Agenda of Ōtara-Papatoetoe Local Board

No.	Title	Page
a ⇩	Auckland Transport monthly update report to the Ōtara-Papatoetoe Local Board - October 2020	17

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a ⇩	Auckland Transport – Ōtara-Papatoetoe Local Board Innovating Streets Pilot Fund Project – Papatoetoe West Low Traffic Neighbourhood report	27

No.	Title	Page
a ⇩	October 2020 –Auckland Transport Local Board Transport Capital Fund Report for Ōtara-Papatoetoe Local Board	35

Ōtara-Papatoetoe Local Board

20 October 2020

Grant of a new community lease for the East Tamaki Reserve Community Building at East Tamaki Reserve, 244R East Tamaki Road, Ōtara

File No.: CP2020/12630

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the preferred occupant for a community lease of the East Tamaki Reserve Community Building at East Tamaki Reserve, 244R East Tāmaki Road, Ōtara and to grant a new community lease for the building.

Whakarāpopototanga matua

Executive summary

2. In 2019 the East Tamaki Reserve Community Building was repainted inside and carpeted. Two rounds of advertising that year did not see a tenant installed in the building. The vacancy was advertised again in early 2020 with four applications received and assessed against the criteria in the Community Occupancy Guidelines July 2012.

3. The East Tamaki Reserve Community Building is located at East Tamaki Reserve, 244 East Tāmaki Road, Ōtara on land held in fee simple by Auckland Council under the Reserves Act 1977. Public notification and iwi consultation is required before granting a lease at the building.

4. The 1970s building has a covered terrace, leading to a large central space, with an office, small kitchen and single toilet on the northern side of the building. Although there is a ramp up to the terrace, there is no disabled access to the building. The doorways to the kitchen and toilet are below the current minimum width for disabled access. A site plan of the building is provided as Attachment A.

5. Four community groups have applied for the lease. The applications were assessed against the following criteria:

· Eligibility, legal identity, primary purpose, open membership.

· History and financial viability.

· Best fit with the building configuration and size; extent and type of use; collaborative initiatives.

· Alignment of programmes and services with the Ōtara-Papatoetoe Local Board Plan and the Auckland Plan.

6. The outcome of the assessment identified that three of the groups would be a suitable tenant for the building and that each brings its own strengths and meets different needs. The fourth group is not registered with the New Zealand Companies Office and is therefore ineligible for a lease at this time. This report recommends that XLR8 Sports Trust is the preferred candidate. As a sports-based group they would fit well within the active sports-based reserve and have an identified need for a stable base.

7. Subject to successful public notification and iwi consultation, staff recommend the Ōtara-Papatoetoe Local Board approve a new community lease to XLR8 Sports Trust for the East Tamaki Reserve Community Building at 224R East Tāmaki Road, Ōtara for an initial term of one year with one further one-year right of renewal. This is the standard term for a newly established community group. A community outcomes plan will be negotiated with the successful group, to be approved by the Ōtara-Papatoetoe Local Board Chairperson, in consultation with the local board members. The community outcomes plan will be attached to the lease document.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) note the public notification and iwi consultation of Auckland Council’s intention to grant a new community lease to XLR8 Sports Trust

b) delegate to the Ōtara -Papatoetoe Local Board Chairperson, following public notification, the authority to appoint a hearings panel to consider objections, and to make a decision

c) grant, subject to any objections being resolved, a new community lease to XLR8 Sports Trust to occupy an area of 73 square meters (more or less) located on Part Lot 9 Deposited Plan 9824 – ROT NA 765/237 (Attachment A) at 224R East Tāmaki Road, Otara, on the following terms and conditions:

i. term - one (1) year commencing 1 November 2020 with a single one (1) year right of renewal, final expiry 31 October 2022

ii. rent - $1.00 per annum (plus GST), if requested

iii. a subsidised maintenance fee of $250.00 plus GST per annum

d) delegate to the Ōtara-Papatoetoe Local Board Chairperson, in consultation with the local board members, the authority to approve the XLR8 Sports Trust’s Community Outcomes Plan, which will be appended to the lease

e) note all other terms and conditions will be in accordance with the Auckland Council Community Occupancy Guidelines 2012 and the Reserves Act 1977

Horopaki

Context

8. The East Tamaki Reserve Community Building is currently vacant and has recently been repainted and carpeted. The Ōtara-Papatoetoe Local Board asked staff to undertake an expression of interest (EoI) process for the property. The first round of advertising in early 2019 did not attract any applications. Advertising was repeated later in 2019 and six applications received. The local board did not award a lease at that time. A further round of advertising was undertaken in early 2020. Four applications were received and assessed.

Land and buildings

9. The East Tamaki Reserve Community Building is a small building of four rooms, formerly owned and occupied by the Royal New Zealand Plunket Society. It was previously occupied by Manukau Pacific Island Trust. This group ceased to operate in late 2018.

10. The property is located at the southern edge of East Tamaki Reserve, 244R East Tamaki Road, Ōtara on land described as Part Lot 9 Deposited Plan 9824 – ROT NA 765/237 and is approximately 73 square meters, (including the covered terrace) (outlined in red and hatched on Attachment A). The land is held in fee simple by Auckland Council under the Reserves Act 1977 as a classified recreation reserve.

11. As the current use of the building is not contemplated in the Manukau City Council Sports Parks Management Plan 2007 public notification and iwi engagement is required for this lease.

12. If the recommended applicant is not chosen by the local board, then reclassification of the land will be required – from classified recreation reserve to local purpose (community use) reserve. This may require a survey of the land.

Lease term and costs

13. This report recommends that the Ōtara-Papatoetoe Local Board grant a new lease for the community building at 244R East Tāmaki Road, Ōtara for an initial term of one year with a single one-year right of renewal.

14. This is the recommended term for a newly established community group occupying a council-owned building. A community outcomes plan will be negotiated with the lessee, to be approved by the local board chairperson, in consultation with local board members, and included as a schedule within the lease document.

15. This report recommends that XLR8 Sports Trust is the preferred candidate following assessment against the criteria listed in the Community Occupancy Guidelines 2012.

16. In accordance with the Auckland Council Community Occupancy Guidelines 2012 the recommended rent is $1.00 plus GST per annum, if requested. As this is an exclusive use premises there is an annual maintenance fee based on the size of the leased area. This fee covers building insurance, compliance costs: Building Warrant of Fitness, Health and Safety at Work Act 2015, fire and egress code compliance and maintenance provided by council as outlined in the terms of the lease agreement.

17. The property is approximately 73 square meters and the annual fee for leases of less than 100 square meters is $250.00 (plus GST) per annum. The tenant will be responsible for utilities (electricity and water) supplied to the building.

Expression of Interest

18. The request for expressions of interest was advertised in the Manukau Courier, the council website and through staff networks. Applicants on the Auckland Council community lease interest register were also advised. The facility was open for viewing by interested applicants by appointment. The viewings were delayed by the initial Covid-19 lockdown and took place in June and July 2020.

19. Four community groups applied. The groups are:

i. Bridge the Gap

ii. Ōtara Health Charitable Trust

iii. Tufuga: Creative Hands, Mind and Spirit Charitable Trust Deed

iv. XLR8 Sports Trust.

20. The applications were assessed against the following criteria:

· Eligibility, open membership/users.

· Financial stability, accounts, funding, and sustainability.

· Best fit with the building configuration and size; extent and type of community use, collaborative initiatives.

· Need for the services provided in the area, services of complementary nature to those already in place.

· Ability of the group to manage the rooms as community space able to be used by a wider range of people.

· Alignment of programmes and services with the Ōtara-Papatoetoe Local Board Plan 2017 and the Auckland Plan.

· Preference for an Ōtara-based group providing services to the local Ōtara community.

Applicant groups

Bridge the Gap

21. Bridge the Gap is not registered with the New Zealand Companies Office. They started as part of the leadership team that put together the “Ōtara Stunt 2 Bike Comp” held in 2019. They are currently involved with the pastoral care of a number of Ōtara youth; assisting parents with mentoring of their teenagers when needed.

22. The group aims to provide youth initiatives, events and programmes and propose to use the building as an after-school drop-in centre. The group is willing to share the building.

23. As Bridge the Gap is not a legal entity, they are not eligible for a community lease.

Ōtara Health Charitable Trust

24. Ōtara Health Charitable Trust registered as a charitable trust on 16 August 2010 and registered with the Charities Services on 8 September 2010. The stated purposes of the trust are health promotion, health education, advocacy, community and co-ordination. They have provided a wide range of social and community services since 1998 to the Otara community. Together, they aim to break the intergenerational effects of poverty prevalent within the community and the issues that arise from it. The group exists to build a strong family-focused community; Improve the health and wellbeing of Ōtara; and represent and serve Ōtara. This is done with the values of empowering others, integrity, collaboration, innovation and excellence, and manaakitanga.

25. The trust employs 18 full-time and six part-time staff. The trust proposes to use the building as a base for their HIPPY programme (Home Interaction Programme for Parents and Youngsters). This is a home-based early education programme working in 40 low-income communities around New Zealand. The programme focuses on those most at risk because of poverty, parents’ limited education and social isolation. Due to the nature of the services provided the trust indicates they would be unable to share the premises.

Tufuga: Hands, Mind and Spirit Charitable Trust Deed

26. Tufuga: Hands, Minds and Spirit Charitable Trust registered as a charitable trust on 2 July 2004. The stated purposes of the trust are to establish a creative space for people on the margins of society and provide a safe supportive arts based environment where consumers are encouraged to improve their well-being and realise their potential through creative expression. They work alongside health, social and justice services to establish appropriate programmes to provide a mix of part, full and personal work spaces for people with experiences of mental illness and those on the margins.

27. The trust employs two part-time staff and has nine part-time volunteers who currently support 30 adults with their programmes. They have indicated they would like to involve other art-based groups to share the building.

XLR8 Sports Trust

28. XLR8 Sports Trust registered as a charitable trust on 9 July 2018 and with the Charities Services on 18 February 2019. The purpose of the trust is to :

· promote amateur sports, recreation and leisure as a way of developing healthy lifestyles and living

· provide safe, wholesome and family orientated sporting opportunities for all ages, cultures, gender and religions

· promote, organise, oversee and conduct competitions, tournaments and other events pertaining to sport for the community

· select, support or sponsor any team members to represent sports operated by the trust

· provide sporting opportunities to the socially disadvantaged.

29. The trust operates with five part-time volunteers and has 750 members aged from five to over 50 years of age. They have indicated a willingness to share the building.

Tātaritanga me ngā tohutohu

Analysis and advice

30. All the applications received were assessed against the criteria contained in the Community Occupancy Guidelines 2012. The local board also expressed a preference to lease the building to an Ōtara-based group.

31. Assessing the three applications on a 100-point scale the following scores were returned:

Group	Score (out of 100)
Bridge the Gap	46
Ōtara Health Community Trust (HIPPY programme)	60
Tufuga: Hands, Mind and Spirit Trust Deed	53
XLR8 Sports Trust	66

Public notification

32. Under the Reserves Act 1977, leases on a recreation reserve and not contemplated in the relevant park management plan must be publicly notified and the relevant local iwi consulted.

33. Public notification will be by way of an advertisement in the Manukau Courier, on the council website and via other social media outlets. Submitters will have one month to make a submission or objection. If any objections are received that request to be heard, the local board will convene a hearings panel to consider and decide on the proposed lease.

