strategy live in the local board area. The following graph shows the breakdown of geographic representation within the local board area:

20. The draft youth strategy was presented to the local board at a workshop on 27 November 2019.

Tauākī whakaaweawe Māori

Māori impact statement

21. Of the 160 youth that participated in the development of the youth strategy, 2.8 per cent identify as Māori and 11.1 per cent identify as Maori/Pacific.

Ngā ritenga ā-pūtea

Financial implications

22. In 2018/2019, the local board allocated $15,000 for the development of the youth strategy.

23. There are not immediate financial implications associated with adopting the youth strategy, however, the findings and recommendations can be used to inform future local board activity and budget allocations.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. The strategy highlights the need for capacity building of young people to start between the primary level of schooling and intermediate, to mitigate some of the issues that are evident in the current wave of youth within the local board area.

25. The voices of at-risk youth were also reflected within this strategy. The main issue for at risk youth were the different agencies that they engaged with, as this caused frustration by youth due to overpromising and under delivering of services.

26. Youth Feedback within the strategy created the recommendations of needs for Youth that included – a platform for youth, hubs for youth, to be resilient, to connect and to embrace diversity. All five of these recommendations connect to achieving the local board outcome of “a place where everyone thrives and belongs”.

Ngā koringa ā-muri

Next steps

27. The youth strategy can be used to inform future local board planning and activity.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Māngere-Ōtāhuhu Youth Action Strategy	39

Ngā kaihaina

Signatories

Authors

Sa Va'aelua – Advisor, Community Empowerment

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Māngere-Ōtāhuhu Quick Response Grants, Round One 2019/2020.

File No.: CP2019/18834

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for Māngere-Ōtāhuhu Quick Response Grants, Round One 2019/2020.

Whakarāpopototanga matua

Executive summary

2. The Māngere-Ōtāhuhu Local Board adopted the Māngere-Ōtāhuhu Local Board Grants Programme 2019/2020 on 18 April 2019 see attachment A (MO/2019/96). The document sets application guidelines for contestable community grants submitted to the local board.

3. This report presents applications received in Māngere-Ōtāhuhu Quick Response Grants, Round One 2019/2020 (see Attachment B).

4. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $389,050 for the 2019/2020 financial year.

5. For local and multi-board grant round one 2019/2020, $85,790 was allocated, leaving a total of $303,260 for the remaining grant rounds

6. Seventeen applications were received for Māngere-Ōtāhuhu Quick Response Grants, Round One 2019/2020 requesting a total of $37,435.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) agree to fund, part-fund or decline each application in Māngere-Ōtāhuhu Quick Response Grants, Round One 2019/2020 listed in Table One.

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2009-101	New Netball Team Limited	Sport and recreation	Towards venue hire costs of the “Northern Stars" home games.	$2,000.00	Eligible
QR2009-102	Abigail L Tomokino	Community	Towards marquee and bouncy castle hire, light snacks and drinks for “the family fun day”	$1,000.00	Eligible
QR2009-103	Asthma New Zealand Incorporated - Auckland Region	Community	Towards 10 nebulisers for older people and the nurse educator sessions.	$3,000.00	Eligible
QR2009-105	Mrs Losalia Aleva	Arts and culture	Towards venue hire costs and tutor fees of the "Ukelele Mana" programme.	$1,000.00	Eligible
QR2009-106	TS Gambia SCANZ Incorporated under the umbrella of SCANZ incorporated	Sport and recreation	Towards the purchase of a laptop for the cadet programme lessons.	$2,000.00	Eligible
QR2009-109	Auckland NZVIEW	Community	Towards transport costs to enable vision impaired women to attend programmes.	$750.00	Eligible
QR2009-110	Youthline Auckland Charitable Trust	Community	Towards a contribution towards the annual budgeted cost for triage support and volunteer counsellors.	$2,000.00	Eligible
QR2009-111	Auckland Cambodian Youth and Recreation Trust	Community	Towards petrol vouchers and stationary costs.	$3,000.00	Ineligible
QR2009-113	Life Education Trust Counties Manukau	Community	Towards work book costs for the Mangere-Otahuhu schools life education programmes.	$2,000.00	Eligible
QR2009-115	Otahuhu Softball Club	Sport and recreation	Towards security, trophies and equipment hire costs of the “Wayne Roper Tournament”.	$5,254.00	Eligible
QR2009-118	Northern Dance Network Incorporated	Arts and culture	Towards venue hire, project facilitation, promotions and tutor costs for the “chance to dance” programme.	$1,971.00	Eligible
QR2009-120	Tanoa O Aotearoa Community Trust	Community	Towards venue hire costs for the healthy and active living programme.	$2,000.00	Eligible
QR2009-122	Kalapu Fungataua Educational and Cultural Trust	Community	Towards advertising, food, stage, venue hire, security and clean-up costs of the “Fungataua Family Fun Day”.	$2,000.00	Eligible
QR2009-123	Theresa Turua under the umbrella of Papatoetoe Football Club	Sport and recreation	Towards team sport tracksuits and training T-shirt costs.	$1,360.00	Eligible
QR2009-125	Elvis in the Gardens Incorporated Society	Events	Towards a contribution for the "Elvis in the Gardens" event at the Auckland Botanic Gardens.	$1,000.00	Eligible
QR2009-126	Mangere Centre Park Sport Association Incorporated	Community	Towards a contribution to costs for a defibrillator for the Mangere Centre Park.	$2,000.00	Eligible
QR2009-127	Action Education	Arts and culture	Towards a contribution to costs of 10 “Stand Up Poetry" open microphone nights.	$5,100.00	Eligible
Total				$37,435.00

Horopaki

Context

7. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

8. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme.

9. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements.

10. The Māngere-Ōtāhuhu Local Board adopted their grants programme for 2019/2020 on 18 April 2019 and will operate three quick response and two local grants rounds for this financial year.

11. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications, radio, and community networks.

12. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $389,050 for the 2019/2020 financial year.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Local board grants can contribute to climate action through support of projects that address food production and food waste, support alternative transport methods, support community energy efficiency education and behaviour change, build community resilience, and support tree planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

17. Local boards are responsible for the decision-making and allocation of local board community grants. The Māngere-Ōtāhuhu Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

18. The board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.”

19. A summary of each application received through in Māngere-Ōtāhuhu Quick Response Grants, Round One 2019/2020 (see Attachment B).

Tauākī whakaaweawe Māori

Māori impact statement

20. The local board grants programme aims to respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. Auckland Council’s Māori Responsiveness Unit has provided input and support towards the development of the community grant processes.

21. Two organisations applying to Māngere-Ōtāhuhu Quick Response Grants, Round One 2019/2020 have indicated their project targets Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

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

23. The Māngere-Ōtāhuhu Local Board has set a total community grants budget $389,050 for the 2019/2020 financial year. A total of $85,790 has been allocated in one local grant and multi-board grant round in 2019/2020.

24. This leaves a total of $303,260 to be allocated to three quick response rounds and one local grant and multi-board round for the 2019/2020 financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

26. Following the Māngere-Ōtāhuhu Local Board allocating funding for quick response round one, Commercial and Finance staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Mangere-Otahuhu Local Board Grants Programme	63
b ⇨	Mangere-Otahuhu Local Board Quick Response Round One 2019-2020 applications (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Helen Taimarangai - Senior Community Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

New Road Name for a Private Way in the Subdivision at 71 Hall Avenue, Mangere by Made Homes Limited.

File No.: CP2019/18914

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Māngere-Ōtāhuhu Local Board for the name of one new private way to be created in a subdivision at 71 Hall Avenue, Mangere by ‘Made Homes’ Limited, reference (SUB60338557).

Whakarāpopototanga matua

Executive summary

2. Auckland Council has road naming guidelines that set out the requirements and criteria of the Council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region.

An application for road naming has been submitted on behalf of ‘Made Homes’ Limited by Phoebe McNaught, Catobolam. The following names have been provided for consideration for one new private way at 71 Hall Avenue, Mangere:

Proposed Road Names
Preferred	Pena	Way
First Alternative	Pihi	Way
Second Alternative	Timata	Way

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) approve one (1) road name from the abovementioned list of options created by way of subdivision at 71 Hall Avenue (Council reference SUB60338557), in accordance with section 319(1)(j) of the Local Government Act 1974.

Horopaki

Context

3. ‘Made Homes’ is developing a residential subdivision of 18 lots at 71 Hall Avenue, Māngere. Access to the new lots will be provided by a centrally located private way down the length of the site and serving nine (9) lots along either side.

4. The private way is required to be named in accordance with the national addressing standard as it will serve more than 5 lots.

Tātaritanga me ngā tohutohu

Analysis and advice

5. Auckland Council’s road naming criteria typically require that road names reflect:

- A historical or ancestral linkage to an area;

- A particular landscape, environment or biodiversity theme or feature; or

- An existing (or introduced) thematic identity in the area.

6. The Auckland Council Road Naming Guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name for the Local Board’s approval.

7. The Applicant has proposed the following names for consideration for the new road created in the subdivision at 71 Hall Avenue, Māngere (SUB60338557).

Proposed Private Way Name	Meaning
Pena Way (preferred) Supported by Ngáti Tai ki Támaki	‘to take care of’
Piha Way (first alternative) Supported by Ngáti Tai ki Támaki	‘beginning to grow’
Timata Way (second alternative) Supported by Ngáti Tai ki Támaki	‘to begin, start or kick off’

8. Land Information New Zealand has confirmed that all above names are acceptable to use.

9. The proposed suffixes of ‘Way’ are deemed acceptable as it accurately describes the characteristics of the road.

10. The names proposed by the Applicant are deemed to meet the road naming guidelines.

Tauākī whakaaweawe āhuarangi

Climate impact statement

11. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

13. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate impact on the community.

Tauākī whakaaweawe Māori

Māori impact statement

14. The applicant consulted with local iwi groups prior to submitting the road naming application. A response was received from Ngáti Tai ki Támaki advising that they had no issues with the suggested names. No other responses were received.

15. Further consultation with iwi was sought via Council’s facilitation service, allowing 10 workings days for response. No further responses were received.

Ngā ritenga ā-pūtea

Financial implications

16. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road name.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

17. There are no significant risks to council as road naming is a routine part of the subdivision development process with consultation being a key part of the process.

Ngā koringa ā-muri

Next steps

18. Approved road names are notified to Land Information New Zealand who records them on their New Zealand wide land information database which includes street addresses issued by councils.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Site Plan	71
b ⇩	Attachment B - Location Plan	73

Ngā kaihaina

Signatories

Authors

Lesley Wood - Subdivision Advisor – South

Authorisers

David Snowdon - Team Leader Subdivision

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Local board governance work management for the 2019-2022 triennium

File No.: CP2019/19145

Te take mō te pūrongo

Purpose of the report

1. To outline the options for efficiently and effectively managing the governance work of the local board for 2019-2022 triennium.

Whakarāpopototanga matua

Executive summary

2. At the end of each triennium the Local Board Services (LBS) department delivers a review of local board work practices, including the organisational support they require and how well they support the boards in their governance role. The 2016-2019 triennium review gathered feedback from local board members, and staff from LBS and other council departments and Council-controlled Organisations (CCOs).

3. In response to the review, this report outlines a recommended approach for local boards to manage their governance workload as follows:

· maintain a key focus on annual work programmes and their implementation through quarterly reporting and regular workshops with the whole local board, with decisions made at business meetings

· appoint nominated local board members who will be consulted on landowner consents and events, and who will provide feedback on liquor licences and resource consents

· appoint nominated local board members to external organisations.

4. These practices support the local board to undertake their governance role in an efficient and effective way, reflect the priority work of the local board and help the organisation focus its resources. Some of these practices require a decision of the local board, such as specific appointments of local board members, and separate reports cover these recommendations and associated advice.

5. Local boards are also able to identify topic area leads who would act as a champion with the local board on specific topic areas. Leads would focus on work programme activities/ projects within their topic areas and understanding relevant community needs and preferences enabling other members to focus their time on other parts of the board’s workload.

6. The review feedback suggests the following advantages for having a full board involved in direction-setting discussions on issues, rather than identifying topic area leads:

· staff are confident that the direction is the view of the whole board rather than one member

· knowledge and information is retained by the full local board rather than one member

· discussions with staff are less likely to enter into management or operational level detail

· it avoids inefficient duplication, when conversations are held between staff and a lead, and then repeated with the full local board.

7. The feedback from the review highlighted that if a board does appoint topic area leads, the risks should be mitigated by providing a clear scope for that role and ensuring it does not lead to inefficiency or adversely affect staff receiving clear direction from the full local board.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) endorse the following approach to effectively and efficiently manage the governance work of the local board for the 2019-2022 triennium:

i) maintain a key focus on annual work programmes and their implementation through quarterly reporting and regular workshops with the whole local board, with decisions made at business meetings

ii) appoint nominated local board members who will be consulted on landowner consents and events, and who will provide feedback on liquor licences and resource consents

iii) appoint nominated local board members to external organisations.

Horopaki

Context

8. The governance role of an elected member is to:

· set direction and policy

· set priorities

· make significant decisions

· test advice

· monitor performance and risk

· connect with and represent the community

· be accountable to the public.

9. At the end of each triennium the Local Board Services (LBS) department undertakes a review of the work practices of, and organisational support provided for, local boards and how this supports them in their governance role. Previous reviews have noted the progress the organisation has made in supporting the governance role of local boards over the past nine years. Improved support and delivery from the organisation have enabled local board members’ time to be used in a more effective and efficient manner as the governance model has matured.

10. During the 2016-2019 triennium review, feedback was gathered from local board members and staff from LBS and other council departments and council-controlled organisations (CCOs) who work with local boards.

11. Key themes from local board members related to having topic area leads. Both positives and negatives were identified.

12. Key themes from staff were that clear direction is given from the full local board and local board members operate at the governance level. Staff identified both positive and negatives aspects of having topic area leads.

13. The findings from the review have informed the content of this report.

Tātaritanga me ngā tohutohu

Analysis and advice

Work practices supporting the governance role of local boards (recommended approach)

14. There are established work practices in place which support the governance role of local boards as follows:

· Local boards adopt an annual work programme each June for implementation by the council organisation in the next financial year (July-June). Local boards maintain a key focus on these annual work programmes and their implementation through quarterly reporting and regular workshops with the whole local board, with decisions made at business meetings.

· Local boards appoint a nominated local board member who will be consulted on landowner consents and events by staff carrying out their delegations. Local boards can also appoint a nominated local board member to provide feedback and attend hearings on liquor licences and notified resource consents to ensure that local board views are taken into account in these timebound processes. These appointments are made via a separate report.

· Local boards appoint nominated local board members to external organisations (via separate report) to exercise their role in the external organisation as per the relevant constitution on behalf of the local board.

15. Together these practices constitute the recommended approach for managing the governance work of the local board for the 2019-2022 triennium, reflect the priority work of the local board and are the focus of the organisation’s staff and resources.

16. This approach allows all members to have an overview and collective understanding of work programme matters, and for the whole local board to be able to provide direction to staff and track performance and delivery throughout the financial year. It also enables collective discussions that utilise individual member’s skills and knowledge and ensures elected member and staff time are used effectively and efficiently.

17. Transparency to the public is ensured by local board decisions occurring through the formal business meeting process with associated standing orders.

Optional addition: Topic area leads (not recommended)

18. An optional addition to the recommended approach is that the local board identifies topic area leads. Leads would:

· act as a champion for the topic area in full local board conversations

· focus on work programme activities/projects within their topic area

· maintain relationships with key stakeholders

· understand relevant community needs and preferences.

19. Leads may also:

· be appointed as the nominated local board member to provide feedback on behalf of the board on relevant matters (e.g. landowner consents) and appointed to related external organisations

· undertake learning and development opportunities and attend conferences (using their individual development budget provided as part of the Kura Kāwana development programme) relevant to the topic area

· highlight relevant issues and emerging priorities during local board plan and work programme development

· act as a key contact for community groups and members of the public on the topic area.

20. Topic area leads would enable individual local board members to use existing or build new knowledge and expertise in the topic area and enable other members to focus their time on other parts of the governance workload.

21. Should the local board identify topic area leads, there are the following risks to consider:

· a member may provide direction or views which do not reflect those of the full local board

· staff may seek direction from a topic area lead instead of the full local board, or seek direction from a topic area lead prior to the full local board, resulting in duplication of work

· key knowledge and information on a topic may be retained with the topic area lead and not shared with the whole local board

· a topic area lead may enter into discussions at the management or operational level if meeting regularly with staff without a clear governance purpose for the discussion.

22. These risks can be addressed by:

· using the workshop process as the mechanism for all local board members to receive updates and provide governance direction on approved work programme projects

· clarifying the limited resources available to any topic area lead.

23. Staff resourcing is focussed on work programme development and delivery, along with advice to support workshops and business meetings. Topic area leads can be supported by staff to undertake the following responsibilities:

· when issues arise at a full board workshop, the lead can be directed to meet with staff on that issue and explore solutions; staff would report back to the full board for direction, and the lead can assist with explanation and support during that discussion

· develop local board feedback on regional policies, plans and strategies relevant to the topic area, for full local board approval

· respond to constituent enquiries relevant to the topic area

· report back to the local board at workshops, and publicly via board member reports at business meetings, on the activities undertaken as the topic area lead.

24. If a local board does want to appoint topic area leads, it may wish to consider identifying alternates. The role of the alternate would be to support the topic area lead in their responsibilities and undertake any roles the lead has been formally appointed by the whole board when the lead is unavailable. Having an alternate means that the information, knowledge, skills and workload can be shared by more than one member, but it could also lead to confusion between the two roles where the alternate acts as a co-lead.

25. If a local board’s preference is to appoint topic area leads, this will require a local board decision via a resolution to this report.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. This report is procedural in nature so does not have direct climate impacts. However, a key focus for the council in the current term will be how it responds to the climate emergency and this may be a consideration for how local boards manage their governance work.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. Feedback was gathered from staff from the LBS department, and other departments and CCOs who work with local boards, about practices to manage the local board governance work through the 2016-2019 triennium review.

28. The practices used by a local board to manage their governance work can impact on the efficiency of staff engagement with members. Some variation in practices is required to reflect local differences, but overall large differences in work practices is challenging and consistency is beneficial.

29. In light of this, Local Board Services has provided consistent advice and recommendations on work practices to all local boards to consider when making decisions on how they will manage their governance work for the 2016-2019 triennium.

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

Local impacts and local board views

30. Feedback was gathered from local board members about practices to manage local board governance work through the 2016-2019 triennium review. This included: a workshop attended by 13 local board members from 10 local boards; and a survey to all members, with responses provided by 29 members, from 13 local boards.

31. The practices used by a local board to manage their governance work can impact efficiency and effectiveness of engagement with communities and the opportunities that members have to provide local leadership beyond the formal decision-making process.

32. The topic of managing the governance work of the local board was discussed at a workshop on 23 October 2019, as part of the Māngere-Ōtāhuhu Local Board induction programme for the 2019-2022 triennium. This report allows for the local board to decide on appointing topic area leads by way of resolution.

Tauākī whakaaweawe Māori

Māori impact statement

33. This decision is procedural in nature so does not have immediate impacts on Māori.

Ngā ritenga ā-pūtea

Financial implications

34. This decision is procedural in nature so does not have any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. The risks and mitigations of having topic area leads are outlined in the ‘Analysis and Advice’ section of this report.

36. Risks relating to any specific decision required for the work practices that form the recommended approach are outlined in the respective separate reports relating to those decisions.

Ngā koringa ā-muri

Next steps

37. Staff from the Local Board Services department will work with staff from other departments and CCOs to ensure the practices of the local board are implemented.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Emma Reed, Local Board Advisor

Authorisers

Kerri Foote, Operations and Improvements Manager

Oliver Roberts - Manager - Central Teams Unit

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Local board appointments and delegations for the 2019-2022 electoral term

File No.: CP2019/19043

Te take mō te pūrongo

Purpose of the report

1. To recommend that the Māngere-Ōtāhuhu Local Board appoints a local board member to:

· be the nominated local board member for landowner consents (including affected party approvals)

· be the nominated local board member for film applications

· be the nominated local board member for events

· provide formal reports on liquor licence applications and attendance at hearings

· provide formal views on whether a resource consent should proceed as a non-notified, limited notified or fully notified application

· provide formal views (feedback) on notified resource consents and attend the council hearings.

Whakarāpopototanga matua

Executive summary

2. In order to enable effective and efficient decision-making, the council delegates some responsibilities to staff or individual elected members. This report seeks to appoint nominated local board members who will be consulted on landowner consents and events, and who will provide feedback on liquor licences and resource consents.

3. If local boards choose not to appoint a nominated board member for landowner consents staff will consult with the local board chairperson, as outlined in the Local Board Delegation Protocols.

4. District Licensing Committees consider, and grant or renew applications for liquor licences and manager’s certificates. These applications are publicly notified and local boards can provide views on an application to the District Licensing Committee. A delegation to a nominated local board member is recommended to allow local boards to provide formal views as part of the liquor licensing process.

5. Local boards can provide feedback on whether resource consent applications should be publicly notified. Local boards can also provide written feedback once the applications are notified and can subsequently speak to their feedback to support their views at the council hearing. A delegation to a nominated local board member is recommended.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) appoint XXXX and XXXX, as an alternate, the nominated local board member for landowner consents (excluding landowner consents for filming) and authorise them to:

i) be the point of consultation for staff on all applications for landowner consent and, at their discretion, refer any application for landowner consent to the local board for a local board decision, and

ii) to be the point of consultation for staff on proposed asset renewal works and, at their discretion, refer any proposed asset renewal works to the local board for a local board decision

iii) receive staff notifications of areas that may involve reputational, financial, performance or political risk.

b) appoint XXXXXX and XXXXXX, as an alternate, the nominated local board member for landowner consents for filming and authorises them to:

i) to be the point of consultation with staff on all applications for landowner consent for filming and, at their discretion, refer any applications for landowner consent for filming to the local board for a local board decision

ii) receive notifications from staff of areas that may involve reputational, financial, performance or political risk.

c) appoint XXXXXX and XXXXXX, as an alternate, the nominated local board member for events and authorises them to receive staff notifications of areas that may involve reputational, financial, performance or political risk.

d) delegate to XXXXXX and XXXXX, as an alternate, the authority to prepare and provide local board views and speak to those local board views at any hearings on applications for liquor licences.

e) delegate to XXXXXX and XXXXX, as an alternate, the authority to provide the local board views on whether a resource consent should proceed as a non-notified, limited notified or fully notified application.

f) delegate to XXXXXX and XXXXX, as an alternate, the authority to prepare and provide local board views and speak those local board views at any hearings on notified resource consents.

Horopaki

Context

Background

6. Decision-making within Auckland Council is shared between the Governing Body and local boards. Local boards have made a general delegation to the chief executive of all of their responsibilities, duties and powers subject to the exclusions, restrictions and clarifications set out in the Chief Executive’s Delegations Register. The Chief Executive has in turn delegated those responsibilities, duties and powers to staff. The exercise of those responsibilities, duties and powers is subject to a set of delegation protocols. These protocols provide a set of expectations and directions to staff and require a number of actions that are relevant to all local activities. These delegations help Auckland Council to operate efficiently and effectively.

7. In some cases, delegations are given to individual local board members, usually due to short timeframes constrained by operational requirements, customer expectations and deadlines set by statute. Having a delegation in place to one local board member helps to ensure that council can continue to undertake its normal business practices without undue delays.

8. Local boards have allocated responsibility for decision-making with respect to local parks and have delegated landowner consent decisions to staff subject to a number of delegation protocols. The delegation protocols require that the nominated local board member is consulted on every landowner consent. Landowner consents encompass a broad range of activities, including affected party approvals, filming and events. Local boards also are able to provide their formal views in a report at liquor licence hearings.

9. Under the Local Government (Auckland Council) Act 2009 the Governing Body must consider any views and preferences expressed by a local board, where a Governing Body decision affects or may affect the responsibilities or operation of the local board or the well-being of communities within its local board area. Local boards’ ability to provide local views can be affected because of statutory timeframes or external agency deadlines. Delegating authority for providing local board views to individual members provides local boards the opportunity to give local views within prescribed timeframes.

Tātaritanga me ngā tohutohu

Analysis and advice

Landowner consents

10. Under Auckland Council’s Combined Chief Executive Delegations Register, council staff are delegated authority to approve landowner consents on behalf of local boards. This delegation is subject to the Local Board Delegations Protocols. These protocols require that before exercising their delegations, staff must consult with a nominated local board member for landowner consents. If required, by the nominated local board member, the staff member must refer the landowner consent decision to a local board business meeting for a decision.

11. It is therefore recommended that the local board appoint a nominated local board member for landowner consents to enable staff to exercise their delegation.

Landowner consents for filming

12. Screen Auckland (Auckland Tourism, Events and Economic Development) processes requests for filming in the Auckland Region, and seeks landowner consent from local boards. Over 600 permits are granted each year, with the largest number of permits being granted in Waitematā, Wāitakere Ranges and Rodney Local Board areas.

13. Screen Auckland must process the applications within three to five working days, and therefore require feedback from local boards within two working days. These timeframes are short because filming activities often have a fast turnaround for productions from concept to delivery. To keep filming in Auckland, in a competitive international market, film crews often have to work within short timeframes.

14. Due to the extremely short timeframes for film applications, where local boards have a large number of filming applications, it may be beneficial for this subset of landowner consents to be referred to a different nominated local board member, to manage workloads.

Events

15. Under the Local Board Delegations Protocols staff must consult with and obtain the views of the nominated local board member on:

· applications to hold events on council-owned land in the local board area that require regulatory approval and involve one or more of the following matters:

o complete or substantial closure of the public open space

o more than 500 people

o road closure

o liquor

o ticketed event.

· Any regulatory decision to set fees and charges for holding local events on council-owned local parks and reserve (and refer the matter to the local board to obtain local board views and input where required by the delegated local board member).

· Staff are also required to notify the nominated local board member of:

o areas that may involve reputational, financial, performance or political risk

o decisions to approve events on council owned land in the local board area.

16. The appointment of a nominated local board member for events is therefore recommended to enable staff to exercise their delegation.

17. Under the Local Board Delegations Protocols landowner consent is also required for all event proposals on local parks. To avoid double-handling of applications, it is recommended that the local board member nominated for events is the same as that local board member nominated for landowner consents.

Formal submissions at liquor licence hearings

18. District Licensing Committees consider, and grant or renew applications for liquor licences and manager’s certificates. When a business applies for an on-licence, off-licence, or club licence, new or renewed, they are publicly notified. On 25 September 2014, the Governing Body (GB/2014/103) agreed to a process where local boards can provide views on an application in a report to the District Licensing Committee. If the District Licensing Committee considers that the local board’s report has raised issues that it needs to hear more about, it can call a hearing and invite the local board to appear and talk to its report and respond to questions as a witness.

19. Once the public notice has been posted online, the local board has 15 working days to provide their report to council.

20. This report recommends a delegation to a nominated local board member to allow local boards to provide formal views as part of the liquor licensing process.

Notified resource consents

21. Local boards can provide feedback, within the statutory timeframes, on whether resource consent applications should be publicly notified. This was resolved by the Governing Body on 28 July 2011 (GB/2011/156). Resource consent planners email the planning lead copies of applications that meet the triggers set by the local boards (last reviewed in 2017). The planning leads have three working days to provide comment on the matter of whether the application should be publicly notified or limited notified to particular persons who may be adversely affected by the proposal. Where comments are provided, these are included verbatim as part of the reporting planner’s notification report to the decision-maker.