34. Auckland Council’s Community Occupancy Guidelines 2012 sets out the criteria for community occupancy agreements. The procedure for a new lease of council-owned buildings is to call for expressions of interest from community groups. This allows an assessment of proposals to ensure the best community outcomes are delivered.

35. Under the guidelines, it is recommended that for leases of council-owned buildings the standard term is five (5) years with one five (5) year right of renewal, for a total term of 10 (ten) years.

36. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms within the Community Occupancy Guidelines 2012.

37. As the highest scoring applicant group has been established for just over two years, staff recommend that a term of one year with a single one-year right of renewal be offered to this group.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. The proposed new lease falls into the “potential increase” category, as the once vacant building will now attract more activity.

39. Climate change is not expected to have the potential to impact this site, as the flood plain and flood prone areas are restricted to the adjacent carpark (as shown below):

East Tamaki Reserve Community Building, 244R East Tamaki Road, Ōtara

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. Staff have obtained input from the Parks, Sport and Recreation department. Staff did not raise any concerns and support the proposed lease.

41. The proposed new lease has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of the advice in this report.

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

Local impacts and local board views

42. The recommendation within this report falls within the local board’s allocated authority relating to local recreation, sports, and community facilities.

43. The assessed applications were considered at the local board workshop of 4 August 2020. The board members in attendance gave their qualified support to the applicant ranked highest in the assessment against the criteria in the Community Occupancy Guidelines 2012.

44. The recommendation supports the Ōtara-Papatoetoe Local Board Plan 2017 outcomes of parks and facilities that meet people’s needs; and empowered, inclusive and prosperous communities.

Tauākī whakaaweawe Māori

Māori impact statement

45. The trust has indicated their ongoing support of the annual Rotorua Maori Touch Tournament

46. Due to the Covid-19 lockdown, the proposed new building has not been reported to the South-Central Mana Whenua Forum, which has not met since February 2020, prior to the closing date for applications. Formal consultation with iwi will take place alongside the public notification of the intended lease.

Ngā ritenga ā-pūtea

Financial implications

47. All costs relating to the advertising of the intention to lease, plus any resulting hearing, and preparation of the lease agreement will be borne by council. If a survey of the land is required to support reclassification of the land, this will come at an additional cost to council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. If a lease is not granted for the currently empty building on East Tamaki Reserve, the building will continue to be unavailable to support groups working in the Ōtara area.

49. As there is no significant departure from the approved land use or change in activities there are no identified risks in granting the lease.

Ngā koringa ā-muri

Next steps

50. Subject to the local board granting the lease, public advertising and formal iwi engagement of this intention will take place.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Leased area East Tamaki Reserve Community Building, 244R East Tamaki Road, Otara - XLR8 Sports Trust	49

Ngā kaihaina

Signatories

Author

Jenny Young - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

20 October 2020

Grant of new community leases for Papatoetoe Chambers at 35 St George Street, Papatoetoe

File No.: CP2020/14639

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the preferred occupants for community leases within Papatoetoe Chambers, 35 St George Street, Papatoetoe and to grant new community leases for the available offices within the building.

Whakarāpopototanga matua

Executive summary

2. During 2018-2020 Papatoetoe Chambers building has undergone roof repair/renewal and internal renewal works of the first floor and the northern ground floor bathroom facilities. The works are now complete and the building ready for re-tenanting.

3. Advertising of the property took place in early 2020, just prior to the first Covid-19 lock down. The original closing date of 24 April 2020 was maintained due to the wide advertising. Site inspections by the applicants were held once the first lockdown was sufficiently lifted.

4. Ten groups applied for space within the building. All the applications have been assessed against the criteria in the Community Occupancy Guidelines July 2012 and workshopped with the local board on 4 and 11 August, as well as on 1 September 2020.

5. Staff are satisfied the groups meet the standards specified and recommends the leases be granted in accordance with Auckland Council’s Community Occupancy Guidelines 2012.

6. Although staff have recommended certain room allocations, it is up to the local board to allocate rooms as it deems fit, within the parameters as set by the occupancy guidelines and subject to all compliance requirements being adhered to.

7. Staff recommend that the tenancies, as supported by the Ōtara-Papatoetoe Local Board workshop of 11 August 2020, be granted subject to the public notification and iwi engagement process being successfully completed.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) note the public notification and iwi consultation of Auckland Council’s intention to grant new community leases for the available rooms within Papatoetoe Chambers, 35 St George Street, Papatoetoe

b) delegate to the Ōtara -Papatoetoe Local Board Chairperson, following public notification, the authority to appoint a hearings panel to consider objections, and to decide

c) grant under section 138 of the Local Government Act 2002, subject to any objections being resolved, the following new community leases for the rooms (as marked on Attachment A) within Papatoetoe Chambers at 35 St George Street, Papatoetoe on land described as Part Lot 3 Deposited Plan 7551 NA191/225 (Part‑Cancelled) on the following terms and conditions:

i) term - five (5) years commencing 1 December 2020 with a single five-(5) year right of renewal, final expiry 30 November 2025.

ii) rent - $1.00 per annum (plus GST), if requested.

iii) an annual operational charge of $25.00 (plus GST) per square meter of space occupied exclusively to the following groups:

Rooms 1 (8m²) and 2 (14m²) to World Council of Sikh Affairs (Indian Wardens)

Rooms 3 (12m²), 6 (84m²), 7 (105m²) and 14 (20m²) to Papatoetoe Historical Society Incorporated (Papatoetoe Museum)

Rooms 4 (20m²), 5 (47m²) and 5a (7m²) to Hindu Heritage Research Foundation (Hindu Budget Service)

Rooms 8 (63m²), 8a (12m²) and 9 (20m²) to Auckland Cambodian Youth and Recreation Trust Incorporated

Room 10 (17m²) and 11 (16m²) to Kilas Style Trust

Rooms 12 (10m²) and 13 (10m²) to Papatoetoe Central Main Street Society Incorporated

d) delegate to the Ōtara-Papatoetoe Local Board Chairperson, in consultation with the local board members, the authority to approve the community outcomes plans, which will be appended to each lease.

e) note all other terms and conditions will be in accordance with Auckland Council’s Community Occupancy Guidelines 2012 and the Local Government Act 2002.

Horopaki

Context

8. This report considers the leasing of the available spaces at Papatoetoe Chambers, 35 St George Street, Papatoetoe.

9. The Ōtara-Papatoetoe Local Board is the delegated authority for local sport and recreation, community facilities, including community leasing, licensing, and landowner matters.

Land and building

10. The land at 35 St George Street, Papatoetoe is described as Part Lot 3 Deposited Plan 7551, comprising 1166 square meters, NA191/225 (Part-Cancelled) and is held in fee simple by Auckland Council under the Local Government Act 2002. As such, all tenancies of more than six-months must be publicly advertised and local iwi consulted.

11. The two-storey building (known as Papatoetoe Chambers) partially wraps around a single storey building on south west side that includes the original Papatoetoe Chambers constructed circa 1950. The original building was extended and modified over the years with separate extensions being made to the two-storey block constructed in approximately 1965 and 1979.

12. The building is next to, and joined to, Papatoetoe Town Hall (circa 1918) and was the offices of the former Papatoetoe City Council, and initially used as the Papatoetoe ward office of Manukau City Council following local government amalgamation in 1989. The building was transferred to community use following the centralisation of ward services under Manukau City Council in the early 2000s. It is made up of two levels of offices, open spaces, and meeting rooms (including the former council meeting chamber).

13. Papatoetoe Chambers currently has one tenant with a current lease (Auckland Citizens Advice Bureaux – Papatoetoe CAB). The remainder of the building has two groups occupying space without formal occupancy agreements and a number of empty offices and rooms.

14. The building has undergone renewal works on the first floor – consisting of replacement of carpet and vinyl flooring, painting of walls and ceilings, replacement of light fittings with LED tubes, removal of the HVAC system and replacement with individual heat pumps, and refurbishment of the northern ground floor bathroom facilities. There are 14 individual spaces that are suitable for tenants, seven on the ground floor (including the council chamber meeting room) and eight offices on the first floor. The first floor also has some large open common-area spaces, a kitchen and toilets.

15. The building has been identified as earthquake prone under section 133AB and 133AK of the Building Act 2004. The earthquake rating of the building is 20% of the New Building Standard (NBS), due to its unreinforced concrete masonry construction. The relevant notice has been placed on the building and Auckland Council has until January 2055 to strengthen the building, so it is no longer earthquake prone. However, any ‘substantial alteration’ to the building may trigger the requirement to do the strengthening works at the same time.

Lease term and costs

16. This report recommends that the Ōtara-Papatoetoe Local Board grant new leases for the available spaces for an initial term of five-years with a single five-year right of renewal, as outlined in the Community Occupancy Guidelines July 2012.

17. Community outcomes plans will be negotiated with the tenants, to be approved by the local board chairperson (in consultation with local board members) and will be included as a schedule within each lease document.

18. In accordance with the Auckland Council Community Occupancy Guidelines 2012 the recommended rent is $1.00 plus GST per annum, if requested. All tenants will be charged an annual operational fee of $25 per square meter (plus GST) of the exclusive space occupied. This charge is based on the recovery of the direct costs to council of providing the premises and covers building insurance, a share of the overheads (electricity and water) and maintenance provided by council, as set out in the standard lease agreement.

19. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms within the Community Occupancy Guidelines 2012.

Expression of Interest

20. The request for expressions of interest was advertised in the Manukau Courier, the council website, social media platforms, and through staff networks in March/April 2020. Applicants on the Auckland Council community lease interest register were also advised. The facility was open for viewing by interested applicants by appointment. The viewings were delayed by the initial Covid-19 lockdown and took place in June and July 2020.

21. Ten community groups applied. The groups are:

i) Auckland Cambodian Youth and Recreation Trust

ii) Babylon Community Development Charitable Trust

iii) Hindu Heritage Research Foundation (Budget Service)

iv) Holistic Education Foundation

v) Kilas Style Trust

vi) Lalotoa I Aotearoa Community and Social Services Trust

vii) Mangere Budgeting Service Trust

viii) Papatoetoe Main Street Society Incorporated

ix) Papatoetoe Historical Society Incorporated (Papatoetoe Museum)

x) World Council of Sikh Affairs (Indian Wardens).

22. The applications were assessed against the following criteria:

· Eligibility, open membership/users

· Financial stability, accounts, funding, and sustainability

· Best fit with the building configuration and size; extent and type of community use, collaborative initiatives

· Need for the services provided in the area, services of complementary nature to those already in place

· Ability of the group to manage the rooms as community space able to be used by a wider range of people

· Alignment of programmes and services with the Ōtara-Papatoetoe Local Board Plan 2017 and the Auckland Plan.

Applicant groups

Auckland Cambodian Youth and Recreation Trust

22. The trust registered with the New Zealand Companies Office under the Charitable Trusts Act 1957 in March 1999. The purpose of the trust is to contribute to the social, recreational, and educational wellbeing of the Cambodian community.

23. Begun in 1997 with a Cambodian soccer team and a radio show, the trust formed to provide free support services and a social and cultural network for the Auckland Cambodian community. Activities include cultural dance classes, a soccer club, continuation of the radio show and the authorship of a Khmer language book on New Zealand.

24. The trust has three part-time paid staff and 40 volunteers. There are 3,000 members aged from five years upwards. Ninety-five per cent are Cambodian and 5% other ethnicities.

25. Auckland Cambodian Youth and Recreation is a current tenant of Papatoetoe Depot. The lease expired in September 2010 and has been holding over month-by-month.

Babylon Community Development Charitable Trust

26. The trust registered with the New Zealand Companies Office under the Charitable Trusts Act 1957 in June 2006. The purpose of the trust is empowerment, shared vision, inclusion, collective action, determination, social cohesion, building leadership and collaboration of all Iraqi migrants and refugees (Chaldean Assyrian Syriad, Arab, Kurd, Armenian, Mandean, Sabaean, Yazidian, Turkman, Kaka’is and Shabaks).

27. The trust aims to increase the level of participation in adult and community education programmes, facilitate pathways into further learning by encouraging life-long learning; create, develop and maintain cultural relationships between New Zealand and Iraqi people; provide settlement information to migrant and refugees – equipping people with the skills and knowledge necessary to actively participate in, and contribute to, the economic and social well-being of their families, communities and society.

28. The trust has 50 members aged from five years. Eighty percent are Chaldean and 20% Assyrian and Arminian.

Hindu Heritage Research Foundation (NZ)

29. The foundation registered with the New Zealand Companies Office under the Charitable Trusts Act 1957 in July 2008. The object of the trust is to carry out the vision of cosmic interdependence of human being and nature (including plants, birds, animals, mammals, fish, and environments) in harmony with the creation, protection, and destruction cycles. This cosmic interdependence harmony depends on Dharma (external and universal values for wellbeing of cosmic activities).

30. The trust aims to protect the principles and practices of Hindu ways of life, promoting and delivering services of educating, medical, self-development, sports development, care for elderly, youth and children.

31. The trust has 2,960 members aged from 14 years. Pacific Islanders and Māori each make up 30% of members, Fiji Indian 25%, Asian 10% and NZ European 5%.

32. The Hindu Heritage Research Foundation budget service currently occupies space within Papatoetoe Chambers, without any formal agreement.

Holistic Education Foundation

33. The foundation registered with the New Zealand Companies Office under the Charitable Trust Act 1957 in November 2015 (originally under the name All for One Education Charitable Trust). The purpose of the trust is to provide and maximize access to an education which empowers individuals to be free; encompassing broader aspects of life and study, regarded by the trust as essential to the achievement of educational objectives, including core subjects in the current school curriculum. This affirms the critical importance of parents, families, home environment and communities as essential to the achievement of educational objectives. Teaching will include both non-school and school-related learning opportunities, resources and platforms, including those available in the public domain.

34. Holistic Education has three part-time volunteers and no paid staff. The trust has 18 members aged from five years old. Indians make up 40%, Māori and Pacific Islanders 20%, each, Asian and NZ European 10% each.

Kilas Style Trust

35. The trust registered with the New Zealand Companies Office under the Charitable Trusts Act 1957 in July 2017. The purpose of the trust is to provide wellness workshops for those who are in need, so they can grow to be strong, healthy and resilient individuals; to create a safe space for the community where people feel they can be heard and not judged; to have a presence in the community which offers assistance and support stating the message ‘by our people, for our people’.

36. Kilas Style has three part-time volunteers managing the trust and two workers. All are Pacific Islanders.

Lalotoa I Aotearoa Community and Social Services Trust

37. The trust registered with the New Zealand Companies Office under the Charitable Trusts Act 1957 in March 1998 (originally under the name Lalotoa I Aotearoa – Womens Support Group) with the aim of providing social and community services to the wider Manukau community, particularly Pacific, Māori and migrant communities who are economically disadvantaged, marginalised and requiring support. The trust provides:

· services for the cessation of family violence and emergency shelter services for individuals and their families

· services that develop, advocate, educate and promote the cessation of physical, sexual or emotional abuse of children

· services to assist and support youth at risk

· services to assist the elderly to meet their day to day needs in the community

· services to develop and advance through education and advocacy the removal of social, legal, political and attitudinal barriers which limit opportunities to social justice for individuals and their families.

38. The trust has three full-time staff, five part-time staff and three part-time volunteers supporting 1,000+ members of the community. Eighty percent of the users are Pacific Islanders, 10% Indian, 7% Māori and 2% New Zealand European.

39. Lalotoa I Aotearoa is currently occupying offices within Papatoetoe Depot, without any formal agreement.

Mangere Budgeting Service Trust

40. The trust registered with the New Zealand Companies Office under the Charitable Trusts Act 1957 in July 1994 with the purpose of providing free, confidential help and advice to families/whānau and individuals across south Auckland experiencing financial hardship, difficulties managing their dept and other social issues which impact on the household. Their aim to for whānau to become self-empowered to manage their own financial affairs and create brighter futures for their children/tamariki. They also aim to be a positive force and leader in the community – advocating on behalf of individuals and families and raising the issues affecting low income families across Aotearoa.

41. Mangere Budgeting Service employs eight full-time and four part-time staff and have nine part-time volunteers. Forty-four percent of clients are Pacifica, 32% Māori, 11% other, 8% New Zealand European, 4% Indian and 1% Asian.

Papatoetoe Central Main Street Society Incorporated

42. The society registered with the New Zealand Companies Office under the Incorporated Societies Act 1908 in September 1993 with the purpose of being a partner with Auckland Council as a local economic development initiative business improvement district (BID) – a specified commercial area (town centre, industrial area, or a combination of both) designated for a targeted rate, with boundaries agreed by the local board and business association. The BID leads business to business events and networking; business attraction programmes; marketing and promotion, strategic planning; stakeholder and partnership development, advocacy; safety initiatives; and governance on behalf of the local businesses.

43. The society has one full-time and two part-time paid employees, and 11 volunteers. There are 85 members of the business association.

44. Papatoetoe Central Main Street Society currently occupies an office within Papatoetoe Chambers, without any formal agreement. The group has requested that it be allocated two rooms, with a strong preference for the rooms to be adjoining with direct access between the two.

Papatoetoe Historical Society Incorporated

45. The society registered with the New Zealand Companies Office under the Incorporated Societies Act 1908 in November 1995 with the aim to stimulate, foster and encourage research into, and recording of, the history of Papatoetoe and the surrounding area. The society collects, records, and preserves the local history. The society maintains and operates the Papatoetoe Museum.

46. The society has two part-time paid staff and five volunteers. There are 47 members of the society. Eighty-three percent are New Zealand European, 9% other European, 6% Asian, and 2% Pacific Island.

47. Papatoetoe Museum currently occupies space within Papatoetoe Depot. The lease expired in June 2012 and has been rolling over month-by-month.

World Council of Sikh Affairs Incorporated (Indian Wardens)

48. The trust registered with the New Zealand Companies Office under the Incorporated Societies Act 1908 in December 2015. The society is the umbrella organisation for the Papatoetoe Indian Wardens who work in partnership with NZ Police to provide a safe environment for Old Papatoetoe retailers and the wider community. The wardens patrol the local shopping precinct, respond to incidents of anti-social behaviour, report crime to the police, advise council of environmental problems, check security of empty properties, support older and vulnerable people in the area, take part in community activities and work with youth and visit schools and attend community and resident meetings.

49. The group has 30 members with16 part-time and 6 full-time volunteers patrolling Old Papatoetoe. The group is made up of 90% Indian and 10% other ethnicities.

50. The Indian Wardens currently occupy three rooms on the ground floor of the building, with no formal agreement in place.

Tātaritanga me ngā tohutohu

Analysis and advice

Assessment of applications

51. All the applications received were assessed against the criteria contained in the Community Occupancy Guidelines 2012; with the local board requesting one additional criterion - that they wished to lease the spaces within the building to Papatoetoe-based groups.

52. Assessing the ten applications on a 100-point scale the following scores were measured:

Group	Score (out of 100)
Auckland Cambodian Youth and Recreation Trust	65
Babylon Community Development Charitable Trust	54
Hindu Heritage Research Foundation (NZ)	61
Holistic Education Foundation	59
Kilas Style Trust	57
Lalotoa I Aotearoa Community and Social Services Trust	80
Mangere Budgeting Service Trust	75
Papatoetoe Main Street Society Incorporated	78
Papatoetoe Historical Society Incorporated	68
World Council of Sikh Affairs Incorporated (Indian Wardens)	55

Public notification

53. Under the Local Government Act 2002, leases of more than six-months must be publicly notified and the relevant local iwi consulted.

54. Public notification will be by way of an advertisement in the Manukau Courier, on the council website and via other social media outlets. Submitters will have one month to make a submission or objection. If any objections are received that request to be heard the local board will convene a hearings panel to consider and decide on the proposed leases.

Tauākī whakaaweawe āhuarangi

Climate impact statement

55. The proposed new lease falls into the “potential increase” category, as the once mostly vacant building will now attract more activity.

56. Climate change is not expected to have the potential to impact this site, as the flood plain and flood prone areas are restricted to the adjacent roadway (as shown below):

Papatoetoe Chambers, 35 St George Street, Papatoetoe

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

57. The proposed new leases have no identified impacts on the council group. The views of council-controlled organisations were not required for the preparation of the advice in this report.

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

Local impacts and local board views

58. The recommendation within this report falls within the local board’s allocated authority relating to local recreation, sports and community facilities.

59. The assessed applications were considered at the local board workshops of 4 and 11 August and 1 September 2020. The board members in attendance gave their qualified support to the applicant ranked highest in the assessment against the criteria in the Community Occupancy Guidelines 2012.

60. Following direction from the 11 August 2020 board workshop, the below room allocation was made by staff to the applicants:

Applicant	Rooms Requested	Room(s) Offered
Auckland Cambodian Youth and Recreation	8, 8a, 9 or 7 + one other	8, 8a, 9
Babylon Community Development	6	none
Hindu Budget Service	4, 5, 5a	4, 5, 5a
Holistic Education	8, 8a	none
Kilas Style Trust	5, 5a, 6, 7	10, 11
LIA Trust	12, 13, 14	none
Mangere Budgeting Service	1, 2, 3, 4	none
Papatoetoe Central Main Street Society	10, 12, 13	12, 13
Papatoetoe Museum	4, 5, 5a, 6, 7	4, 6, 7, 14
Indian Wardens	1, 2, 3	1, 2

61. The recommendations support the Ōtara-Papatoetoe Local Board Plan 2017 outcomes of revitalising town centres and empowered, inclusive and prosperous communities.

Tauākī whakaaweawe Māori

Māori impact statement

62. Due to the Covid-19 lockdown, the proposed new building has not been reported to the South-Central Mana Whenua Forum, which has not met since February 2020, prior to the closing date for applications. Formal consultation with iwi will take place alongside the public notification of the intended leases.

Ngā ritenga ā-pūtea

Financial implications

63. If leases are not granted for the currently mostly empty building in Old Papatoetoe the building will continue to be unavailable to support groups working in the Papatoetoe area.

64. As there is no significant departure from the approved land use or change in the anticipated activities there are no identified risks in granting the leases.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

65. If leases are not granted for the currently mostly empty building in Old Papatoetoe the building will continue to be unavailable to support groups working in the Papatoetoe area.

66. As there is no significant departure from the approved land use or change in the anticipated activities there are no identified risks in granting the leases.