22. Local boards can also provide written feedback once resource consent applications have been notified. Written feedback needs to be provided prior to the submission closing date (usually 20 working days after public notification). Local boards can subsequently speak to their feedback to support their views at any hearing.

23. This report recommends a planning lead for each local board to provide the local board’s formal views on whether or not resource consents should be notified or limited notified and to provide written feedback on notified applications and speak on the local board’s behalf at the council hearing.

Options considered

24. Options available for local boards to input into landowner consents, events, planning processes and liquor licences have been summarised in Tables 1 and 2.

25. It is recommended that local boards select both a nominated local board member and an alternate. The alternate is available to act when the nominated local board member is unable to act (eg leave of absence, illness) and has agreed (via written communication) that the alternate take the role of nominated local board member for a specified time period.

26. We recommend that local boards appoint one nominated local board member (and alternate). Appointing more than one nominated local board member increases administration for staff and can create unnecessary confusion where local board members provide differing views to staff.

Nominated local board members under the Local Board Delegations Protocol

27. The preferred option is that a nominated local board member is appointed for landowner consents and events (option two in Table 1). This option is preferred because it aligns with council’s existing delegations and local board delegation protocols and allows for council to undertake core business in a timely manner. There is reputational risk to council if it is unable to administer landowner consents in a timely manner.

Table 1: Options for local boards to address requirement for nominated local board members under the Local Board Delegations Protocol for landowner consents and events

Options

Pros

Cons

1. There are no nominated local board members and staff must consult with the local board chairperson as a primary point of contact

· The local board chairperson will become the subject matter expert for the local board on landowner approvals and events

· Local boards can provide their views in a timely way that better meets organisational deadlines

· The local board chairperson’s work-load will be increased

· Decisions are not made by the full local board

· Decisions are not made at a public meeting

2. Nominated local board members appointed for landowner consents and events (preferred option)

· The nominated local board member will become subject matter expert for local board on topic they are nominated for

· Local boards can provide their views in a timely way that better meets organisational deadlines

· Decisions are not made by the full local board

· Decisions made under delegation are not made at a public meeting

Notified applications (resource consents and liquor licences)

28. Local boards normally provide their formal views at business meetings (option two in Table 2). Because local board reporting timeframes do not usually align with process and statutory timeframes outlined above, in most instances reporting at a business meeting will not be a viable option. Providing a delegation to one local board member and one alternate (option three in Table 2) is considered the most efficient way of providing formal views for the matters discussed in this report.

Table 2: Options for local boards to provide their formal views on notification of resource consents and liquor licences

Options	Pros	Cons
1. No formal local board views are provided		· Local board views will not be considered by the hearing commissioners
2. Formal local board views are provided at a business meeting	· All local board members contribute to the local board view · Provides transparent decision making	· Local board meeting schedules and agenda deadlines are unlikely to align with statutory deadlines imposed by the planning process
3. Formal local board views are provided by way of delegation to one local board member for all applications (preferred option)	· Nominated local board member will become subject matter expert for local board on topic they are nominated for · Local boards can provide their views in a timely way that meets statutory deadlines · Any feedback can be reported back to the local board	· Decisions are not made by the full local board · Decisions made under delegation are not made at a public meeting (decisions are made public once submitted via the planning process)

Tauākī whakaaweawe āhuarangi

Climate impact statement

29. These decisions are procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decisions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

30. This report recommends the appointment of nominated local board members to ensure that council can undertake its operational and statutory duties in a timely manner, while receiving local board input and decision-making in matters that are of local importance.

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

Local impacts and local board views

31. This report seeks to appoint nominated board members to perform particular functions.

32. Any local board member who is appointed as a nominated board member should ensure that they represent the wider local board views and preferences on each matter before them.

Tauākī whakaaweawe Māori

Māori impact statement

33. A decision of this procedural nature is not considered to have a positive or negative impact for Māori.

Ngā ritenga ā-pūtea

Financial implications

34. A decision of this procedural nature is not considered to have financial implications on Auckland Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. If local boards choose not to appoint a nominated board member for landowner consents (including film applications) and events, staff will need to seek feedback from the chairperson. This could potentially lead to a busy workload for the local board chairperson, in addition to their existing duties.

36. If local boards choose not to delegate to provide views on notified applications, there is a risk that they will not be able to provide formal views prior to submission closing dates and miss the opportunity to have their feedback presented and heard at a hearing.

37. If local boards choose not to delegate to provide their views on liquor licences, there is a risk that they will not be able to provide formal views prior to closings dates for submissions not coinciding with political meetings.

Ngā koringa ā-muri

Next steps

38. Nominated local board members providing feedback on landowner consents and events will engage with staff acting in accordance with the Local Board Delegation Protocols.

39. Training for local board members will be offered on the Resource Management Act 1991 and the preparation of effective feedback for applications notified as part of a Resource Management Act 1991 process.

40. Nominated local board members (and alternates) who are delegated to provide reports and speak at District Licensing Committee Hearings should sign-up to receive alcohol notices. This will ensure that they hear about new applications as soon as they are open for comment.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Carol Stewart - Senior Policy Advisor

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Appointment of local board members to external community organisations and various council initiatives

File No.: CP2019/19044

Te take mō te pūrongo

Purpose of the report

1. To appoint members of Māngere-Ōtāhuhu Local Board to represent the board at groups, meetings and activities relevant to the work of the local board.

Whakarāpopototanga matua

Executive summary

2. Elected members participate as representatives of the local board on a number of internal, external, community and national organisations.

3. The beginning of the new electoral term generates the need for new appointments. This report provides details of the external organisations relevant to the local board and requests that the local board nominates members to represent the board for the 2019-2022 triennium.

4. There are a small number of appointments due to legislation or the terms in a deed are the responsibility of the governing body, but because the relationship between the council and the organisation is local, the governing body has delegated its responsibility to nominate an elected member to the relevant local board.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) appoint the following board members to the external community groups and council initiatives listed below for the 2019-2022 triennium:

Organisation / Initiative	Lead	Alternate
Community Impact Forum for Kohuora Corrections Facility
Mangere Bridge BID
Mangere Town Centre BID
Mangere East Village BID
Otahuhu Business Association
South Harbour Business Association BID
Auckland Airport Community Trust for Aircraft Noise Community Consultative Group
Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee
Ambury Park Centre
Mangere Mountain Education Trust
Tamaki Estuary Environmental Forum
Youth Connections South Local Governance Group (3 members)
Maori input into local board decision-making political steering group
Ōtāhuhu Portage Project Steering Group
The Southern Initiative (TSI) Steering Group

Horopaki

Context

5. A number of external organisations provide for the formal participation of Auckland Council elected members in their affairs. Elected member appointees will have a variety of duties and responsibilities depending on the individual organisation.

6. At the commencement of each triennium, the governing body and local boards recommend appointments to external organisations.

7. As local board representatives, the nominated members represent the board, not in a personal capacity. Board members will provide updates at local board workshops and meetings to keep the board regularly informed of discussions in their activity area unless good reasons exist for confidentiality, and these updates also include the use of business meeting reports which maintain public transparency.

8. The reasons for elected member participation in external organisations can be described in a number of ways:

· a trust deed, that requires Auckland Council to make an appointment to an organisation

· an organisation of interest to the local board is inviting elected member representation at its meetings

· associations entered into by the council which provide for elected member representation

· organisation governance, or project or programme oversight, such as regional or local parks management groups

· a statutory or regulatory provision (for example a regulation providing for a community liaison committee) or

· a resource consent requiring the formation of a committee or hearing panel

9. In making decisions about these appointments, it is suggested that local boards are mindful of:

· the elected members availability

· any conflict of interests, including whether the local board provides funding to the entity

· relevance

· historical relationship with the organisation and Auckland Council

10. Members are delegated in their capacity as elected local board members. Should they no longer be a local board member, their nominations would be automatically cancelled.

11. Board members may be part of any organisation in their private capacity and personal interests and are encouraged to disclose memberships to external organisations in the conflict of interest register.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The details of the external organisations and council initiatives relevant to the local board are detailed below.

13. It is recommended that the board are represented by one appointed member and one alternate member for each organisation and initiative.

Relevant external organisations

Community Impact Forum for the Kohuora Auckland South Corrections Facility

14. The local board is asked to appoint one member (and an alternate) to the Community Impact Forum for the Kohuora Auckland South Corrections Facility (previously Wiri Men's Prison.)

15. The purpose of the Community Impact Forum is to provide a forum for community and stakeholder involvement through which any issues of community interest or concern can be raised and responded to. The key focus for the forum is to consider the effects of the Kohuora Auckland South Corrections Facility and Auckland Region Women’s Corrections Facility on the community. Refer to attachment A for more information about the CIF’s terms of reference and purpose.

Business Associations

16. There are 48 Business Improvement District partnership programmes operating within the Auckland region. The five Business Improvement Districts (BIDs) operate in the Māngere-Ōtāhuhu are:

- Otahuhu Commercial Association Inc.

- Mangere Town Centre Business Association

- South Harbour Business Association

- Mangere Bridge Business Association

- Māngere East Village Association

17. Each BID is operated by an incorporated society (business association), governed by an executive committee. The rules of each business association provide for the executive committee to invite a local board representative onto the executive committee. The discretion on whether this member has voting rights will lie with the business association under the rules of their constitution.

18. The local board therefore has an opportunity to nominate a board member to represent it with each business association. In the past two terms, the board has nominated representatives and alternates for each of the five business associations.

19. The role of the local board representative is to work with the business associations to align the direction for the BID programme and local priorities expressed in the local board plan. The local board should receive regular reporting on the BID programme and review progress against objectives.

20. The local board has a varying day-to-day relationship with the business associations. All the business associations play a significant role in the local community and economy, and it is important for the board to interact with them.

21. It is recommended that the local board appoints a local board member for each business association to represent the local board regarding all matters relating to the business association. The board might consider whether alternates are needed, given that in recent times alternates seem to have played only a minor role at most.

Auckland Airport Community Trust for Aircraft Noise Community Consultative Group

22. The Aircraft Noise Community Consultative Group (ANCCG) was set up under the conditions of Auckland Airport’s designation in the Auckland Council Unitary Plan. It is an independently chaired group that makes recommendations to Auckland Airport on aircraft noise issues and concerns that arise from the airport’s operations and activities.

23. The ANCCG is tasked with:

· identifying community concerns regarding aircraft noise

· cooperatively formulating and proposing rules and procedures to minimise aircraft noise impact on the surrounding community

· assisting and advising Auckland Airport in the dissemination of relevant information to the community

· assisting Auckland Airport in the preparation of a Noise Management Plan

· monitoring noise levels and compliance with the noise abatement procedures and Noise Management Plan; and

· accessing appropriate technical expertise and guidance as required.

24. The group is made up of representatives from Auckland Council and its Local Boards, the Board of Airline Representatives New Zealand (BARNZ), Airways New Zealand, Auckland Airport, the business community and Tangata Whenua.

Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee

25. Te Pukaki Tapu o Poutukeka Historic Reserve and Associated Maori Lands Co- management Agreement was signed on 19 October 2010. The co-management agreement was underpinned by, and was an extension to The Relationship Agreement between Te Aakitai (Pukaki Marae) and Manukau City Council 2004. The co-management agreement sets out how Pūkaki Marae and Auckland Council will work together and share the responsibility for co-managing Te Pūkaki Tapu o Poutukeka Historic Reserve.

(Refer to report ‘The creation of a permanent access to the Pukaki Urupa and Auckland Council's historic reserve’, Mangere-Otahuhu Local Board, business meeting, 17 August 2016).

Ambury Park Centre

26. Ambury Park Centre was established in 1983 as a riding centre for people with disabilities. Today, it provides a range of services including a school for high school students and a vocational training program for adults 18 years and older.

27. Located in Ambury Regional Park, The Ambury Park Centre Inc.’s licence to operate states there is to be one publicly elected council representative of the licensor, and the Director of Parks and Recreation or his or her nominated deputy on their board/committee.

Māngere Mountain Education Trust

28. The Mangere Mountain Education Trust is a Council Controlled Organisation overseen by a board of trustees. Trustees are appointed by Auckland Council, Makaurau Marae and Pukaki Marae.

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

Relevant council initiatives

Tamaki Estuary Environmental Forum

30. The Tamaki Estuary Environmental Forum is an informal liaison group involving local board and community representatives. It meets regularly, usually quarterly. The board have had interest in the group because part of the estuary is within the board’s administrative boundaries and a local board plan outcome area on preserving and protecting the local natural environment.

Youth Connections South Local Governance Group

31. On 14 May 2012, Auckland Council launched a new initiative called Youth Connections across Auckland, in collaboration with the Mayor’s Taskforce for Jobs, the Tindall Foundation, Auckland Airport Community Trust and several other key stakeholder organisations.

32. In June 2012, the Māngere-Ōtāhuhu and Ōtara-Papatoetoe decided to work collaboratively in the governance and delivery of the Youth Connections project. A local governance group, consisting of three members from each board, was set up.

33. In November 2013, both the local boards reconfirmed their support of Youth Connections and requested that the Terms of Reference be updated. The terms of reference provide for each local board to appoint three members and one alternate to the Youth Connections South Local Governance Group (LGG).

34. Part of the budget of the LGG is money allocated by each of the local boards, and this part of the budget will be decided annually by the local boards. The delegated authority of the LGG relates to the use of the money it receives from all sources, including the boards and philanthropic funders.

Māori input into local board decision-making – Political Steering Group

35. In 2014, four Auckland Council southern local boards, Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe and Papakura sought to engage with Māori to explore how they can best meet statutory obligations and to improve relationships with Māori.

36. A working group consisting of mana whenua and local board representatives was formed to explore what they have in common, what is important to each about this and why, and how through real collaboration they might make positive outcomes for all Māori and non-Māori alike.