Ngā koringa ā-muri

Next steps

67. Subject to the local board granting the leases, public advertising and formal iwi engagement on the proposed occupancy agreements will take place.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Building Plan - Papatoetoe Chambers, 35 St George Street, Papatoetoe	61

Ngā kaihaina

Signatories

Author

Jenny Young - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

20 October 2020

Grant of new community leases for 46 Fair Mall, Ōtara

File No.: CP2020/14638

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the preferred tenants for community lease spaces available within 46 Fair Mall, Ōtara and to grant new community leases for the offices available.

Whakarāpopototanga matua

Executive summary

2. During 2019/2020 46 Fair Mall has undergone roof repair/replacement and the community lease spaces within the building are now available for new tenants.

3. Advertising of the property took place in early 2020, just prior to the first Covid-19 lock down. The original closing date of 24 April 2020 was maintained due to the wide advertising undertaken. Site inspection by the applicants were held once the first lockdown was sufficiently lifted.

4. Six groups applied for space within the buildings. One group withdrew their application as the building configuration is not suitable for the delivery of their services. All the applications have been assessed against the criteria in the Community Occupancy Guidelines July 2012 and workshopped with the local board on 4 and 11 August and 1 September 2020.

5. Staff are satisfied the groups meet the standards specified and recommends the leases be granted in accordance with the Auckland Council Community Occupancy Guidelines 2012.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) note the public notification and iwi consultation of Auckland Council’s intention to grant new community leases for the available rooms within 46 Fair Mall, Ōtara.

b) delegate to the Ōtara -Papatoetoe Local Board Chairperson, following public notification, the authority to appoint a hearings panel to consider objections, and to decide.

c) grant under section 138 of the Local Government Act 2002, subject to any objections being resolved, the following new community leases for the rooms (as marked on Attachment A) within 46 Fair Mall, Ōtara on land described as Lot 40 Deposited Plan 55184 contained in Record of Title NA89C/14; on the following terms and conditions:

i) term - five (5) years commencing 1 December 2020 with a single five-(5) year right of renewal, final expiry 30 November 2025.

ii) rent - $1.00 per annum (plus GST), if requested.

iii) an annual operational charge of $25.00 (plus GST) per square meter of space occupied exclusively to the following groups:

Room 1 (12m²) to The Community Builders Trust NZ

Rooms 2 (7.6m²) and 3 (8.5m²) to Mangere Budgeting Service Trust (Ōtara Budgeting)

Room 4 (9.5m²) to Sistema Aotearoa Trust

Rooms 5 (9.9m²) and 6 (area to be confirmed) to Ōtara Health Charitable Trust

Rooms 7 (12m²) and 8 (area to be confirmed) to Ōtara Business Association Incorporated

Room 9 (9.2m²) to be determined.

e) note all other terms and conditions will be in accordance with the Auckland Council Community Occupancy Guidelines 2012 and the Local Government Act 2002.

Horopaki

Context

8. This report considers the leasing of rooms at 46 Fair Mall, Ōtara.

9. The Ōtara-Papatoetoe Local Board is the delegated authority for local recreation, sport, and community facilities, including community leasing, licensing, and landowner matters.

Land and buildings

10. The land at 46 Fair Mall, Ōtara is described as Lot 40 Deposited Plan 55184 contained in Record of Title NA89C/14 is held in fee simple by Auckland Council under the Local Government Act 2002. As such, all tenancies of more than six-months must be publicly advertised and local iwi consulted.

11. The property known as 46 Fair Mall, Ōtara (circa 1970) is made up of a series of single office spaces; together with the Tui Rom (venue for hire space), Ōtara Library, Ōtara Music Arts Centre (OMAC), Fresh Gallery and a small café next to the gallery. The office spaces are available as community tenancies.

12. The offices next to the Tui Room were originally the Ōtara Ward Office of the former Manukau City Council and were reconfigured for community use following the centralisation of the ward office services in the early 2000s.

13. There are a further three community offices next to OMAC (eastern side of Fair Mall). Two of the offices are currently occupied by the Ōtara Business Association.

Lease term and costs

14. This report recommends that the Ōtara-Papatoetoe Local Board grant new leases for the available spaces for an initial term of five-years with a single five-year right of renewal, as outlined in the Community Occupancy Guidelines July 2012.

15. Community outcomes plans will be negotiated with the tenants, to be approved by the local board chairperson, in consultation with local board members, and included as a schedule within each lease document.

16. In accordance with the Auckland Council Community Occupancy Guidelines 2012 the recommended rent is $1.00 plus GST per annum, if requested. All tenants will be charged an annual operational fee of $25 per square meter (plus GST) for the exclusive space occupied. This charge is based on the recovery of the direct costs to council of providing the premises and covers building insurance, a share of the overheads (electricity and water) and maintenance provided by council as set out in the standard lease agreement.

17. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms within the Community Occupancy Guidelines 2012.

Expression of Interest

18. The request for expressions of interest was advertised in the Manukau Courier, the council website, social media platforms, and through staff networks in March/April 2020. Applicants on the Auckland Council community lease interest register were also advised. The facility was open for viewing by interested applicants by appointment. The viewings were delayed by the initial Covid-19 lockdown and took place in June and July 2020.

19. Six community groups applied. The groups are:

i) Mangere Budgeting Service Trust (Ōtara Budgeting Service)

ii) Ōtara Business Association Incorporated

iii) Ōtara Health Charitable Trust

iv) Sistema Aotearoa Trust

v) The Community Builders Trust NZ

vi) Holistic Education Trust (application withdrawn, property not suitable).

20. The five applications were assessed against the following criteria:

· eligibility, open membership/users

· financial stability, accounts, funding, and sustainability

· best fit with the building configuration and size; extent and type of community use, collaborative initiatives

· need for the services provided in the area, services of complementary nature to those already in place

· ability of the group to manage the rooms as community space able to be used by a wider range of people

· alignment of programmes and services with the Ōtara-Papatoetoe Local Board Plan 2017 and the Auckland Plan.

Applicant groups

Mangere Budgeting Service Trust (Ōtara Budgeting Service)

21. The trust registered with the New Zealand Companies Office under the Charitable Trusts Act 1957 in July 1994 with the purpose of providing free, confidential help and advice to families/whānau and individuals across south Auckland experiencing financial hardship, difficulties managing their debt and other social issues which impact on the household. Their aim to for whānau to become self-empowered to manage their own financial affairs and create brighter futures for their children/tamariki. They also aim to be a positive force and leader in the community – advocating on behalf of individuals and families and raising the issues affecting low income families across Aotearoa.

22. The trust has provided budgeting services to the Ōtara community since Ōtara Budgeting Service Incorporated folded in late 2015. Their services are contracted by the Ministry of Social Development and are the only budgeting service available in the Ōtara area.

23. The trust employs eight full-time and four part-time staff and have nine part-time volunteers. Forty-four percent of clients are Pacifica, 32% Māori, 11% other, 8% New Zealand European, 4% Indian and 1% Asian.

24. Mangere Budgeting Service applied for three offices as a base for their Ōtara service.

Ōtara Business Association Incorporated

25. The society registered with the New Zealand Companies Office under the Incorporated Societies Act 1908 in August 1994 and is a partner, with Auckland Council, as a local economic development initiative business improvement district (BID). This is a specified commercial area (town centre, industrial area, or a combination of both) designated for a targeted rate, with boundaries agreed by the local board and business association. The BID leads business to business events and networking; business attraction programmes; marketing and promotion, strategic planning; stakeholder and partnership development, advocacy; safety initiatives; and governance on behalf of the local businesses.

26. The society has three full-time paid employees; 11 part-time and one full-time volunteers. There are 65 members of the business association.

27. The association is a current tenant of Fair Mall, with two rooms used as an office and a monitoring office for the town centre’s CCTV network. Their current lease expired in June 2012 and has been rolling over on a month-by-month basis.

28. Ōtara Business Association applied to remain in their existing two offices on the eastern side of the complex.

Ōtara Health Charitable Trust

29. The trust registered with the New Zealand Companies Office under the Charitable Trusts Act 1957 in August 2010. The purpose of the trust is to provide a wide range of social and community services to the Ōtara community: to break the intergenerational effects of poverty prevalent with the community, and the issues that arise from it; to build a strong family-focused community, improve the health and wellbeing of Ōtara; to represent and serve Ōtara with the values of empowering others, integrity, collaboration, innovation, excellence and manaakitanga.

30. The trust employs 18 full-time and six part-time staff.

31. The trust is a current tenant of Fair Mall, with a suite of 10 rooms, plus a reception area. Their current lease expired in June 2006 and has been rolling over on a month-by-month basis.

32. Ōtara Health applied for their existing leased area plus the five rooms/offices that are next to the Tui Room.

Sistema Aotearoa Trust

33. The trust registered with the New Zealand Companies Office under the Charitable Trusts Act 1957 in January 2016. Its Kaupapa is “The Sound of Social Change: unleashing the potential of tamariki, whānau and communities through orchestral music.” Ensemble musicmaking is used to foster confidence, leadership, educational excellence and aspiration in the young people taking part; and through them promote these values throughout their wider community.

34. The trust has 2.2 full-time and 11 part-time staff; five part-time volunteers and a number of ad hoc parent assistants. There are currently 496 young people taking part in the programmes. Seventy-nine percent are Pacific Island, 17% Māori, 2% NZ European and 1% Asian.

35. The trust currently uses, and is outgrowing, spaces at OMAC.

36. Sistema Aotearoa applied for a total of five rooms next to the Tui Room; to be used as offices for resource preparation, music theory, small group, and catch-up lessons.

The Community Builders Trust NZ

37. The trust registered with the New Zealand Companies Office under the Charitable Trusts Act 1957 in January 2019. The aims of the trust are to strengthen and develop the capacity and capability of local residents from the most disadvantaged communities to become local change-makers, with a particular focus on areas like south Auckland, Far North and Waikato regions.

38. The trust applied for two adjacent rooms to be used for their Ōtara Kai Village community project team as administration/mentoring spaces for those who support the local resident volunteers.

39. The trust has four full-time staff; plus 25 part-time and 12 full-time volunteers.

40. Community Builders have applied for two adjoining rooms next to the Tui Room.

Tātaritanga me ngā tohutohu

Analysis and advice

Assessment of applications

41. All the applications received were assessed against the criteria contained in the Community Occupancy Guidelines 2012; with the local board requesting one additional criterion - that they wished to lease the spaces within the building to Papatoetoe-based groups.

42. Assessing the three applications on a 100-point scale the following scores were measured:

Group	Score (out of 100)
Mangere Budget Service Trust	74
Ōtara Business Association Incorporated	70
Ōtara Health Charitable Trust	70
Sistema Aotearoa Trust	64
The Community Builders Trust NZ	61

Public notification

42. Under the Local Government Act 2002, leases of more than six-months must be publicly notified and the relevant local iwi consulted.

43. Public notification will be by way of an advertisement in the Manukau Courier, on the council website and via other social media outlets. Submitters will have one month to make a submission or objection. If any objections are received that request to be heard, the local board will convene a hearings panel to consider and decide on the proposed leases.

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. The proposed new leases fall into the “potential increase” category, as the once mostly vacant, building will attract more activity.

45. Climate change is expected to have the potential to impact this site, as parts of the building complex sits within flood plain zones (as shown below):

46 Fair Mall, Ōtara

46. The flood map shows the extent of flooding expected around the Auckland region during severe rainfall events. However, areas that are not highlighted may also experience flooding in some circumstances. Flood plains (shaded light blue) show areas predicted to be covered by flood water as a result of a 1-in-100-year rainstorm event by river or surface flooding.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. The proposed new lease has no identified impacts on the council group. The views of council-controlled organisations were not required for the preparation of the advice in this report.

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

Local impacts and local board views

48. The recommendation within this report falls within the local board’s allocated authority relating to local recreation, sports, and community facilities.

49. The assessed applications were considered at the local board workshops of 4 and 11 August. The board members in attendance gave their qualified support to the applicant ranked highest in the assessment against the criteria in the Community Occupancy Guidelines 2012.

50. Following direction from the 11 August 2020 board workshop, the below room offers was made by staff to the applicants:

Applicant	Rooms Requested	Room(s) Offered
Mangere Budgeting Service	2, 3, 4	2, 3
Ōtara Business Association	7, 8	7, 8
Ōtara Health	1, 2, 3, 4, 5, 6	5, 6
Sistema Aotearoa	1, 2, 3, 4, 5	4
The Community Builders	Any two adjacent rooms	1

51. At the follow-up workshop on 1 September 2020 the local board indicated they no longer supported the allocation of office space to Mangere Budgeting Service. No indication was given by the board as to the resulting reallocation of the office spaces available.

52. The recommendations support the Ōtara-Papatoetoe Local Board Plan 2017 outcomes of revitalising town centres and empowered, inclusive and prosperous communities.

Tauākī whakaaweawe Māori

Māori impact statement

53. Due to the Covid-19 lockdown, the proposed new building has not been reported to the South-Central Mana Whenua Forum, which has not met since February 2020, prior to the closing date for applications. Formal consultation with iwi will take place alongside the public notification of the intended leases.

Ngā ritenga ā-pūtea

Financial implications

54. All costs relating to the advertising of the intention to lease and preparation of the lease agreement will be borne by council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. If leases are not granted for the currently mostly empty building in Old Papatoetoe the building will continue to be unavailable to support groups working in the Papatoetoe area.

56. As there is no significant departure from the approved land use or change in the anticipated activities there are no identified risks in granting the leases.

Ngā koringa ā-muri

Next steps

57. Subject to the local board granting the leases, public advertising and formal iwi engagement on the proposed occupancy agreements will take place.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Building Plan - 46 Fair Mall, Otara	71

Ngā kaihaina

Signatories

Author

Jenny Young - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

20 October 2020

Ōtara-Papatoetoe Quick Response Grant Round One 2020/2021, grant allocations

File No.: CP2020/14370

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for the Ōtara-Papatoetoe Quick Response Grant Round One 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Ōtara -Papatoetoe Quick Response Grants, Round One 2020/2021 as provided in Attachment B.

3. The Ōtara-Papatoetoe Local Board adopted the Ōtara-Papatoetoe Grants Programme 2020/2021 on 19 May 2020 (OP/2020/55) as provided in Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

4. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $373,057 for the 2020/2021 financial year.

5. Ōtara-Papatoetoe Local Board and Multi-Board Grant Round One 2020/2021 is complete and a total of $82,517.06 was allocated, leaving an amount of $290,539.94 for the remaining grant rounds.

6. Eleven applications were received for consideration by the Ōtara-Papatoetoe Local Board for the Quick Response Grant Round One 2020/2021 requesting a total of $22,716.92.

Ngā tūtohunga

Recommendation/s

a) That the Ōtara-Papatoetoe Local Board:

agree to fund, part-fund or decline each application in Quick Response Grant Round One 2020/2021, outlined in Table One:

Table One: Ōtara-Papatoetoe Local Board Grant Round One 2020/2021 applications:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2113-101	Akal Foundation	Community	Towards advertising costs of their "Betterment for the community seminars"	$2,000.00	Eligible
QR2113-102	Cook Islands Tag Football Incorporated	Sport and recreation	Towards referee uniforms for the 12-week tag module.	$2,250.00	Eligible
QR2113-103	Joy And Light Charitable Trust	Community	Towards venue hire, a Chromebook, bike helmets, stationery and sports gear costs.	$2,000.00	Eligible
QR2113-104	Woman Care Trust	Community	Towards the costs for a Bollywood dance tutor.	$1,800.00	Eligible
QR2113-107	Life Education Trust Counties Manukau	Community	Towards costs for health kit resources for schools.	$1,906.92	Eligible
QR2113-108	Chanting Wheel Culture Exchange and Buddhist Charitable Organization	Community	Towards writing materials and demonstration costs for the intergeneration Chinese writing programme	$500.00	Eligible
QR2113-109	Communicare CMA Auckland Incorporated	Community	Towards venue hire costs for the Communicare friendship centre in Papatoetoe.	$1,260.00	Eligible
QR2113-110	Brown Pride Incorporated	Sport and recreation	Towards venue hire, a scale and sports equipment costs.	$5,000.00	Eligible
QR2113-111	Rongomai Sports and Community Trust	Community	Towards costs for a Closed Circuit television (CCTV) camera.	$2,000.00	Eligible
QR2113-112	Papatoetoe Athletics Club Incorporated	Sport and recreation	Towards costs of a fridge and flags for the "Papatoetoe Festival Shield Day".	$2,000.00	Eligible
QR2113-113	Pam Fergusson Charitable Trust	Community	Towards facilitator costs for computer science workshops in local schools held in Computer Science and Education Week from 7 December to 11 December 2020.	$2,000.00	Ineligible
Total				$22,716.92

Horopaki

Context

6. 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.

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

8. 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.

9. The Ōtara-Papatoetoe Local Board adopted its grants programme for 2020/2021 on the 19^th of May 2020 (OP/2020/55) and will operate three quick response and two local grant rounds for this financial year. This includes the Ōtara-Papatoetoe Local Board Excellence Awards, which are open all year round (OP/2020/55).

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

Tātaritanga me ngā tohutohu

Analysis and advice

11. Due to the current COVID-19 crisis, staff have also assessed each application according to which alert level the proposed activity is able to proceed.

12. 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

13. 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. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; decreasing use of single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. 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.

15. 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

16. Local boards are responsible for the decision-making and allocation of local board community grants. The Ōtara-Papatoetoe 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.

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

18. A summary of each application received through the Ōtara-Papatoetoe Quick Response Grant Round One 2020/2021 is provided in Attachment B.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

20. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $373,057 for the 2020/2021 financial year.

21. The Ōtara-Papatoetoe Local Board and Multi-Board Grant Round One 2020/2021 is complete and an amount of $82,517.06 was allocated, leaving an amount of $290,539.94 for the remaining grant rounds.

22. Eleven applications were received for consideration by the by the Ōtara-Papatoetoe Local Board for the Quick Response Grant Round One 2020/2021 requesting a total of $22,716.92.

23. Relevant staff from Auckland Council’s Finance Department have been fully involved in the development of all local board work programmes including information in this report and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

25. Following the Ōtara-Papatoetoe Local Board allocation of funding for Quick Response Grants Round One, staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Otara-Papatoetoe Local Board Grants Programme 2020/2021	79
b ⇨	Otara-Papatoetoe Quick Response Grant Round One 2020/2021 grant applications (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Helen Taimarangai - Senior Community Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

20 October 2020

Resource Recovery Network Strategy update

File No.: CP2020/14695

Te take mō te pūrongo

Purpose of the report

1. To provide an opportunity for local boards to give formal feedback on the Resource Recovery Network Strategy update provided as Attachment A.

Whakarāpopototanga matua

Executive summary

2. The Resource Recovery Network Strategy, which was approved in October 2014, is being refreshed. This will respond to the updated Waste Management and Minimisation Plan 2018 and Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan. It will also reflect the current global context including changes to global recycling markets and the impacts of COVID-19.

3. Key features of the strategy refresh include:

· expanding the current strategy from 12 community recycling centres in total to 23 facilities by 2031, including nine additional community recycling centres and two resource recovery parks (capital expenditure to be funded through the central government waste levy)

· seeking additional funding for ongoing operational support for community recycling centres beyond their current five-year contracts to enable continued service provision (to be funded through the waste targeted rate).

4. The aim of the network is to maximise diversion of waste from landfill, contribute to creating a circular economy, achieve wider social and economic benefits and deliver local green jobs. The network helps to drive the aspiration of the Waste Management and Minimisation Plan to achieve a zero waste Auckland by 2040.

5. The Resource Recovery Network of nine community recycling centres has provided 80 local jobs. The network diverted 5,213 tonnes of materials from landfill in 2019/2020.

6. Central government funding has boosted the development of existing sites in the Resource Recovery Network. The revised Resource Recovery Network Strategy will build on this funding and enable greater accessibility for residents and businesses.

7. A number of local boards have provided support for the Resource Recovery Network through the funding of scoping and feasibility studies, assistance with identifying suitable sites and support for local initiatives such as education outreach.

8. Staff presented the key points of the strategy refresh to the Waste Political Advisory Group and local boards in September and October 2020. Formal feedback from local boards will be included in a report to Environment and Climate Change Committee seeking adoption of the updated Resource Recovery Network Strategy in November 2020.

9. Approximately $8.6 million spread over 10 years is proposed to fund new and existing sites. This funding will be sought through the Long-term Plan 2020-2031 process.

10. An additional $28 million for the new resource recovery facilities, spread over ten years, is proposed to be funded through the budget allocated to Auckland Council from the central government waste levy.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) provide feedback on the Resource Recovery Network Strategy update provided as Attachment A of the agenda report

b) note that local board feedback will be included in a report to Environment and Climate Change Committee in November 2020 seeking adoption of the updated Resource Recovery Network Strategy.

Horopaki

Context

11. The Resource Recovery Network is one of the nine priority actions in Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau – Auckland Waste Management and Minimisation Plan 2018.

12. The network was initially identified as a key initiative under the Waste Management and Minimisation Plan 2012 and has been developing across the region since that time.

13. The purpose of the Resource Recovery Network is ‘to maximise the diversion of reusable and recyclable materials from landfill and, in the process, generate multiple environmental, social, cultural and economic benefits for Auckland’. The network helps to drive the aspiration of the plan to achieve a zero waste Auckland by 2040, taking care of people and the environment and turning waste into resources.

14. A 10-year strategy for the Resource Recovery Network was adopted in 2014 (resolution REG/2014/121). This strategy enabled the establishment of 12 community recycling centres across the Auckland region by 2024, funded by a combination of waste levy funding and targeted rates.

15. Community recycling centres provide communities with a ‘one stop shop’ for people to drop off unwanted goods and recyclables. The focus is on reuse, repair, repurposing and upcycling resources, as well as providing low cost retail goods to the community.

Progress of the Resource Recovery Network

16. As of September 2020, nine community recycling centres have been established. These centres are located in Waiuku, Helensville, Henderson, Wellsford, Warkworth, Aotea / Great Barrier, Devonport, Waiheke and Whangaparaoa. Community recycling centres are also under development in Western Springs and Onehunga.

17. Across the nine existing sites, 80 local full-time and part-time jobs have been created. In the 2019/2020 financial year, 5,213 tonnes of materials were diverted from landfill for reuse or recovery.