Ōtāhuhu Portage Project Steering Group

37. The Tāmaki Portage Network is a regional taonga/treasure for all of the peoples of Auckland which traverses the entire region, from Te Hana in the north to Waiuku in the south.

38. The Ōtāhuhu area is home to three known portages, and it is understood that these were amongst the most heavily used portages of the Tāmaki network, imbuing local importance to these features within a broader regional significance.

39. The project has been designed to ensure that the mana and heritage values of ngā Mana Whenua o Tāmaki in relation to this project are recognised and that mana whenua are embraced and involved as full project partners alongside the Māngere-Ōtāhuhu Local Board and Auckland Council.

40. A project steering group (PSG) was developed that included: 2 local board members, 1 Auckland Council councillor and 3 mana whenua nominees; and are supported by a project working group that includes, council officers, project planning and delivery.

41. The primary functions of the PSG are to:

· act as kaitiaki for the agreed project vision (the vision), and to ensure that the vision is given effect to, and provided for across strategic planning for the project

· ensure the project is advocated for and supported in a strategic and coordinated manner as a regionally significant place-based initiative.

The Southern Initiative Steering Group

42. The Southern Initiative (TSI) covers four local board areas: Māngere-Ōtāhuhu; Ōtara-Papatoetoe; Manurewa; and Papakura. The purpose of TSI is to deliver a long-term programme of co-ordinated investment and actions to bring about transformational social, economic, and physical change.

43. The initiative is designed to boost educational achievement, economic development, job growth, increased public transport, better housing and improved social conditions for children, families and residents in the south.

44. The steering group made up of mana whenua, maata waka and representatives from a variety of organisations, has been particularly impressed with the progress in social procurement. This initiative enables local Māori and Pasifika businesses to gain access to local government and corporate supply chains that will have massive benefits for years to come.

Miscellaneous roles

45. There are many community groups, not mentioned above, that have occasional interactions with the board. Often the interactions will be mainly a matter of information-sharing.

46. Where an issue emerges that requires a greater response from the board, the board can take the load off the Chair by allocating responsibility to a Local board lead or working party to address the issue.

Tauākī whakaaweawe āhuarangi

Climate impact statement

47. These decisions are procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decisions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48. This report enables Auckland Council to meet its requirements or duties to have representation on external community organisations.

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

Local impacts and local board views

49. This report seeks the local board’s decision on representatives to external community organisations relevant to the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

50. These decisions are procedural in nature so do not have immediate impacts on Māori. Continued representation to community groups, especially those in which mana whenua and mataawaka are involved, contributes to the local board’s relationship building and prioritisation of Māori needs and aspirations.

51. Of particular relevance, the ‘Māori input into local board decision-making’ political steering group is a joint initiative between four southern area boards forming the basis of a shared work programme between participating mana whenua, mataawaka and local boards.

Ngā ritenga ā-pūtea

Financial implications

52. There are no financial implications as a result of this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

53. Local board members may be part of any organisation in their private capacity and personal interests. They are encouraged to disclose memberships of external organisations in the conflict of interest register.

Ngā koringa ā-muri

Next steps

54. Local Board Services staff will inform each external organisation of the names of local board appointees. They will also inform the local board representative of the next meeting time, date and location.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Carol Stewart - Senior Policy Advisor

Daniel Poe – Senior Advisor

Samantha Tan Rodrigo - Local Board Advisor

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Process for appointment of Local Government New Zealand National Council representative

File No.: CP2019/19045

Te take mō te pūrongo

Purpose of the report

1. To approve the process for making the local board representative appointment to the Local Government New Zealand (LGNZ) National Council and inform elected members of changes to the LGNZ rules.

Whakarāpopototanga matua

Executive summary

2. Local Government New Zealand (LGNZ) amended its rules at its Annual General Meeting on 7 July 2019 and these were confirmed at a meeting of the LGNZ National Council in September. There are some key changes affecting Auckland.

3. There are now three dedicated seats on the LGNZ National Council for Auckland Council representatives. These will be filled by the Mayor of Auckland (or his alternate) and representatives to be appointed by local boards and the Governing Body. The LGNZ rules require these appointments to be made within eight weeks of the triennial local government elections.

4. This report outlines a process to appoint the local boards representative. Nominations will be open to all local board elected members and this can be done in mid-end November. Local boards are being asked to delegate authority to select the representative by nominating one of its members, preferably the chairperson, to be part of a local board selection panel. This process will enable the representative to be appointed as quickly as possible.

5. The LGNZ rules now excludes Auckland from LGNZ Zone 1. Although not officially a member of an LGNZ zone group, the expectation is that Auckland Council schedules regular meetings with the president and chief executive (or their representatives) of LGNZ and organise itself as if it were a zone group. These meetings could be co-chaired by the councillor and local board member who are appointed to the LGNZ National Council.

6. Other arrangements such as the sector-based groups remain unchanged. Auckland Council is eligible to be a member of the Metropolitan and Regional Groups and the Governing Body will be asked to select representatives to these groups.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) note the amended Local Government New Zealand (LGNZ) rules.

b) endorse Option A (selection panel made up of representatives from each local board) as the process for appointing the local board representative to the LGNZ National Council.

c) delegate to the chairperson to be part of the selection panel to appoint the local board representative to the LGNZ National Council.

d) agree in principle to two annual meetings of Auckland Council and LGNZ (or their representatives) with the arrangements to be decided by the three Auckland Council representatives to the LGNZ National Council and staff.

e) endorse the proposal that the meetings of the Auckland Council/LGNZ meetings be co-chaired by the governing body and local board representatives appointed to the LGNZ National Council.

Horopaki

Context

Local Government New Zealand (LGNZ)

7. LGNZ is an incorporated society (New Zealand Local Government Association Inc) which represents the national interests of councils around New Zealand and leads best practice in the local government sector.

8. The objectives of LGNZ include promoting and advocating matters affecting the national interests of local government. LGNZ holds regular dialogue with government, parliamentarians and government agencies and provides thought leadership and research on matters of interest to local authorities.

9. LGNZ is governed by a national council made up of members elected to represent geographic zones, representatives of various sector groups, Chair of Te Maruata (LGNZ’s national collective of Māori in local government governance roles), the President and three seats reserved for representatives of Auckland Council.

10. The establishment of dedicated Auckland seats were made as part of amendments to the LGNZ Rules agreed at its AGM in July 2019 (available online). The amended rules stipulate that the composition of the National Council will include the Mayor of Auckland (or an alternate) and two further persons: one to represent the Governing Body and one to represent local boards. The appointments are for three years.

11. LGNZ members are organized in zones and sectors generally. These zones and sectors make appointments to the National Council, provide advice on issues affecting their geographical or sector areas and provide information to their members.

12. Auckland Council is no longer a member of any zone group. Due to its size and governance structure, it is expected that the council will organise itself as if it were a zone.

13. The amendments did not change arrangements for sector groups. Auckland Council remains eligible to be a member of the Metro Sector Group and the Regional Sector Groups. The Governing Body usually appoints Auckland Council’s representatives to these groups and will be asked to do so again.

14. Auckland Council’s benefits from its interactions with LGNZ include keeping abreast of national issues affecting local government, advocating for and influencing local government issues on the national agenda and providing a forum where elected representatives connect and network with their peers from across the country.

Tātaritanga me ngā tohutohu

Analysis and advice

Appointment of local board representative to LGNZ National Council

15. The appointment of a local board representative will need to be decided by local boards. This is outlined in LGNZ Rule E1A “(b) one person appointed by Auckland Council local boards, from Elected members of the local boards”.

16. The restricted timeframes (eight weeks from start of the term) requires an agile selection process. Staff considered several options and recommend Option A as detailed in the following table:

Process for selection of local board representative to the LGNZ National Council

Option

Process

Details of process

Selection panel made up of representatives from each local board

· Each local board delegates authority to one of their members to be part of a selection panel.

· The selection panel can be called to meet once all candidates are confirmed and they will agree the voting system to be used.

· One vote per local board is considered a fair way to select a single representative for all 21 local boards.

· Members can utilise an existing meeting to get the selection panel together (such as the Chair’s Forum).

· Process can start in mid-November with a two-week nomination period.

Reports to local boards seeking decision/preference (may require urgent decisions)

· This would involve seeking a vote/preference from each local board through a formal report and resolution.

· The report can only be produced once nominations have closed and the candidates list is available – this will delay the report to early December.

· Where there is a tie between candidates based on local board votes, staff will need to be delegated authority to resolve the candidate by lot or go back to local boards for a decision.

· This process is unlikely to produce an agreed appointment in a timely fashion.

17. Staff also considered the option of a popular vote of all local board members. This would involve setting up an online voting system, where each local board member would have one vote. However, this option may not comply with the LGNZ Rules which anticipates a selection by local boards rather than by individual members.

18. The recommended Option A will enable a fair process by giving each local board a vote and an opportunity for their representatives to properly consider each nominee. This selection can take place at the planned meeting of the Chairs’ Forum on 9 December 2019 to avoid arranging an additional meeting.

Nominations for the local board representative

19. The LGNZ anticipates that all local board elected members are eligible to be a candidate for the LGNZ National Council. The nominations process will therefore need to allow self-nominations.

20. To facilitate this process in the timeframes required, staff will call for nominations on Friday 15 November and will allow a two-week period closing on 29 November 2019.

Auckland Council / LGNZ meetings

21. The role of a zone includes receiving reports from LGNZ about matters of national interest to local authorities and communicating to LGNZ the issues and concerns. The key item of interest at Zone meetings is the national update from LGNZ. The president and chief executive of LGNZ (or their representatives) attend to present the update.

22. Auckland Council could continue to meet with the president and chief executive (or their representatives) of LGNZ on a regular basis. Although not expressly set out in the changes to the LGNZ Rules, there is an understanding that Auckland Council will continue with these meetings in order to ensure an ongoing regional dialogue and continue to identify and advise LGNZ on issues and concerns affecting the Auckland region.

23. Staff recommend these meetings are co-chaired by the councillor and local board member appointed to the LGNZ national council. A co-chair approach recognises the shared governance role of local boards. Following discussions with LGNZ, staff also recommend that the meetings be open to all elected members.

24. The proposed meeting dates for the Auckland Council/LGNZ meetings are 13 March 2020 and 11 September 2020.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25. These decisions are procedural in nature and any climate impacts will be negligible. Staff will look to schedule meetings of the Auckland/LGNZ on days where there are other city-based activities and meetings for elected members in order to minimise travel requirements. Staff will also explore the use of skype and livestreaming so elected members may choose to avoid travel.

26. Regarding engagement with the LGNZ, Auckland Council has declared a climate emergency, along with other councils around the country, so there will be an opportunity for partnership and joint leadership on this issue.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. Secretariat support for the Auckland Council/LGNZ meetings will be provided by the Governance Division.

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

Local impacts and local board views

28. The changes to the LGNZ Rules and the designated seat on the LGNZ National Council acknowledges the role of local boards and gives it greater recognition in LGNZ.

29. Local board chairs were briefed on anticipated changes at the May 2019 Chairs’ Forum.

30. The amended rules were confirmed at a meeting of the LGNZ National Council in September. Due to the elections and end of term timeframes, staff were unable to seek the views of local boards on the process for appointing a representative.

Tauākī whakaaweawe Māori

Māori impact statement

31. These decisions are procedural in nature and do not impact on Māori.

32. At the LGNZ level, the LGNZ has provided for representation on the National Council by the Chair of Te Maruata.

33. Te Maruata is LGNZ National Council sub-committee which has the role of promoting increased representation of Māori as elected members of local government, and of enhancing Māori participation in local government processes. They provide support for councils in building relationships with iwi, hapu and Māori groups and provides Māori input on development of future policies or legislation relating to local government.

34. Appointments to Te Maruata are not made by councils. In the previous term Councillor Alf Filipaina was invited to be a member of the sub-committee.

Ngā ritenga ā-pūtea

Financial implications

35. Membership of LGNZ incurs a cost to ratepayers. Auckland Council’s annual subscription to LGNZ in 2019/2020 is $340,148 excluding GST.

36. The establishment of Auckland Council/LGNZ meetings will incur expense currently unbudgeted for. Staff from the Governance Division will support the first meeting using existing resources.

37. As the Auckland Council/LGNZ meetings are expected to bring together all elected members from across the region including the islands, this will impact on governance administration budgets over time.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. The LGNZ Rules require persons appointed to the LGNZ National Council to assume office within eight weeks of the triennial local government elections. This creates some difficulties in designing a process for all 21 local boards to agree their single representative. The recommended option (Option A) proposed in this report will enable the process to be completed as quickly as possible, on the first working day after the eight week period. The LGNZ secretariat has indicated this would be acceptable.

39. If all local boards do not endorse the same process (Option A), this would affect how quickly the appointment is able to be made.

Ngā koringa ā-muri

Next steps

40. The Governing Body will be making their appointment in November 2019 including appointment of Auckland Council representatives to the sector groups.

41. Appointments of Auckland Council seats to the LGNZ National Council will be communicated to the LGNZ by 6 December 2019.

42. Staff will work with the appointed representatives of Auckland Council to make arrangements for the first Auckland Council/LGNZ meetings.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Annual Budget 2020/2021 consultation

File No.: CP2019/19604

Te take mō te pūrongo

Purpose of the report

1. To approve local content and supporting information for consultation as part of the Annual Budget 2020/2021 process, along with a local engagement event.

Whakarāpopototanga matua

Executive summary

2. For each financial year, Auckland Council must have a local board agreement that is agreed for each local board area, between the Governing Body and the local board.

3. Annual Budget 2020/2021 consultation will take place from 21 February to 22 March 2020. Consultation on the proposed content of each local board agreement which sets out the priorities for the next financial year must be included as part of that consultation.

4. This report seeks approval from local boards on the local content and supporting information for consultation. It also seeks approval of the Have Your Say event that will be held in their local board area during the consultation period, to give Aucklanders an opportunity to provide face-to-face feedback.