18. The development of the Resource Recovery Network in Auckland has been further boosted by central government Waste Minimisation Fund and shovel-ready funding, including:

· $2.3 million from the Waste Minimisation Fund was provided to support development of a Community Recycling Centre in Onehunga

· $10.6 million in shovel-ready funding for infrastructure development for the existing Devonport, Waiheke, Helensville, Warkworth, Wellsford and Western Springs community recycling centres as well as the Waitākere Waste Transfer Station/ Resource Recovery Park.

19. The recent central government shovel-ready investment will fast track the improvement of existing community recycling centres through developing fit for purpose infrastructure. It will expand employment by increasing the volume of materials and the number of related activities they can undertake to work towards zero waste.

Strategic context

20. COVID-19 continues to put pressure on international recycling markets, as countries restrict import and export activity through their borders. In addition to this, China implemented its National Sword policy in January 2018, which sets tight contamination limits on imported recyclable materials, including paper and plastics. As a result, global commodity prices for these products have dropped significantly as there is an oversupply to other existing markets.

21. Several strategic changes have occurred since the initial Resource Recovery Network was approved in 2014. These include the adoption of the Long-term Plan 2018-2028, the Waste Management and Minimisation Plan 2018 and Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan 2020.

22. These strategic changes draw focus to the significance of the Resource Recovery Network, which is identified as a priority action in the Waste Management and Minimisation Plan and is also an action in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan. The revised Resource Recovery Network Strategy will also feed into the Long-Term Plan 2021-2031 which is currently being developed for adoption in June 2021.

23. The opportunities for community recycling centres to divert waste from landfill, generate income and create local jobs are expected to increase significantly over the next few years as government policy changes come into effect. These include the increase in the waste levy, a container return scheme currently under consideration by the government, and the 2019 Climate Change response (Zero Carbon) Amendment Act.

24. An overview of the revised strategy was presented to the Waste Political Advisory Group on 1 September 2020. The Waste Political Advisory Group indicated its support for the draft strategy refresh.

Tātaritanga me ngā tohutohu

Analysis and advice

Key features of the refreshed Resource Recovery Network Strategy

25. The refreshed Resource Recovery Network Strategy provides a pathway for futureproofing and scaling up the network. In developing the strategy, the priorities, budgets and method of delivery from the original 2014 strategy have been reassessed.

26. The refreshed strategy focuses on five key areas:

· increasing the number of sites from 12 to 21 community recycling centres to provide more equitable access to all Aucklanders and establishing two commercially focused resource recovery parks, bringing the total number of sites to 23 by 2031

· supporting existing sites and operators to thrive

· strengthening and enabling the network

· developing a fit for purpose operating and governance model

· fostering financial sustainability.

27. Overall, the review has suggested that the strategy approved in 2014 is still valid. Two key changes have been identified that will require additional budget to enable the network to reach its full potential. These key changes are outlined below. Further detail is provided in the draft Resource Recovery Network Strategy update in Attachment A.

Increasing the number of resource recovery facilities

28. One of the key changes in the updated strategy is an increase in the number of sites planned. The original strategy proposed 12 community recycling centres. The updated strategy proposes an expanded network with an additional nine community recycling centres and two resource recovery parks. This will bring the total number of sites up to 23, including:

· 21 community recycling centres that are strategically located across Auckland. They will be connected with their local communities, providing trusted places to take unwanted goods as well as fostering local innovation and resilience.

· two resource recovery parks, which are larger-scale facilities that focus mainly on diverting commercial waste from landfill back into the circular economy, while also accepting and diverting domestic waste. One of these will be the upgrade of Waitākere Transfer Station to a resource recovery park and the second will be in south Auckland.

29. Staff anticipate that an appropriate site will be found in south Auckland for a resource recovery parks. A resource recovery park in the south could provide an opportunity for economic transformation led by Māori or Pacifika businesses, social enterprises and local businesses. Studies have found that recycling results in around 10 times more jobs compared to sending materials to landfill.

30. The location of facilities will be determined by the availability of suitable sites, opportunities for joint ventures or partnerships, local board feedback, location of existing facilities and accessibility for Auckland residents and businesses. Centres will be equitably spread across the region, depending on the availability of appropriate sites.

31. Increasing the number of sites will enable greater accessibility for residents and businesses to maximise diversion from landfill and deliver further local green jobs.

Ongoing operational funding

32. Another key change in the updated strategy is the provision of ongoing operational funding for existing community recycling centres.

33. When the strategy was originally created in 2014, it was expected that the centres would become self-funding by the end of their initial five-year contract period. Revenue would be generated from income from gate fees, the sale of reusable and recyclable materials, and other services that the centres provide.

34. This intention was reflected by a reducing management fee from the council over the course of the centres’ five-year contracts. However, although sites that have come to the end of their contracts have significantly reduced their management fee from the council, they are not in a position to be completely self-funding.

35. This has been caused by a combination of factors, including sites not being developed as quickly as anticipated and the impacts of COVID-19. China’s National Sword restrictions on global recycling have also presented a challenge due to reduced revenue from recycling commodities such as paper, cardboard and plastics.

36. To ensure the on-going viability and impact of the existing sites, an ongoing site management fee from council will be required beyond the initial five years. This will be negotiated on a site by site basis and will be reassessed as the increase in the waste levy and introduction of product stewardship schemes come into force.

37. No additional operational funding is planned for resource recovery parks, which should operate as commercial ventures and be self-funding.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. The expanded Resource Recovery Network is part of Action E6 in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan (manage our resources to deliver a zero waste, circular economy).

39. The Auckland Zero Waste Programme as part of Auckland’s Climate Plan estimates that this programme will reduce emissions by 39,650 tonnes of carbon dioxide equivalents per year by 2030.

40. Resource recovery facilities also provide zero waste learning opportunities which will have impacts on residents’ purchasing decisions, with resulting climate impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. Waste Solutions staff have worked closely with Community Empowerment Unit and The Southern Initiative who have provided support the development of the community recycling centres. The Southern Initiative have also advocated for a resource recovery park in south Auckland as a contribution to the economic transformation for the south.

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

Local impacts and local board views

42. Several local boards have provided support and funding to enable the Resource Recovery Network through their local board work programmes. This has included funding for a range of initiatives from feasibility studies, local capacity building and waste minimisation and learning.

43. Local boards have also provided feedback through the Waste Management and Minimisation Plan 2018 development process. A number of boards supported the establishment of community recycling centres in their area, with Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe and Papakura stating the establishment of a southern community recycling centre should be a priority.

44. Staff will engage with local boards on individual sites in their local areas as new facilities are investigated and developed.

45. Staff attended workshops with local boards between 15 September and 14 October 2020 to present on the key points of the strategy refresh.

46. This report presents the draft Resource Recovery Network Strategy and seeks formal feedback from the local board ahead of Environment and Climate Change Committee adoption of the strategy in November 2020.

Tauākī whakaaweawe Māori

Māori impact statement

47. Mana whenua and matāwaka were engaged in the development of the 2018 Waste Management and Minimisation Plan and identified priority actions for Māori.

48. The draft Resource Recovery Network Strategy aligns to a number of the Māori priorities that were identified, in particular:

· protection of Papatūānuku by keeping waste from landfill

· developing respectful and innovative partnerships for waste minimisation in order to restore the ‘mauri’ of Papatūānuku

· nurturing relationships, looking after people, taonga and taiao

· fostering mutual respect.

49. The council also partners with Para Kore ki Tāmaki – a Māori-developed and implemented programme that integrates mātauranga Māori and zero waste principles and practices to support marae, Māori organisations, Kura Kaupapa Māori and Kōhanga Reo to divert significant quantities of recycling and organic waste from landfill.

50. The draft Resource Recovery Network Strategy was presented to the Infrastructure and Environmental Services Mana Whenua Forum on 11 September 2020, and then at a workshop on 14 September 2020. As a result of the workshop a number of mana whenua identified interest in potential opportunities for engaging with the development of the Resource Recovery Network.

Ngā ritenga ā-pūtea

Financial implications

51. The 2020/2021 net operating cost of the community recycling centres that are currently in operation is approximately $2.6 million per year. An additional budget of approximately $8.6 million spread over 10 years is proposed to fund new and existing sites.

52. Ongoing operational funding will mainly be provided through the solid waste targeted rate. Changes to the strategy will not result in any increase to the waste targeted rate until 2025 in order to maintain budgets during the post COVID-19 recovery and response phase. Any minor increases in operational expenditure over this period will be covered by waste levy funding from central government.

53. No operational expenditure is planned for resource recovery parks, which should operate as commercial ventures and be self-funding.

54. An additional $28 million in capital expenditure is proposed for the new resource recovery facilities, spread over ten years. The new facilities are proposed to be funded through the budget allocated to Auckland Council from the central government waste levy. The waste levy will increase incrementally from its current rate of $10 per tonne to $60 per tonne by 2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55. The key risks and mitigations associated with the revised Resource Recovery Network Strategy are outlined in Table 1.

Table 1: Resource Recovery Network Strategy key risks and mitigations

Risk	Mitigation
Community recycling centres will not be able to become financially viable.	The increase in the waste levy will provide a greater incentive to keep resources out of landfill and increase use (and revenue generation) of community recycling centres. It will also provide increased funding to the council to establish new facilities. The introduction of product stewardship schemes, such as a container return scheme will provide additional revenue for community recycling centres and attract new users of the facilities. Additional operational funding provided as proposed in the refreshed strategy will support the centres until sufficient revenue is generated.
Suitable sites will not be available for the proposed additional nine community recycling centres.	Staff are investigating a wide range of opportunities to secure sites, including new models of ownership and operation. This could include joint ventures or lease arrangements.
There will not be suitable operators to tender for the operation of the community recycling centres.	Staff are undertaking early engagement in areas where community recycling centres are planned to build capacity and link interested groups to existing operators and the national membership body for community recyclers, the Zero Waste Network.

Ngā koringa ā-muri

Next steps

56. Local board feedback will be included in a report to Environment and Climate Change Committee on 12 November 2020 seeking adoption of the updated Resource Recovery Network Strategy.

57. Budgets to deliver the revised strategy will be sought through the Long-term Plan 2020-2031 process.

58. The Resource Recovery Network will continue to develop over the next 10 years, with the Western Springs and Onehunga Community Recycling Centres expected to be operational by the end of 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Resource Recovery Network Strategy	93

Ngā kaihaina

Signatories

Authors

Jenny Chilcott – Senior Waste Planning Specialist

Julie Dickinson – Principal Advisor Waste Planning

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Lesley Jenkins - acting for Louise Mason, General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

20 October 2020

Auckland Tourism, Events and Economic Development six-monthly update to local boards: 1 January to 30 June 2020

File No.: CP2020/14946

Te take mō te pūrongo

Purpose of the report

1. To provide local boards with an update on Auckland Tourism, Events and Economic Development activities in each local board area as well as Auckland Tourism, Events and Economic Development’s regional activities for the period 1 January to 30 June 2020.

Whakarāpopototanga matua

Executive summary

2. To inform the local board about local/regional initiatives and how they are tracking.

3. The role of Auckland Tourism, Events and Economic Development (ATEED) is to support:

· the growth of Auckland’s key internationally competitive sectors

· the provision of quality jobs across Auckland.

4. ATEED has supported multiple local board/regional initiatives that have supported economic development through development of businesses and an increase in events and sustainable tourism growth (including for Māori) across Auckland.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) receive the update from Auckland Tourism, Events and Economic Development for the period 1 January to 30 June 2020.

Horopaki

Context

5. ATEED has two areas of delivery focus:

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

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

6. ATEED works with local boards, the council and other council-controlled organisations (CCOs) to support decision-making on local economic growth and facilitates or coordinates the delivery of local economic development activity. It further ensures that the regional activities it leads and/or delivers fully support local economic growth and employment.

7. Additional information about ATEED’s role and activities can be found at: www.aucklandnz.com/ateed

Tātaritanga me ngā tohutohu

Analysis and advice

8. From 1 January to 30 June 2020, 3726 businesses had been through an ATEED intervention, including 3174 businesses for Economic Development-related programmes and 549 for Destination-related programmes.^{^[4]}

9. The COVID-19 pandemic and subsequent lockdowns have seen a marked increase in demand for business support in both resource and monetary terms, cancellation and postponement of major events and significant fallout incurred by the tourism sector. Figure 1 shows the number of businesses in each local board area who have sought out an ATEED Economic Development and/or Destination intervention.

10. Waitematā Local Board had the highest number of business interventions, while Aotea / Great Barrier Local Board had the lowest. Because Waitematā Local Board includes the region’s CBD, it is unsurprising that it has had the highest number of interventions. The data shows that within a local board area, between 1 per cent and 4 per cent of businesses took part in an ATEED intervention.

11. Most local board areas had higher rates of participation in Economic Development-related programmes compared to Destination-related interventions over the six months. The following local board areas had Destination-related interventions of over 25 per cent:

· Waiheke

· Waitematā

· Rodney

· Māngere-Ōtāhuhu.

12. The businesses in these local board areas have high rates of Auckland Convention Bureau^{^[5]} membership and many benefit from ATEED’s tourism advocacy programme.

Māori businesses

13. Māori businesses are represented in ATEED interventions across all local board areas, with Waitematā Local Board having the highest intervention uptake. This is due to the high number of businesses in the Waitematā Local Board area relative to other local board areas.

Jobseekers in Auckland

14. During the April to June 2020 quarter, New Zealand experienced a rapid increase in the number of people who became recipients of a jobseeker benefit from the Ministry of Social Development. Jobseeker benefit data acts as a proxy for unemployment figures. The number of new recipients of the Jobseeker – Work Ready benefit from April to June 2020 can be compared for each local board area in Figure 3. Please note that the data from the Ministry of Social Development grouped together Waiheke and Aotea / Great Barrier local boards and cannot be separated for the purposes of this graph.

15. Maungakiekie-Tāmaki and Henderson-Massey Local Board areas have the highest numbers of recipients in the second quarter of the year. Aotea / Great Barrier, Waiheke, and Devonport-Takapuna Local Boards reflect the lowest number of recipients in Auckland. The number of recipients generally correlate with socio-economic status and population size.

Economic Development

Locally driven initiatives

Table 1: Locally driven initiatives
Local board	Initiative	Update	Budget
Albert-Eden	Sustainability Kick Start	Business participation: 10 Programme completed: March 2020	$24,000
Franklin	Hunua Trail Plan Implementation	Project reinstated after Covid-19 interruptions in Q4 with expected increase in project activity going into 2020/21.	$80,000
Hibiscus and Bays	Pop-Up Business School	Course delivered: 10-21 February 2020 Registrations: 57	$7500
Māngere-Ōtāhuhu	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$3500
Manurewa	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$2000
Maungakiekie-Tāmaki	Onehunga Sustainability Development Programme	First year of two-year project. First stage focuses on retail/services. Waste audits scheduled for April-June, however continued business participation in programme uncertain due to pandemic.	$20,000
Ōrākei	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$2000
Ōtara-Papatoetoe	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$3000
	Business Sustainability Follow-Up Programme	Programme launched mid-March, however continued business participation in programme uncertain due to pandemic.	$20,000
	Little India Promotion	The promotion part of Visitor Attraction Programme, launched in February. Programme put on hold in March due to the pandemic.	$20,000
Upper Harbour	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$2000
Waitematā	Sustainability Kick Start Programme	Business participation: 10 Programme completed: March 2020	$24,000
Waitematā	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$5000
Whau	Young Enterprise Scheme	Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.	$1000

Supporting local business growth

16. A key programme in supporting the growth of Auckland’s internationally competitive sectors and the provision of quality jobs is central government’s Regional Business Partnership Network. This is delivered by ATEED’s Business and Innovation Advisors, whose role is to connect local businesses to resources, experts and services in innovation, Research and Development, business growth and management.

17. Three thousand and seven businesses participated in this programme from January 1 to June 30, represented below in Figure 4 which also breaks down business uptake per local board area.

18. Demand for business support increased significantly between March and June because of the fallout from the pandemic. To this end, programme coverage for the region ranged from 1 per cent to 2 per cent of all businesses in each local board area. Local boards with the highest coverage in percentage terms were Waitematā (2.1 per cent), Upper Harbour (2 per cent), Maungakiekie-Tāmaki (2 per cent), and Kaipātiki (1.8 per cent).

Other support for new businesses

19. Figure 5 shows the number of Auckland businesses that took part in ATEED’s business innovation clinics per local board area from January to June 2020. Local board areas with the highest number of participants were:

· Albert-Eden

· Kaipātiki

· Manurewa

· Ōrākei

· Waitematā.

20. As businesses refocus their efforts to cope with uncertainties arising from the pandemic, ATEED has reviewed one of its programmes with a decision for it to be discontinued - no workshops took place over the relevant six-month period. The ‘Starting Off Right’ programme gave free support and provided expert advice to new business owners and managers. ATEED is working on an alternative approach to support Auckland business start-ups and entrepreneurs.

Film activity

21. ATEED’s Screen Auckland team issues film permits for filming in public open spaces. This activity supports local businesses and employment, as well as providing a revenue stream to local boards for the use of local parks.

22. Between 1 January and 30 June 2020, a total of 246 film permits^{^[6]} were issued across Auckland. During lockdown, most filming activity ceased, however once the more restrictive alert levels were lifted in May, there was an increase in permits being issued.

23. Although Waitākere Ranges Local Board had the most permits issued (46), Franklin Local Board’s share of the permit revenue was the highest ($9921.74) from its 12 permits. Total revenue for all local boards was $45,342.49.^{^[7]} This information is shown in Figure 6 and Table 2 below.

Table 2: Film permits and revenue
Local Board	Film permits	Revenue
Albert-Eden	15	$2893.92
Aotea / Great Barrier	0	$0.00
Devonport-Takapuna	16	$3756.51
Franklin	12	$9921.74
Henderson-Massey	31	$3147.82
Hibiscus and Bays	18	$4066.08
Howick	3	$460.87
Kaipātiki	5	$1085.21
Māngere-Ōtāhuhu	8	$2452.18
Manurewa	3	$252.18
Maungakiekie-Tāmaki	6	$600.00
Ōrākei	8	$1017.39
Ōtara-Papatoetoe	14	$2782.60
Papakura	0	$0.00
Puketāpapa	4	$973.91
Rodney	26	$2817.39
Upper Harbour	0	$0.00
Waiheke	0	$0.00
Waitākere	46	$4860.87
Waitematā	30	$4210.34
Whau	1	$43.48
Total:	246	$45,342.49

Young Enterprise Scheme

24. The Auckland Chamber of Commerce has delivered the Lion Foundation Young Enterprise Scheme (YES) since January 2018. ATEED plays a strategic role and provides funding for this initiative. Through the programme, students develop creative ideas into businesses, complete with real products and services generating profit (and sometimes losses). During the period, there were 53 schools (1523 students) that completed the programme. This year, the programme took place mostly online.

Table 3: YES Schools
Local Board	Schools involved
Albert-Eden	Auckland Grammar School Diocesan School for Girls Epsom Girls Grammar School Mt Albert Grammar School St Cuthbert's College (Epsom)
Devonport-Takapuna	Rosmini College Takapuna Grammar School Westlake Boys' High School Westlake Girls' High School
Franklin	Onewhero Area School Pukekohe High School Wesley College
Henderson-Massey	Henderson High School Massey High School Waitakere College
Hibiscus and Bays	Kingsway School Whangaparāoa College
Howick	Macleans College Edgewater College Pakuranga College Saint Kentigern College (Pakuranga)
Kaipātiki	Birkenhead College Glenfield College Northcote College
Māngere-Ōtāhuhu	Al-Madinah School De La Salle College King's College Māngere College Southern Cross Campus TKM o Nga Tapuwae
Manurewa	Alfriston College Manurewa High School
Maungakiekie-Tāmaki	One Tree Hill College Onehunga High School
Ōrākei	Baradene College Glendowie College Sacred Heart College (Auckland) Selwyn College
Ōtara-Papatoetoe	Aorere College Ormiston Senior College Papatoetoe High School Sancta Maria College Sir Edmund Hillary Collegiate Senior School
Rodney	Mahurangi College
Upper Harbour	Albany Senior High School Hobsonville Point School (Secondary) Kristin School
Waitematā	Auckland Girls' Grammar School St Mary's College (Ponsonby) Western Springs College
Whau	Auckland International College Avondale College Kelston Girls' College

25. Figure 7 shows the number of schools participating in the Young Enterprise Scheme by local board area.

26. Higher participation in the scheme occurred in the following local board areas:

· Māngere-Ōtāhuhu

· Albert-Eden

· Ōtara-Papatoetoe.

27. This is mainly due to there being a higher number of schools in these areas.

Local jobs and skills hubs

28. The City Centre, Manukau and Northern hubs were all closed during lockdown and were open in June but with limited public-facing services. A reorganisation of the jobs and skills hubs services is underway in response to the impact of COVID-19 on the labour market and the funding received in the central government budget in May this year.

The South and West Auckland Prosperity Project

29. ATEED, the Southern Initiative (TSI) and the Western Initiative (TWI) have been working together on a project that is focused on how we can ensure that the mega economic shock of Covid-19 does not create further disparity and inequity for South and West Auckland, in partnership with Stakeholder Strategies. The presentation of the South and West Prosperity Project has been compiled using Auckland, South and West, Māori and Pacific-specific data, and includes a number of next steps for ATEED, TSI and TWI, and direction for the eco-system to enable prosperity for South and West Auckland.

Destination

Visitor survey insights report

30. The Auckland Domestic Visitor Insights Report was created to inform the Auckland tourism industry about the changing domestic visitor market to assist with improved product development and destination marketing. This report was released in May 2020 for the year up to January 2020. It contains insights that can be used to market regions and local board areas to domestic visitors. Relevant insights are captured below.

31. Central Auckland (Albert-Eden, Maungakiekie-Tāmaki, Puketāpapa, Ōrākei, & Waitematā local boards):

· The majority of domestic visitors surveyed (78 per cent) came to Central Auckland, with an average satisfaction of experienced activities and attraction of 8.2/10. The top three attractions were Queen Street, Sky Tower and downtown waterfront/viaduct area.

· Of the surveyed domestic visitors that came to Auckland Central (year to December 2019), the most popular activities were frequenting a restaurant/café (59 per cent) followed by shopping (55 per cent). Other activities included visiting the casino or participating in gambling (21 per cent) and attending an event, concert or festival (20 per cent).