5. The Governing Body and local boards will approve regional and local items respectively for consultation by 13 December 2019. The regional and local consultation items will then be incorporated into the Annual Budget consultation document and supporting information, which will be adopted by the Governing Body on 12 February 2020.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) approve Attachment A local content for consultation and Attachment B local supporting information for consultation.

b) delegate authority to the local board chairperson to approve any final changes required to the local content and supporting information for the Māngere-Ōtāhuhu Local Board for the Annual Budget 2020/2021 consultation, including online consultation content.

c) approve the following engagement plan Attachment C and Have Your Say events in the local board area during the Annual Budget 2020/2021 consultation period:

· Movies in the Park

o Saturday 29^th February at Mangere Centre Park

· Otahuhu Family Festival

o Saturday 29^th February at Otahuhu Town Centre

· Portage Crossing Festival

o TBA

d) delegate authority to the local board chairperson to approve any final changes required to the Have Your Say event.

e) delegate to the following elected members and staff the power and responsibility to hear from the public through ‘spoken (or New Zealand sign language) interaction’ in relation to the local board agreement at the council’s public engagement events, during the consultation period for the Annual Budget 2020/2021:

i) local board members and chairperson

ii) General Manager Local Board Services, Local Board Relationship Manager, Local Board Senior Advisor, Local Board Advisor, Local Board Engagement Advisor

iii) any additional staff approved by the General Manager Local Board Services or the Group Chief Financial Officer.

Horopaki

Context

6. For each financial year, Auckland Council must have a local board agreement for each local board area, that is agreed between the Governing Body and the local board.

7. Local board agreements set out (among other things) how the council will, in the year to which the agreement relates, reflect the priorities and preferences in the local board’s plan in respect of the local activities to be provided in the local board area.

8. The proposed content of each local board agreement must be included in the Annual Budget 2020/2021 consultation document.

9. Public consultation on the budget will take place from 21 February to 22 March 2020.

10. Aucklanders will be able to provide feedback during the consultation process through a variety of channels which include face-to-face (verbal), written and social media.

Tātaritanga me ngā tohutohu

Analysis and advice

11. Local boards held workshops during November 2019 to determine their priorities for their 2020/2021 local board agreement. Local boards are now requested to approve their local content and supporting information for consultation, as per Attachments A and B.

12. During the document production stage, if changes to the local content and supporting information are identified, these will be provided to the local board chairperson to approve.

13. Any new local Business Improvement District (BID) targeted rates must be consulted on before they can be implemented. Local boards are therefore also requested to approve any new proposals for consultation.

14. Aucklanders who wish to have their views on the proposed content of the local board agreement and Annual Budget 2020/2021 considered by Auckland Council should be provided a reasonable opportunity to present those views in a manner and format that is appropriate to the preferences and needs of those persons, including face-to-face.

15. The council provides for this through its ‘Have Your Say’ events where Aucklanders can have a face-to-face dialogue with elected members or other council representatives with an appropriate delegation. The Have Your Say event recommended to be held in the Māngere-Ōtāhuhu Local Board area is:

· Movies in the Park

o Saturday 29^th February at Mangere Centre Park

· Otahuhu Family Festival

o Saturday 29^th February at Otahuhu Town Centre

· Portage Crossing Festival

o TBA

16. The consultation period does not begin for a couple of months. If circumstances change between now and the consultation period and any change to the approved Have Your Say event is required, these will be provided to the local board chairperson to approve.

17. Should a proposal requiring an amendment to the council’s long-term plan (10-year Budget) be identified during the Annual Budget 2020/2021 process, this would necessitate use of the special consultative procedure. Where an amendment to the 10-year Budget is being consulted on at the same time as consultation on the Annual Budget, the Local Government Act 2002 requires the council to use the special consultative procedure in relation to both matters.

18. The special consultative procedure requires the council to provide an opportunity for Aucklanders to present their views to the council in a manner that enables ‘spoken (or New Zealand sign language) interaction’ between the person and the council’s decision-makers or their official delegates. The recommended Have Your Say events, along with the recommended delegation, provides for this spoken interaction.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. The decision to consult is procedural in nature and the small scale of the Have Your Say events mean any climate impacts will be negligible. These decisions are unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decisions.

20. However, where practicable, events proposed will be in locations accessible by public transport, to reduce car travel but also increase the opportunities for attendance.

21. Some of the proposed initiatives or projects included in the consultation content may have climate impacts. The climate impacts of any initiatives or projects Auckland Council chooses to progress with as a result of this consultation will be assessed as part of the relevant reporting requirements.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. The Annual Budget 2020/2021 is an Auckland Council group document and will include budgets at a consolidated group level.

23. Consultation items and updates to budgets to reflect decisions and new information may include items from across the group.

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

Local impacts and local board views

24. Local boards will have further opportunities to provide information and views as the council progresses through the Annual Budget 2020/2021 process.

25. Aucklanders will have the opportunity to give feedback on regional and local proposals contained in the budget. All feedback received from submitters residing in the local board area will be analysed by staff and made available for consideration by the board, prior to finalising their local board agreement.

Tauākī whakaaweawe Māori

Māori impact statement

26. Many local board decisions are of importance to and impact on Māori. Local board agreements and the Annual Budget are important tools that enable and can demonstrate the council’s responsiveness to Māori. Local board plans, which were adopted in September and October of 2017, form the basis for local priorities.

27. The approach to Māori engagement for the Annual Budget 2020/2021 will be finalised once consultation topics are confirmed, including development of bespoke materials subject to interest level of topics and confirmation of budget.

28. Regionally supported local Māori engagement in the South and West will be provided subject to interest level of topics and confirmation of budget; this will be integrated with local board plan pre-engagement.

29. There is a need to continue to build local board relationships with iwi and the wider Māori community. Ongoing conversations will assist local boards and Māori to understand each other’s priorities and issues. This in turn, can influence and encourage Māori participation in the council’s decision-making processes.

Ngā ritenga ā-pūtea

Financial implications

30. Event associated costs include venue hire, where council premises cannot be utilised, and catering.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. Local boards must approve their local consultation content and supporting information by 13 December 2019 in order for it to be formatted and reviewed in time to be incorporated into the Annual Budget 2020/2021 consultation document and supporting information.

Ngā koringa ā-muri

Next steps

32. The Governing Body will approve the consultation document, supporting information and consultation process for the Annual Budget 2020/2021 on 12 February 2020.

33. Following consultation, the Governing Body and local boards will make decisions on the budget and local board agreements respectively.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Local content for consultation	107
b ⇩	Local supporting information for consultation	109
c ⇩	Engagement Plan	111

Ngā kaihaina

Signatories

Authors

Beth Corlett - Advisor Plans & Programmes

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Elected Members Expense Policy 2019

File No.: CP2019/19660

Te take mō te pūrongo

Purpose of the report

1. To present the draft Auckland Council Elected Members’ Expense Policy 2019 and provide for the local board to record its feedback for consideration by the Governing Body.

Whakarāpopototanga matua

Executive summary

2. Each electoral term, the Remuneration Authority (the Authority) requires all councils to adopt an expense policy and forward the adopted policy to the Authority for its approval.

3. The expense policy provides the rules for elected members’ reimbursement for expenses they incur whilst performing their duties. The Authority has set parameters for the following expense reimbursements:

i) communications

ii) mileage

iii) travel time

iv) childcare.

4. The Authority has updated vehicle mileage allowance rates to reflect the new kilometre rates for self-employed people and employees published by the Inland Revenue Department on its website as at 7 June 2019.

5. There is a change to approval processes so that approval for mayor and deputy mayor expenses is now by the chair of the Audit and Risk Committee. There are no other changes to provisions for these expenses.

6. Reimbursement of childcare expenses is a new provision and the council has discretion around how this is applied, within the parameters set by the Authority.

7. In the previous term, a discussion paper about the proposed childcare allowance was published by the Authority and was reported to local boards. Most local boards were generally supportive. Based on that feedback, this report proposes rules for inclusion in the council’s Elected Member Expense Policy 2019.

8. The expenses policy also includes rules for the following, which relate to sensitive expenditure and there are no recommended changes to these rules:

i) travel

ii) accommodation

iii) professional development

iv) hospitality.

9. The draft Auckland Council Elected Members Expense Policy is attached in Attachment A.

10. The council’s Head of Assurance Services has reviewed the draft policy and is satisfied it is in compliance with the Local Government Members (2019/20) Determination and appropriate probity standards.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) provide feedback on the draft Auckland Council Elected Member Expense Policy 2019.

Horopaki

Context

11. The Authority sets remuneration for elected positions in local government annually. It also sets the rules for reimbursement of costs met by members in undertaking their duties.

12. Each electoral term, the Authority requires all councils to adopt an expense policy and forward the adopted policy to the Authority for its approval. The expense policy provides the rules for elected members’ reimbursement for expenses they incur whilst performing their duties.

13. The Authority sets some work-related expenses for elected members:

· the maximum allowances payable by councils to elected members for certain activities, such as transport and communications

· the criteria for and amounts payable to, elected members sitting on resource consent hearings.

14. The current policy was approved in November 2016. The Authority has requested the council provide an Elected Members’ Expense Policy to the Authority for its approval at the beginning of this term.

15. In the previous term the Authority circulated a discussion paper seeking feedback on a proposed childcare allowance. When the Authority issued its formal 2019/20 determination it included the childcare allowance. The Explanatory Memorandum in the Determination includes:

“This year, for the first time, the Authority has introduced a childcare allowance for members who have responsibility for caring for children under the age of 14 years. The allowance is a contribution towards expenses incurred by the member for the provision of childcare while the member is engaged on local authority business. The allowance is capped and is subject to certain conditions outlined in clause 14 of this determination.

Payment of any or all of the allowances is at the discretion of each council. All the allowances included in this determination are reviewed annually.”

16. The actual rule about the childcare allowance in the Determination is:

14 Childcare allowance

(1) A local authority may pay a childcare allowance, in accordance with subclauses (2) and (3), to an eligible member as a contribution towards expenses incurred by the member for childcare provided while the member is engaged on local authority business.

(2) A member is eligible to be paid a childcare allowance in respect of childcare provided for a child only if—

(a) the member is a parent or guardian of the child, or is a person who usually has responsibility for the day-to-day care of the child (other than on a temporary basis); and

(b) the child is aged under 14 years of age; and

(c) the childcare is provided by a person who—

(i) is not a family member of the member; and

(ii) does not ordinarily reside with the member; and

(d) the member provides evidence satisfactory to the local authority of the amount paid for childcare.

(3) A local authority must not pay childcare allowances to a member that total more than $6,000 per annum, per child.

(4) In this regulation, family member of the member means—

(a) a spouse, civil union partner, or de facto partner:

(b) a relative, that is, another person connected with the member within 2 degrees of a relationship, whether by blood relationship or by adoption.

17. The other change in the Determination relates to vehicle mileage allowance rates to reflect the new kilometre rates for self-employed people and employees published by the Inland Revenue Department on its website as at 7 June 2019.

Tātaritanga me ngā tohutohu

Analysis and advice

18. The major proposed change to the expense policy is to include a provision for childcare allowance in line with the new provision in the Authority’s Determination.

19. Prior to the Authority including this allowance in its Determination, it circulated a discussion paper for feedback. This was reported to local boards. The submission to the Authority was:

‘Auckland Council supports the Remuneration Authority in addressing this issue which has been raised by members of other councils through submissions to the Authority. The costs of childcare can be a barrier to people with families considering becoming candidates for local government elections. The council commends the authority for recognising such barriers and for acknowledging the need to address them.

The council’s view is that the proposed conditions to be placed in the authority’s determination are reasonable. It is concerned though that the description of the purpose of the allowance is too wide. The proposed wording is:

“A local authority may pay a childcare allowance, in accordance with subclauses (2) and (3), to an eligible member as a contribution towards expenses incurred by the member for childcare provided while the member is engaged on local authority business.”

The phrase “childcare provided while the member is engaged on local authority business” could include childcare that is incidental at the time the member is engaged on local authority. For example, a member may arrange childcare on a regular basis, irrespective of undertaking council duties, and on a particular occasion attends to council business papers while the children are at childcare. There could be uncertainty about whether this is claimable. The council understands that the purpose of the allowance is as a contribution towards the cost of childcare where this is an expense of undertaking council business and suggests that the wording should capture this sense of necessary expense in order to undertake council business.’

20. A summary of local board feedback on the submission is contained in Attachment B. Most local boards endorsed the submission.

21. The submission stated that the payment of a childcare allowance should recognise the additional cost that was caused by attending to council business rather than being paid if childcare was to be provided in any case. In other words, it was to be paid because child-care was caused by attending to council business. This point was not included in the Authority’s final Determination. However, any potential for over-use of the provision is controlled by the imposition of a cap of $6,000 per annum per child.

22. The proposed wording for the childcare allowance in the Expense Policy is:

Childcare allowance

1 Elected members who are the parent, guardian or usually have responsibility for the day to day care of the child may receive the allowance set out in the Remuneration Authority Determination for childcare provided while the member is engaged on local authority business. This is a contribution towards the expense and not intended as a full reimbursement.

2 The childcare allowance may only be claimed for childcare not provided by a family member (spouse, civil union partner or de factor partner or any relative that is connected to the members within 2 degrees of relationship, whether by blood relationship or by adoption) who does not ordinarily reside with the member

3 The allowance is only claimable:

a) for children under the age of 14 years

b) when attending official meetings or workshops of the council

c) only for actual (or part thereof) expenses that have been incurred, net of any subsidies

d) when elected members are not on recess

e) when no other childcare arrangements would normally be made.

4 The allowance rates are as follows:

a) For childcare services provided by a professional registered company, an hourly rate of up to $35 will be accepted with the receipt of a GST invoice

b) For childcare services provided via an informal arrangement, an hourly rate of up to $20 will be accepted with the receipt of an signed invoice or signed log book

c) The total Auckland Council may contribute is $6,000 per annum per child

5 On a case by case basis the General Manager Democracy Services and General Manager Local Board Services may make exceptions to the above provisions within the limits set by the Remuneration Authority.

23. The maximum hourly rates are based on an informal survey of current market rates.

24. Other changes in the draft expense policy are:

i) approvals for the mayor and deputy mayor travel expenses have been changed to the chair of the Audit and Risk Committee, on her recommendation

ii) an added section on health, safety and well-being which includes access to:

· flu vaccinations

· ergonomic assessments

· personal support services (Employment Assistance Programme, manawa rahi and the well-being portal).

25. The council’s Head of Assurance Services has reviewed the draft policy and is satisfied it is in compliance with the Local Government Members (2019/20) Determination and appropriate probity standards.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. The adoption of the expenses policy is largely an administrative decision. Relevant to climate change is the statement in the policy (6.3): “Auckland Council promotes public transport and cycling as the preferred ways of moving around Auckland. Elected members are expected to use public transport in the first instance but may also use their private car or council vehicles when on council business.”

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. The Authority’s Determination and the Auckland Council Elected Member Expense Policy only affect elected governing body and local board members.

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

Local impacts and local board views

28. The feedback from local boards will be reported to the Governing Body when it decides the Auckland Council Elected Member Expense Policy.

Tauākī whakaaweawe Māori

Māori impact statement

29. The childcare allowance recognises that the cost of childcare deters some people from standing for election. The provision of the allowance may encourage more people, including Māori, to consider standing.

Ngā ritenga ā-pūtea

Financial implications

30. The number of Auckland Council elected members who will be eligible to claim this allowance is unknown. LGNZ statistics show that approximately 6 per cent of elected members are 40 years of age or below^{^[1]}. On that basis, the cost to Auckland Council, if 6 percent of members (10 members) claimed the allowance, would be $60,000 (assuming one child each).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. The expenditure that is the subject of this policy is sensitive expenditure. The policy needs to withstand public scrutiny and where there is discretion there needs to be a conservative approach. Staff believe that the conditions placed on reimbursement and the processes for approval are appropriate in this context.

Ngā koringa ā-muri

Next steps

32. Feedback from all local boards will be reported to the Governing Body when it decides the Auckland Council Elected Members Expense Policy.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Auckland Council Elected Member Expense Policy	121
b ⇩	Summary of local board feedback on the Remuneration Authority’s discussion paper on childcare allowances	139

Ngā kaihaina

Signatories

Authors

Warwick McNaughton - Principal Advisor - Democracy Services

Authorisers

Marguerite Delbet - General Manager Democracy Services

Louise Mason – General Manager Local Board Services

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Auckland Council's Quarterly Performance Report: Māngere-Ōtāhuhu Local Board for quarter one 2019/2020

File No.: CP2019/18880

Te take mō te pūrongo

Purpose of the report

1. To provide the Māngere-Ōtāhuhu Local Board with an integrated quarterly performance report for quarter one, 1 July – 30 September 2019.

Whakarāpopototanga matua

Executive summary

2. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2019/2020 work programme.

3. The work programme is produced annually and aligns with the Māngere-Ōtāhuhu Local Board Plan outcomes.

4. The key activity updates from this quarter are:

· Work Programme ID 2192: Māngere Town Centre Library – comprehensive renewal. Physical works were completed in quarter one.

· Work Programme ID 449: Urban Forest (Ngahere) Strategy. Work is underway to develop a long-term planting programme.

· Work Programme ID 2040: Ōtāhuhu Portage – develop greenways link. Communications plan is complete and community design phase is underway.

· Work Programme ID 984: Libraries – Additional hours to network standard. The community continues to appreciate the extended hours access to the library facilities.

5. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. Activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred or merged).

6. The following activities are reported with a status of red (behind delivery, significant risk):

· Work Programme ID 1986: Oruarangi Park – develop park facility.

· Work Programme ID 2203: Old School Reserve – renew park roading and car parks.

7. The following activities have been deferred from the 18/19 work programme:

· Work Programme ID 3069: Māngere Old School House

8. The following activities have been cancelled:

· Work Programme ID 102: Build capacity: Citizens Advice Bureau Māngere

· Work Programme ID 260: Volunteer Awards - Māngere-Ōtāhuhu

9. The annual plan budget has been revised to incorporate delayed delivery or earlier commencement of individual projects or other changes that are of material value. The net effect of these changes is reflected in the full year revised budget. The work programmes have also been updated to reflect these changes, including recommendations for additional Risk Adjusted Programme (RAP) projects.

10. The financial performance report compared to budget 2019/2020 is attached. There are some points for the local board to note:

· The overall operational net cost of service in the Māngere-Ōtāhuhu local board area for the three months ending 30 September 2019 was $5.3 million, which was 6 percent over the year to date budget.

· Capital investment of $2.7 million took place in the Māngere-Ōtāhuhu local board area during quarter one. Norana Park greenway development and Ōtāhuhu Town Centre Upgrade are in progress. Comprehensive renewal of the Māngere Town Centre Library and Moana-Nui-A-Kiwa Leisure Centre have been completed in quarter one.

11. In August 2019, the local board requested proposals for additional Arts and Culture projects or initiatives to be delivered in 2019/2020. The two proposals detailed in Attachment D memo are the reply to this request, aiming to increase the capacity of local creatives and to include wider and more diverse participation. These initiatives are add-on projects to the 2019/2020 work programme lines;

· Work Programme 259: Signature Event

· Work Programme 605: Community Arts Broker

12. Staff recommend that the local board allocate the local board’s community response fund towards the additional seven programmes as part of the Signature Event work programme, and the delivery of an additional six months’ worth of workshops at Vunilagi Vou as part of the Community Art Broker work programme, totalling $56,000.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the performance report for quarter one ending 30 September 2019.

b) note that the Community Facility 2019/2020 work programme and 2020-2022 indicative work programme has been updated to reflect financial deferrals as a part of the Annual Plan process as shown in Attachment C.

c) Approve the amendment to the Community Facilities 2019 – 2022 work programme to add the following projects to the Risk Adjusted Programme:

i) Work Programme ID 2287: Māngere-Ōtāhuhu – renew park furniture and fixtures FY19+

ii) Work Programme ID 2439: Māngere East Library – comprehensive renewal

iii) Work Programme ID 2632: Blake Road Reserve – renew and upgrade park assets

iv) Work Programme ID 2703: Māngere Bridge Senior Citizens Hall – refurbish interior fit out

v) Work Programme ID 2705: Ōtāhuhu Community Hall – renew condition 4 and 5 assets

vi) Work Programme ID 2717: Māngere East Library – replace air conditioning

vii) Work Programme ID 2977: Ōtāhuhu Pools and Leisure – renew ventilation

viii) Work Programme ID 3069: Māngere Old School House – renew external timber and internal flooring

ix) Work Programme ID 2982: Seaside Park Toilet – renew toilet facilities

x) Work Programme ID 2981: Seaside Park – renew garden beds, field drainage and track

d) Approve a total of $56,000 from the local board’s community response fund to enhance existing Arts and Culture projects for delivery in 2019/2020 as detailed in Attachment D:

i) An additional $48,000 for Work Programme ID 259: Signature Event, bringing the total work programme budget to $108,000, and

ii) An additional $8,000 for Work Programme ID 605: Community Arts Broker, again, bringing the total work programme budget to $108,000.

Horopaki

Context

13. The Māngere-Ōtāhuhu Local Board has an approved 2019/2020 work programme for the following operating departments:

· Arts, Community and Events;

· Parks, Sport and Recreation;

· Libraries and Information;

· Community Services: Service, Strategy and Integration;

· Community Facilities: Build Maintain Renew;

· Community Leases;

· Infrastructure and Environmental Services;

· The Southern Initiative

· ATEED.

14. Work programmes are produced annually, to meet the Māngere-Ōtāhuhu Local Board outcomes identified in the three-year Māngere-Ōtāhuhu Local Board Plan. The local board plan outcomes are:

· Outcome 1: A strong local economy;

· Outcome 2: We are the heart of Māori and Pasifika culture;

· Outcome 3: Protecting our natural environment and heritage;

· Outcome 4: A well-connected area;

· Outcome 5: Facilities to meet diverse needs; and

· Outcome 6: A place where everyone thrives and belongs.

15. The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

16. The graph below identifies work programme activity by RAG status (red, amber, green and grey) which measures the performance of the activity. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), and activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Work programme by RAG status

17. The graph below shows the activity status of activities which shows the stage of the activity in each departments the work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme by activity status and department

Key activity updates from quarter one

18. Some key activity updates to highlight from quarter one include:

A strong local economy

· Work Programme ID 2192: Māngere Town Centre Library – comprehensive renewal. Physical works were completed in quarter one.

· Work Programme ID 104: Capacity Building – Support for Business Improvement Districts. Staff focused on building relationships with the five business associations to prepare accountability reporting to demonstrate how local board funding contributes to meeting community outcomes.

We are the heart of Maori and Pasifika culture

· Work Programme ID 109: Respond to Māori Aspirations – Māori Responsiveness. A key focus during quarter one was to improve voter participation with key messages that speak to mana whenua. The strategic broker and engagement advisor worked with local marae to deliver candidate and voter information sessions.

· Work Programme ID 655: Māngere Arts Centre – Business Plan Initiatives. The school holiday programme production ‘Sinarella’ was commissioned for a second season show at Q Theatre in Auckland Central during the July school holidays. Lead male actor Kurt Utai has since attained a recurring role on Shortland Street as a direct result of a casting director attending the show at Q Theatre.

· Work Programme ID 985: Support customer connection and celebrate cultural diversity. Cook Island Language Week was celebrated at the Māngere Arts Centre with more than 180 children participating in the pre-school performances. Mangere East Library hosted the Tongan Language Week signature event with more than 700 people enjoying performances and a community meal.

Protecting our natural environment and heritage

· Work Programme ID 717: Pūkaki Crater Restoration. Ten thousand native trees and shrubs were planted inside the newly fenced area on the south-west crater rim between August and September. The Pūkaki Crater Co-Management Committee Meeting was held on the 25 September 2019, attended by mana whenua representatives and council staff to discuss operational matters.

· Work Programme ID 449: Urban Forest (Ngahere) Strategy. The "knowing" report of stage one was formally reported to the September business meeting. Work is underway to develop a long-term planting programme.

A well-connected area

· Work Programme ID 2081: Norana Park – develop walkways and paths. Earthworks are underway on walkways and preparations have commenced for construction of boardwalks connecting Kiwi Esplanade, Māngere Bridge to Favona.

· Work Programme ID 2040: Ōtāhuhu Portage – develop greenways link. Communications plan is complete and community design phase is underway. Leaseholder communications have taken place according to the communications plan and preliminary site investigations will continue until December 2019.

Facilities to meet diverse needs

· Work Programme ID 1061/1062: Access to and Activation of Community Places. Participant numbers across council and community managed venues have increased by 14 percent compared to the same period last year. The Whare Koa Māngere Community House programmes continue at other council venues and the community are excited about returning to their refreshed, welcoming community house.

· Work Programme ID 2197: Moana-Nui-A-Kiwa Leisure Centre – comprehensive renewal. Project completed in quarter one.

· Work Programme ID 3146: Full Facilities maintenance contracts. While turf mowing has been challenging due to wet and soft ground conditions, City Care have managed to maintain a high mowing frequency during quarter one. Council staff and City Care are working together to improve berm mowing coverage and building washes for the as summer approaches.

A place where everyone thrives

· Work Programme ID 251: Event Partnership Fund (Externally Delivered Events). Funding agreements have been completed for St. Patrick’s Day, Māngere Town Centre Arts Festival, Māngere Bridge Food & Wine Festival, Ethnic Food Festival and Portage Crossing during quarter one.

· Work Programme ID 984: Libraries – Additional hours to network standard. The community continues to appreciate the extended hours access to the library facilities. Māngere Bridge Library has started a weekly programme on Sunday mornings for young people interested in board games.

Activities with significant issues

19. The following work programme activities have been identified as facing significant issues:

· Work Programme ID 1986: Oruarangi Park - develop park facility. This project remains on hold awaiting the outcome of the subdivision development which is subject to public protests. It is uncertain when or if the land will be made available.

· Work Programme ID 2203: Old School Reserve - renew park roading and car parks. The draft concept plan for Old School Reserve shows the Cook Island Community Hall car park being removed and the early childhood education car park being increased in size. This project has been put on hold until a timeframe for the implementation of the concept plan is provided.

Activities on hold

20. The following work programme activities have been identified by operating departments as on hold:

· Work Programme ID 2455: Moyle Park – install sand carpet, irrigation and lights. Project on hold. Healthy Waters feedback on designs and further proposal could have implications on the timing of the project. Healthy Waters are currently investigating whether the park can be used to address current flooding issues and to manage stormwater for the Housing New Zealand Māngere West Stage 2A redevelopment. There could be a compensation payment from Healthy Waters and/or HLC which could allow more of the currently over budget sport park upgrade work to be delivered.

· Work Programme ID 2467: Ōtāhuhu Community Centre (Town Hall) – renew community centre. Panuku and Community Services are considering the future use of facility. This facility is intended to be part of the regeneration programme; therefore, this activity has been placed on hold.

· Work Programme ID 3362: House Park, 247R Kirkbride Road, Māngere: Lease to Māngere Combined Tennis Club Incorporated. This matter is on hold pending the outcome of discussions with the group regarding improving the use of the facilities and general membership/participation.

· Work Programme ID 3364: Walter Massey Park, 394R Massey Road, Māngere East: Lease to Manukau City Association Football Club Incorporated. This matter is on hold pending the resolution of the outstanding building insurance charges.

Changes to the local board work programme

Cancelled activities

21. These activities are cancelled:

· Work Programme ID 102: Build capacity: Citizens Advice Bureau Māngere – Ōtāhuhu Agency. In July 2019, it was confirmed that the cost to operate the Ōtāhuhu agency in 2019/2020 will be funded from within the regional funding granted to Auckland Citizens Advice Bureaux Incorporated (ACABx) to maintain CAB services. The local board's contribution to the Ōtāhuhu agency is therefore no longer required. At the business meeting on 18 September 2019, the local board reallocated this funding to work programme line 1153 Enabling Safe and Resilient Communities (MO/2019/157).

· Work Programme ID 260: Volunteer Awards - Māngere-Ōtāhuhu. The Volunteer Awards is a bi-annual event. It was held in 2018/2019 and will be held again in 2020/2021.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

23. Work programmes were approved in June 2019 and delivery is already underway. Should significant changes to any projects be required, climate impacts will be assessed as part of the relevant reporting requirements.

24. The recommendations on amendments to timelines in the Community Facilities work programmes are unlikely to have climate impacts.

25. The local board is currently investing in a number of sustainability projects, which aim to build awareness around sustainable waste management and care for the environment at a local level. These include:

· Work Programme ID 758: Ecological volunteers and environmental programme. An ongoing programme to support community and volunteer ecological and environmental initiatives.

· Work Programme ID 756: Everyday Family Plastic Two Māngere families have been identified in this action research project that aims to build and understanding of and communicate the realities of our plastic consumption.

· Work Programme ID 724: Māngere Trade and Exchange Network – Stage two. Developing a trade and exchange network of reusable goods and material in the Māngere-Ōtāhuhu Local Board area.

· Work Programme ID 449: Urban Forest (Ngahere) Strategy. To increase and protect the urban forest so the local board area has more than 15% canopy cover.

· Work Programme ID 535: Old School Reserve Teaching Gardens Trust Grant. To encourage and mentor people to grow their own food. Connecting people with nature.

· Work Programme ID 717: Pūkaki Crater Restoration. Ten thousand native trees and shrubs were planted inside the newly fenced area on the south-west crater rim.

· Work Programme ID 762: Wai Care Schools. This project will continue working with schools to undertake riparian restoration, habitat improvement and water quality monitoring of the Harania, Tararata, and Oruarangi Awa.

· Work Programme ID 2040: Ōtāhuhu Portage – develop greenways link. Delivering the Otahuhu Portage Greenways Plan linking Māngere to Onehunga and across the portage link with Maungakiekie-Tamaki pathways.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. When developing the work programmes, council group impacts and views were presented to the boards.

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

Local impacts and local board views

27. This report informs the Māngere-Ōtāhuhu Local Board of the performance for the quarter ending 30 September 2019.

Tauākī whakaaweawe Māori

Māori impact statement

28. The local board supports local Māori aspirations. Te Ao Māori has influence when the local board considers activities to improve Maori outcomes. The following are examples of how the board’s activities directly contribute to these outcomes:

· Work Programme ID 109: Respond to Māori Aspirations – Māori Responsiveness. A key focus in quarter one was to improve voter participation with key messages that speak to mana whenua. Auckland Council worked with local marae to deliver candidate and voter information sessions.

· Work Programme ID 363: Te Kete Rukuruku (Māori naming of parks and places). Mana whenua have identified all interest for naming in the Māngere-Ōtāhuhu Local Board area and are currently working through the naming process for parks in tranche one.

· Work Programme ID 717: Pūkaki Crater Restoration. Ten thousand native trees and shrubs were planted inside the newly fenced area on the south-west crater rim. The Pūkaki Crater Co-Management Committee Meeting was held in September, attended by mana whenua representatives and council staff.

· Work Programme ID 595: Māngere Mountain Education Trust – Grant Funding. Funding provided to operate the Mangere Mountain Education Centre to promote the mountain and provide education for visitors and operate Kiingi Tawhio cottage.

· Work Programme ID 721: Pest Free Ihumātao. A hui with iwi representatives was held in mid-September 2019 in order to keep momentum going and to confirm project work for this year.

· Work Programme ID 758: Ecological volunteers and environmental programme. The community ranger organised a clean-up day at Norana Ave Reserve, and plantings at Naylors Reserve Bridge opening and Harania St Marys Reserve.

· Work Programme ID 763: Makaurau Marae water sensitive design retrofit project. A hui was held with Makaurau Marae on 18 September 2019. A funding agreement is being drafted to provide funds to the marae.

· Work Programme ID 764: Papatūānuku Kōkiri Marae water sensitive design retrofit project. A hui will be held with Papatūānuku Kōkiri Marae in quarter two to commence this project.

· Work Programme ID 876: Manukau Harbour Forum. This year’s work programme includes a youth leadership sustainability wānanga (educational programme held over three days), a communications plan, support for young environmentalists in southern Auckland, and supporting volunteer action during Seaweek.

· Work Programme ID 989: Celebrating Te Ao Māori and strengthening responsiveness to Māori. Whakatipu i te reo Māori. Matariki events were delivered by Māori specialist librarians during the July school holidays and "Manaakitanga Soup" was a special initiative to manaaki the pōhara and homeless in our respective neighbourhoods.

· Work Programme ID 2040: Ōtāhuhu Portage – develop greenways link. The Ōtāhuhu Portage route is of historical significance as the travelling route for early Māori. The multi-year project aims to recreate the historic route and will open the area for recreation, walking and cycling. The board is working in partnership with mana whenua right from the start of the project.

· Work Programme ID 3399: Ōtuataua Stonefields Reserve Service Assessment. Preparing a concept plan to guide park development based on feedback from iwi, local board and the community.

· Work Programme ID 1470: Lease: Māngere Town Centre, 121R Bader Drive: Tupuna Trust. Provides a facility that supports the development of the Māori language and culture.

· Work Programme ID 3356: Lease: Centre Park, 141R Robertson Road, Māngere: Lease to Papatūānuku Kokiri Marae Incorporated. Provide social services that support families including the development of Māori Culture.

· Work Programme ID 3361: Lease: Moyle Park, 48R Bader Drive, Māngere: Lease to Manukau Rugby League Football & Sports Club Incorporated. Local rugby league, rugby and sporting clubs have a long history with mana whenua, who either played, coached, and or supported these sports codes.

Ngā ritenga ā-pūtea

Financial implications

29. If the board approves the recommendations to allocate the additional $56,000, the board will have $51,800 remaining in its community response fund for 2019/2020.

Financial Performance

30. The Māngere-Ōtāhuhu local board’s net cost of service for the September quarter of the 2019/2020 financial year was $5.3 million against a budget of $5.0 million.

31. Operating revenue of $440,000 for the first three months of the current financial year was over budget by 8 percent. Higher than expected revenue was received from Mangere Arts Centre and venues for hire in the Māngere-Ōtāhuhu local board area in these three months. This was offset by slightly less than expected revenue from Moana-Nui-a-Kiwa leisure centre operations due to on-going renovations in the recreation centre. With renovations expected to be complete in early October, revenue is expected to be back on track as per budget expectations.

32. Operating expenditure for the three months ended on 30 September 2019 was slightly over budget by 6 percent mainly due to enhanced focus by our facilities contractors to reduce requests for service and maintain our parks during the heavy rainy season. The spend will be closely monitored against budget during the remainder of the year. Most of the locally driven initiatives (LDI) are in the planning phase and delivery and spend will pick up pace in the following quarters.

33. $2.7 million of capital investment took place during the first quarter of the financial year 2019/2020 in the Māngere-Ōtāhuhu local board area. This was 47 percent over budget due to faster than expected delivery of the Norana Park – walkways development and a few of the renewals projects. Full year capital expenditure is expected to be aligned to budget. Ōtāhuhu Town Centre upgrade, the Nga Tapuwae Community Building renewal and a few of the LDI capex funded projects are in progress, details of which can be found in the work programme update.

34. Detailed financial report is provided in the financial performance attachment (Appendix B).

Revised Budget

35. For quarterly reporting purposes, annual plan budgets are revised to reflect changes in timing of delivery for individual projects.

36. Projects that were still in progress at 30 June 2019 have had their remaining required budget carried forward to the current or future financial years to fund the remaining works.

37. If a multi-year capital project was completed earlier than anticipated, the annual plan budget is reduced or brought forward to 30 June 2019 to reflect early completion.

38. Consideration is also given to the status of current capital projects and where required budgets are rephased in whole or part to outer years to reflect current timelines for delivery.

39. The net budgetary impact of these changes is reflected in the revised budget for the board.

40. The Community Facilities Build Maintain Renew work programme financial allocations have been updated in accordance with the carry forwards (refer attachment C). Points to note, some of which require minor alterations to the work programme wording are as follows:

· Work Programme ID 2455 project ‘Moyle Park - install sand carpet, irrigation and lights’ includes a funding deferral into FY2019/2020 and a reallocation to another project, in accordance with the local board’s resolution in September 2019 [MO/2019/158].

o Funding of $107,151 from FY2018/2019 has been reallocated to another project Work Programme ID 2438 ‘Māngere Centre Park - renew and upgrade park assets’ to complete the upgrade to the lighting at Māngere Centre Park.

· Work Programme ID 2467 project ‘Ōtāhuhu Community Centre (Town Hall) - renew community centre’ includes a funding deferral into FY2021/2022.

o This project has been placed on hold due to Panuku and Community Services considering future use of the facility. This facility is intended to be part of the regeneration programme.

Risk Adjusted Projects (RAP)

41. The approved Community Facilities 2019/2020 work programme and 2020-2022 indicative work programme includes projects identified as part of the Risk Adjusted Programme (RAP). These are projects that the Community Facilities delivery team will progress, if possible, in advance of the programmed delivery year. This flexibility in delivery timing will help to achieve 100 percent financial delivery for the 2019/2020 financial year capital budget, by ensuring that if projects intended for delivery in the 2019/2020 financial year are delayed due to unforeseen circumstances, that other projects can be progressed while the causes for delays are addressed.

42. Since approval of the local work programmes in June 2019 investigation and design (including forecasting of delivery) has commenced. As a result, it has become apparent that some projects included for delivery in the 2019/2020 financial year may not be able to be progressed as quickly as anticipated. Reasons for delays include matters such consenting, heritage items identified, and consultation requirements. Therefore, in order to enable 100 per cent delivery to budget Community Facilities request approval to RAP and progress the following projects:

· Work Programme ID 2287: Māngere-Ōtāhuhu – renew park furniture and fixtures FY19+.

· Work Programme ID 2439: Māngere East Library – comprehensive renewal.

· Work Programme ID 2632: Blake Road Reserve – renew and upgrade park assets.

· Work Programme ID 2703: Māngere Bridge Senior Citizens Hall – refurbish interior fit out.

· Work Programme ID 2705: Ōtāhuhu Community Hall – renew condition 4 and 5 assets.

· Work Programme ID 2717: Māngere East Library – replace air conditioning.

· Work Programme ID 2977: Ōtāhuhu Pools and Leisure – renew ventilation.

· Work Programme ID 3069: Māngere Old School House – renew external timber and internal flooring.

· Work Programme ID 2982: Seaside Park Toilet – renew toilet facilities.

· Work Programme ID 2981: Seaside Park – renew garden beds, field drainage and track.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

44. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section

Ngā koringa ā-muri

Next steps

45. The local board will receive the next performance update following the end of quarter two, December 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Work Programme Update	155
b ⇩	Financial Performance Report	175
c ⇩	Updated Community Facilities Work Programme 19_22	181
d ⇩	Memo - Additional arts and culture initiatives	191

Ngā kaihaina

Signatories

Authors

Samantha Tan Rodrigo - Local Board Advisor Mangere-Otahuhu

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Reinstatement of the Manukau Harbour Forum

File No.: CP2019/19825

Te take mō te pūrongo

Purpose of the report

1. To approve the reconstitution of the Manukau Harbour Forum (the forum), including the Māngere-Ōtāhuhu Local Board, for the 2019 to 2022 local government term, and confirm the Terms of Reference for the forum.

2. To nominate a board member, and an alternate, to represent the Māngere-Ōtāhuhu Local Board on the forum.

Whakarāpopototanga matua

Executive summary

3. The Manukau Harbour Forum was established in 2012 as a joint committee of nine local boards bordering the Manukau Harbour. Member boards recognised the need for joint decision making and advocacy to achieve water quality improvements for the Manukau Harbour.

4. The committee ceases to exist at the end of every electoral term and can be reconstituted following agreement of the entities involved. This report invites boards to consider reconstitution of the forum, and to nominate a board member (and alternate) to represent this board on the Forum.

5. The forum’s purpose is to champion a sustainable management approach for the Manukau Harbour. This is detailed in the attached Terms of Reference, which all nine of the member boards are asked to confirm.

6. A review of the forum was undertaken in mid-2019 to develop a future state direction and new three-year work programme. The review recommended the forum be continued but found that the forum is failing to achieve its vision due to a combination of factors, including resourcing and lack of an integrated strategic plan and must be strengthened and appropriately resourced to deliver on the vision.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) agree to re-constitute the Manukau Harbour Forum Joint Committee with the Franklin, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Whau, and Waitākere Ranges Local Boards for the 2019/22 electoral term.

b) appoint one named member and one named alternate member to the Manukau Harbour Forum.

c) note the first workshop and meeting of the Manukau Harbour Forum is scheduled for 10am – 1pm Friday 13^th December 2019 in Mangere.

d) note that the reconstituted Forum will have two co-chairs one being a local board member and one being a governing body representative of the Manukau Harbour Forum. The local board co-chair representative will be elected by a majority of members at the first meeting. An invitation will be extended to the Governing Body to appoint two members noting one will act in a co-chair role.

e) confirm the updated Terms of Reference for the Manukau Harbour Forum as outlined in Attachment A, noting they have been amended enabling two members of the Governing Body to be invited to join the forum, one of the Governing Body members will be co-chair of the forum.

f) delegate authority to the Manukau Harbour Forum to make decisions within its Terms of Reference, noting that any significant or controversial decisions will only be made by the forum with the confirmation by resolution of all the member boards that would be affected by the decision and that the local board will reserve the right to hold and promote a different view to that of the forum on any issue that may impact the local board area.

g) confirm that any further changes to the Manukau Harbour Forum’s Terms of Reference will be agreed first by the forum then recommended to the nine member boards for their approval, noting that resolutions must be identical.

h) note that in order for the requirements of this agreement for the Manukau Harbour Forum to be reached, the resolutions of each of the nine member boards made in respect of recommendations a) (b)-(f) above (with the exception of (b) where appointees are to be named) must be identical and that in the absence of identical resolutions by all member boards the forum will not meet the requirements under clause 30a of Schedule 7 to the Local Government Act 2002.

i) receive and note Attachment B Manukau Harbour Forum governance and management support review report.

Horopaki

Context

7. Nine local boards (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Whau, and Waitākere Ranges Local Boards) together formed the Manukau Harbour Forum with the view to form a means of collective local board advocacy on common issues affecting the Manukau Harbour.

8. The Manukau Harbour Forum was constituted formally as a joint committee of nine local boards under standing orders 2.8.1 and 2.8.2. Standing orders 2.8.1 and 2.8.2 enable a local board to appoint a joint committee with another local board or boards. Being a joint committee enables the forum to conduct business more efficiently, as a local board joint committee can make decisions and provide direction to officers without seeking confirmation and/or ratification from the individual member boards. In accordance with clause 30(7) of the Local Government Act 2002, the Forum automatically dissolved following the 2019 local government elections.

9. An updated Terms of Reference for the Manukau Harbour Forum setting out the purpose and principles of the forum are presented in Attachment A. The purpose of the forum is to champion a sustainable management approach for the Manukau Harbour. Since its formation the Forum has:

· identified issues, such as mangroves, pacific oysters, coastal erosion, stormwater, recreational access/wharves and Maui Dolphin Sanctuary as high priority;

· funded a work programme consisting of annual seminar, communications programme, and a business to business education programme;

· developed a ‘Manukau Harbour Forum Vision and Strategy’, undertaken a comprehensive stocktake of all research pertaining to the Manukau Harbour and catchment, produced a set of maps and a list of stakeholders;

· received regular updates on marine monitoring within the Manukau Harbour;

· advocated to central government and Auckland Council (e.g. feedback on the Unitary Plan) on issues affecting the Harbour, including hydrodynamic modelling of sediment runoff;

· identified areas of interest and potential projects that the local boards surrounding the Manukau Harbour could progress jointly and through funding from the member local boards’ budget, adopted a work programme to deliver the forum’s objectives.

Tātaritanga me ngā tohutohu

Analysis and advice

10. It is recommended that each constituting local board agrees to reinstate the Manukau Harbour Forum for another term and appoints one member plus an alternate to represent the board on the forum.

11. During the 2016/19 term of the forum a review was undertaken of the role of the forum in order to recommend a decision-making structure that will enable the objectives relating to the Manukau Harbour to be addressed effectively (Attachment B).

12. The review recommended the continuation of the forum, but found that the forum is failing to achieve its vision and must be strengthened and appropriately resourced to deliver on the vision. The failure was found to be a combination of factors, including:

· inadequate resourcing through the current funding model and inadequate staffing resource

· lack of understanding of the health of the catchment and harbour, and absence of long-term integrated strategic planning

· lack of clear rationale or resourcing for mana whenua involvement

· a local board-focused work programme that does not address larger scale strategic issues.

13. The forum endorsed the key recommendations of the review at its meeting on 30 August 2019. The forum also resolved to invite Governing Body involvement via two councillor representatives to be appointed to the forum when reconstituted following the 2019 local body elections, including one as co-chair, and retaining local board membership as is. (Resolution number MHFJC/2019/29).

14. Staff have amended the Manukau Harbour Forum Terms of Reference (Attachment A) to include two Governing Body representatives, at the request of the forum.

15. The chair and deputy chair of the forum presented the report to the Environment and Community Committee on 10 September 2019, which resolved (Resolution number ENV/2019/146) to refer the recommendations and review report:

· to a workshop of the relevant committee in the new term of council

· to the Auckland Plan Strategy and Research department for evaluation and advice in the new term of council.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Climate impact statement

16. This decision is procedural in nature and any climate impacts will be negligible.

17. The purpose of the forum is to champion a sustainable management approach for the Manukau Harbour. The forum should have positive climate impacts. Climate impacts of any projects or initiatives to be progressed by the forum can be assessed as needed.

Council group impacts and views

18. The forum has referred the recommendations and report from the 2019 review of the forum to the Governing Body for their consideration, which could result in resourcing impacts for the organisation if these are progressed.

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

Local impacts and local board views

19. Local boards have previously agreed, through adoption of the forum’s Terms of Reference, that the Manukau Harbour is a regional asset and it was appropriate that local boards collectively contribute to strategies and outcomes that enhance the social, economic, environmental and cultural well-being of the harbour.

20. The role of the forum is to champion the sustainable management of the Manukau Harbour and adjacent communities. It developed a vision and strategy in line with this which was adopted in September 2014.

21. In previous terms, the forum agreed a work programme following the ratification of each board allocating committed funding from its budget to implement a general work programme allocation to the Manukau Harbour Forum.

Tauākī whakaaweawe Māori

Māori impact statement

22. The Manukau Harbour Forum recognised mana whenua interest in Manukau Harbour.

23. While the forum did discuss a joint committee with mana whenua, or mana whenua representatives being appointed to the forum, it was agreed that this was inappropriate while treaty negotiations are pending. The forum anticipates receiving further advice and options as to how it interfaces with mana whenua as treaty settlement progresses.

24. Workshops of the Manukau Harbour Forum were held in 2015 to discuss the ongoing role of mana whenua in relation to the forum. Some minor changes were made to the forum’s Terms of Reference as a result of this to reflect the forum’s obligations under Te Tiriti o Waitangi/The Treaty of Waitangi, and its desire to work with mana whenua on an ongoing basis.

Ngā ritenga ā-pūtea

Financial implications

25. The nine member boards have previously provided funding of between $8,000 and $15,000 from their budgets to implement the forum’s work programme.

26. The forum has $70,000 allocated to it by members boards for the 2019/20 work programme. $48,000 has already been allocated as outlined below with the remaining balance to be given direction to by incoming members.

i) Delivery of a youth leadership sustainability wanānga ($15,000)

ii) Communications plans ($10,000)

iii) support for the Southern Auckland youth Environmentalists ($5,000)

iv) enabling Seaweek volunteer action across the Manukau Harbour ($18,000).

27. Member boards will be asked to continue their funding support to the forum for the triennium.

28. Acquiring adequate resourcing and operational support for delivery of activities within the Manukau Harbour is an action for the forum.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. There are no significant risks from reconstituting the forum. Any issues arising from the forum can be mitigated through operational management of the forum.

Ngā koringa ā-muri

Next steps

30. Arrangements for the meetings of the forum will be made once the forum is reconstituted, and staff will progress the Governing Body’s consideration of the review recommendations.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Terms of Reference for the Manukau Harbour Forum	203
b ⇩	Manukau Harbour Forum governance and management support review report	205

Ngā kaihaina

Signatories

Authors

Anna Bray - Policy and Planning Manager - Local Boards

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Māngere-Ōtāhuhu Local Board

04 December 2019

Urgent decision-making process

File No.: CP2019/19046

Te take mō te pūrongo

Purpose of the report

1. To seek the Māngere-Ōtāhuhu Local Board’s agreement to use the urgent decision-making process when appropriate.

Whakarāpopototanga matua

Executive summary

2. The urgent decision-making process enables the local board to make decisions to manage unforeseen and urgent circumstances when it is not practical to call the full board together and meet the requirements of a quorum. By agreeing to this process, the local board delegates decision-making authority to the chair and deputy chair, or any person acting in these roles.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) adopt the urgent decision-making process for matters that require a decision where it is not practical to call the full board together and meet the requirements of a quorum.

b) delegate authority to the chair and deputy chair, or any person acting in these roles, to make urgent decisions on behalf of the local board.

c) agree that the relationship manager, chair and deputy chair (or any person/s acting in these roles) will authorise the urgent decision-making process by signing off an authorisation memo.

d) note that all urgent decisions will be reported to the next ordinary meeting of the local board.

Horopaki

Context

3. The urgent decision-making process enables the chair and deputy chair, or any person acting in these roles, to make decisions to manage unforeseen and urgent circumstances when it is not practical to call the full board together and meet the requirements of a quorum. Examples include during the Christmas and New Year period or for providing input to the council’s central government submission process in tight timeframes.

4. By agreeing to this process, the board delegates decision-making authority to the chair and deputy chair, or any person acting in these roles during that period.

5. The Local Government Act 2002 provides for local boards to delegate to committees, members of the local board or Auckland Council staff any of its responsibilities and powers, with some specific exceptions (clause 32, Schedule 7). This legislation enables the urgent decision-making process.

Tātaritanga me ngā tohutohu

Analysis and advice

6. The urgent decision-making process provides an alternative decision-making mechanism to an extraordinary meeting. An extraordinary meeting is called when an urgent decision is required on matters that cannot wait until the next scheduled business meeting of the local board.

7. Urgent decisions are different from emergency decisions, which are only made if there is a risk to public health and safety.

8. All requests for an urgent decision will be supported by a memo stating the nature of the issue, reason for urgency and the decisions or resolutions sought.

9. The local board relationship manager will use the information in this memo to determine whether or not to authorise the urgent decision-making process.

10. A number of factors will be considered by the relationship manager before approval to use the urgent decision-making process is given, such as:

· the timing of the next scheduled meeting

· confirmation that the local board has the delegation to make the decision

· consideration of the rationale for the urgency

· the significance of the decision and whether the urgent decision-making process is appropriate.

11. Once the relationship manager authorises the use of the urgent decision-making process, the chair and deputy chair (or any person/s acting in these roles) also need to approve the use of the urgent decision-making process by signing the same memo.

12. Once the authorisation memo has been approved, the chair and deputy chair will refer to the substantive report for advice and staff recommendations to inform their decision. This report will meet Auckland Council quality advice standards and adhere to the report authorisation processes.

13. Any decision made using the urgent decision-making process will be reported as an information item to the next ordinary meeting of the local board and the signed approval memo will be attached.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. This decision is procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decision.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The urgent decision-making process proposed in this report enables the council group to progress urgent decisions efficiently, when it is not practical to call the full local board together.

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

Local impacts and local board views

16. This report outlines the local board urgent decision-making process, and seeks the local board’s agreement to adopt this process.

Tauākī whakaaweawe Māori

Māori impact statement

17. A decision of this procedural nature is not considered to have specific implications for Māori, and the arrangements proposed in this report do not affect the Māori community differently to the rest of the community.

Ngā ritenga ā-pūtea

Financial implications

18. There are no financial implications arising from the procedural decision sought by this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

19. To mitigate any risk that the urgent decision-making process could be used inappropriately, the relationship manager will assess a number of factors including timing of the next scheduled meeting, the reason for urgency, and significance of the decision. If a matter is of major significance, an extraordinary meeting can be called instead.

Ngā koringa ā-muri

Next steps

20. If the local board adopts the use of the urgent decision-making process, the local board relationship manager and delegated members will execute the urgent decision-making process outlined in this report if the need arises.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Anna Bray - Policy and Planning Manager - Local Boards

Authorisers

Louise Mason - GM Local Board Services

Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards

Chairperson	Lemauga Lydia Sosene
Deputy Chairperson	Togiatolu Walter Togiamua
Members	Tauanu’u Nanai Nick Bakulich
	Makalita Kolo
	Anae Dr Neru Leavasa
	Christine O'Brien
	Harry Fatu Toleafoa

Timeslot		Topic	Presenter	Governance Role	Purpose
	1.00 - 3.30pm	Local board agreement and local board work programme - direction setting - develop draft consultation material - consultation and engagement	Daniel Poe, Samantha Tan Rodrigo, and Shoma Prasad; Debra Langton, Emma Cowie, Linda Pillay, Sarah Edwards, Liz Muliaga, Kim Taunga, Jestine Joseph, Dhaya Haran, Marc Dendale, John Norman	Local Board input and direction setting	The board had an overview of Local board work programme, Local Board agreement development process, financial decisions and the delivery of local board plan outcomes and commitments. The board discussed the local consultation content.
	3.30 - 4.00pm	Q1 report	Samantha Tan Rodrigo, Daniel Poe	Oversight and monitoring	The board were given the Q1 report prior to it going on the 4 December business meeting.

Timeslot		Topic	Presenter	Governance Role	Purpose
	1.00 - 2.30pm	Week 4 Finance briefing overview includes planning framework Communications overview AT updates CCO Overview (video)	Victoria Villaraza, Daniel Poe, Swati Sharma, Jestine Joseph, Ben Stallworthy	Local Board input and direction setting	The board discussed the Finance briefing, Communications overview, CCO overview and Auckland Transport updates and gave feedback.
	2.30 - 3.30pm	Quick Response Round 2	Helen Taimarangai	Oversight and Monitoring	The board discussed the quick response Round 2 prior to coming to the December business meeting.
	3.30 - 4.00pm	Toia CLM contract	Darryl Hamilton	Local Board input and direction setting	The board gave direction on the extension of the Community Leisure Management (CLM) contract for the three-years for Toia (Otahuhu Pool and Leisure Centre).
	4.00 - 4.30pm	Review of Mangere Mountain Education Trust and broader review of non-substantive CCOs	Sarah Holdem	Keeping Informed	The board reviewed the Mangere Mountain Education Trust and broader review of non-substantive CCOs.

Authors	Janette McKain - Local Board Democracy Advisor
Authorisers	Victoria Villaraza - Relationship Manager, Mangere-Otahuhu and Otara-Papatoetoe Local Boards