32. North Auckland (Devonport-Takapuna, Hibiscus and Bays, Kaipātiki, Rodney, and East Upper Harbour local boards):

· Just under half of surveyed domestic visitors (43 per cent) visited North Auckland. Their average satisfaction with experienced activities and attractions was 8.2/10. Of these domestic visitors, the top attraction was Albany (30 per cent), followed by Devonport (27 per cent) and Takapuna (27 per cent). This group also visited Wellsford (17 per cent) and Whangaparaoa Peninsula (13 per cent).

· The most common activity undertaken by surveyed international (39 per cent) and domestic (50 per cent) visitors was visiting a restaurant/café.

33. East Auckland (Franklin (East) and Howick local boards):

· A third of surveyed domestic visitors (32 per cent) visited East Auckland. Average satisfaction with East Auckland’s experienced activities/attractions was 8.2/10. Almost half (46 per cent) of domestic visitors went to Sylvia Park, a quarter (24 per cent) visited Howick and 18 per cent visited Half Moon Bay. In comparison to the international market, domestic visitors called in on the Howick Historical Village (13 per cent) and the Pakuranga Night Markets (11 per cent) in greater numbers.

· Further, surveyed domestic visitors visited art galleries, museums, historic sites (10 per cent) in the region more than surveyed international visitors.

34. South Auckland (Franklin (West), Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe, and Papakura local boards):

· Over half of surveyed domestic visitors (52 per cent) to Auckland visited South Auckland, with the average satisfaction with South Auckland’s activities and attractions being 8.0 out of 10. Over half of surveyed domestic visitors that visited South Auckland visited the Auckland Airport (53 per cent); a third (33 per cent) visited Manukau; and a quarter (26 per cent) visited Rainbow’s End. In comparison to the international market, surveyed domestic visitors visited the Ōtara Market (13 per cent) and Ōtara (10 per cent) in greater numbers.

· Of the visitors that visited South Auckland, the top three activities for surveyed international and domestic visitors was visiting a restaurant or café, shopping and general exploration.

35. West Auckland (Henderson-Massey, West Upper Harbour, Waitākere Ranges, and Whau local boards):

· Over a third of surveyed domestic visitors (35 per cent) to Auckland visited West Auckland. The average satisfaction with West Auckland’s activities and attractions for the international market was 8.2 out of 10. A third of the surveyed domestic visitors who visited West Auckland went to Piha Beach (34 per cent); 20 per cent visited Titirangi; and 19 per cent visited the Avondale Sunday Markets. In comparison to the international market, domestic visitors visited the Kumeu Farmers’ Market (14 per cent) and Parakai Hot Pools (13 per cent) more often.

· Visiting a restaurant or café, shopping and going to the beach were the top three domestic visitor activities.

36. Hauraki Gulf Islands (Aotea / Great Barrier and Waiheke local boards):

· 20 per cent of surveyed domestic visitors to Auckland visited Hauraki Gulf Islands. Average satisfaction with the area’s experienced activities/attractions was 8.5/10 (highest satisfaction rating from the domestic market). The top domestic visitor attraction was Waiheke Island (44 per cent), followed by Rangitoto Island (18 per cent) and Onetangi Bay on Waiheke Island (18 per cent). In comparison to the international market, domestic visitors visited the Kaitoke Hot Springs on Great Barrier Island (12 per cent) and Whittaker’s Musical Museum on Waiheke Island (11 per cent) in greater numbers.

· The top three activities for surveyed domestic visitors was visiting a restaurant (33 per cent), general exploration (24 per cent) and sightseeing (22 per cent). Visiting wineries/breweries was a common activity cited by both international and domestic markets and was unique to the Hauraki Gulf Islands.

Local board destination management and marketing activities

37. During the six months to July 2020, there were a number of tourism-related ATEED interventions in each of the local board areas, including:

· Spring Campaign: Number of businsses promoted and supported through a multi-platform campaign to drive domestic visitation and spend in the spring off-season in Auckland.

· Tourism Advocacy: Number of businesses promoted for example in:

o offshore trade events

o trade shows

o marketing material

o broadcasts

o social media

o specific campaign content.

· Tourism Destination Development/Innovation: Tourism business capability building through coaching and facilitation. This includes one-on-one advice from ATEED Tourism team members for new and existing Auckland businesses.

· Tourism Famils (familiarisation trips for travel agents or media): Number of businesses who benefited from agent famils (ATEED links tourism operators to travel agents which results in bookings being made with the operators) and media famils (ATEED facilitated media files/hosting media to showcase tourism products).

38. Figure 8 below shows the number of Auckland businesses in local board areas (excluding Rodney and Waitematā local boards) involved in an ATEED tourism intervention (January-June 2020). Figure 9 depicts the number of Auckland businesses in the Albert-Eden, Rodney and Waitematā local board areas involved in an ATEED tourism intervention for the same period of time.

39. Waitematā and Rodney Local Boards are excluded from Figure 8 to allow for intervention participation scales of the other local boards to be appreciated without distraction. Instead, Waitematā and Rodney local boards are depicted in Figure 9 and compared to the Albert-Eden Local Board to highlight a much larger uptake of interventions by businesses in the two previously mentioned local board areas.

40. The reason for the difference in scale amongst the identified boards is because Waitematā includes the region’s central business district – it is therefore unsurprising that it maintains the highest number of business interventions.

41. Specific tourism interventions in the period included the Nau Mai multi-media content series in collaboration with New Zealand Media and Entertainment, which saw ambassadors promoting their favourite places in Auckland including where they love to eat, shop and go on ‘staycations’. These stories were aimed at encouraging Aucklanders to experience and explore their own region and targeted and encouraged other regions in the upper North Island to come and visit Auckland. Ambassadors mentioned attractions such as cafés, walks, beaches, parks, venues from the Matakana Farmers’ Market in Rodney Local Board to Castaways Resort on the west coast in Franklin Local Board, Ambury Farm in Māngere-Ōtāhuhu Local Board and Waiheke Island’s Oyster Inn.

42. In March, the ‘Journeys North’ project in collaboration with Northland Inc saw the development of ‘Auckland Journeys’ offering visitors richer and easier journeys in the region to enjoy. Promoted locations included:

· Puhoi to Pakiri in Rodney

· Auckland Airport to Wellsford through Waitākere and Kumeu in the Waitākere Ranges

· Rodney.

43. ‘Famils’ are a means of promoting Auckland to influential international travel sellers, and prior to March hosted guests from the United States. Orewa and Waiheke Island were profiled in Air New Zealand’s in-flight magazine. Two episodes of Emmy award-winning US Travel show Samantha Brown’s Places to Love which focused on marketing Auckland to domestic and overseas viewers aired in January with an advertising spend rate of NZ$2.1 million per episode, and a reach of 700,000+ people per episode. Samantha enjoyed sailing in the Waitematā Harbour, eating and drinking in the city’s centre, hiking with a local Māori guide in the Parnell Domain, and taking a surf lesson at Piha beach.

Examples of separate local board area activities include:

44. Aotea / Great Barrier Local Board – Direct/indirect marketing activity increased in late June/July including:

· Surfer Today articulating the best surf spots in New Zealand featuring the Great Barrier Island.

· Stuff.co.nz published an article detailing the successes of Aotea / Great Barrier Island and other small towns, in terms of recovery from the pandemic.

· New Zealand Herald in an article about the ‘Life on Great Barrier Island: Local remedies led to thriving Māori health business’ and other articles (‘Off the Beaten Track’ and ‘The Best of Great Barrier’) promoting Aotea / Great Barrier Island as a great place for domestic tourists to visit.

· Radio New Zealand interviewed the owner of Great Barrier Island’s ‘The Curragh’ to talk about the upswing in domestic tourism after lockdown.

· ATEED will continue to play a supportive and facilitative role for tourism product development in the region to help raise the profile of Auckland as a destination.

45. Devonport-Takapuna Local Board – Devonport, Takapuna and Milford Business Improvement Districts were supported via the marketing activity of Explore North Shore – a digital site encouraging visitation and activity into the North Shore. Takapuna Beach Business Association received a grant from the local board for providing highly targeted and relevant tactics for businesses impacted by the Hurstmere Road infrastructure upgrade. The grant is endorsed and managed by ATEED.

46. Franklin Local Board – Ongoing support to the East Auckland Tourism Group and the Franklin Tourism Group through regular attendance at board meeting and important events, working with ATEED and leveraging this relationship for mutual benefit across marketing and product opportunities, and working with individual operators on product development for example the continuing development of the Hunua Trail and the Glenbrook Vintage Railway. Additionally, there was a focus on ongoing work with the development of Clevedon as a destination.

47. Howick Local Board – Continued engagement and strategy sessions through the ATEED Tourism Innovation team and South Auckland tourism clusters as well as managing an increased Howick Local Board grant to East Auckland Tourism development.

48. Rodney Local Board – Initiated multi-linked support for Aotea Organics in Rodney, which is one of the oldest organic farms in New Zealand. Multi-linked means that ATEED has a very large suite of products and services it can offer businesses, in this case ATEED was able to establish links and actions for tourism; inclusion in the travel maps, identification of event hosting, and research and development activity.

49. Waiheke Local Board – Collaboration with the Waiheke Island Tourism Group and other key stakeholders on the sustainable future of tourism for the island.

Māori Tourism Development Activity

50. ATEED worked with 45 Māori businesses in the tourism and 23 Māori businesses on the Māori and Iwi Tourism Development programme. Table 4 details the number of Maori tourism businesses by local board area:

Table 4: Māori Tourism businesses
Local board	Māori businesses	Māori and Iwi tourism development businesses
Albert-Eden	4	3
Aotea / Great Barrier	1	1
Henderson-Massey	4	4
Māngere-Ōtāhuhu	5	2
Maungakiekie-Tāmaki	1	1
Orākei	2	1
Rodney	4	3
Waiheke	1	-
Waitākere Ranges	4	1
Waitematā	18	7
Whau	1	-

51. Waitematā Local Board had the most Māori businesses involved in an ATEED tourism intervention, once again, owing to its inclusion of the CBD and being a top tourist destination. Just under half of local boards are not included in this table because no businesses that were involved in an ATEED tourism intervention were identified as Māori.

52. The Māori Tourism Innovation Partnership Programme has been established to enable ATEED to work collaboratively with the tourism industry to support the sustainable growth of tourism within Tāmaki Makaurau The programme aims to grow and strengthen the Auckland visitor economy by supporting iwi, hapū, marae, Māori Trusts, Urban Māori Authorities and Māori Tourism collectives within the region, and to aid the development of new Māori tourism experiences, build capability and business partnerships to meet the diverse needs of international and domestic markets.

Delivered, funded and facilitated events

53. The Tāmaki Herenga Waka Festival occurred on 31 January 2020 celebrating Auckland’s Māori heritage. The event was attended by nearly 6000 people and received media coverage. Overall customer satisfaction with the festival was 90 per cent.

54. To date, event cancellations and postponements due to COVID-19 have resulted in the loss of an estimated 74,179 visitor nights and over $10 million in GDP for the local economy. Cancelled events include the 2020 Auckland Lantern Festival, the 2020 Pasifika Festival and the 2020 Corona Piha Pro Challenger Series event.

55. Diwali and the second year of Elemental are confirmed to join other exciting events for the region in the coming months. Elemental 2020, like its inaugural festival last year, will take place all over the Auckland region. It will feature over 30 free and ticketed events in October. Elemental 2019 was attended by over 147,000 people. Due to uncertainty in the domestic tourism market, it is unlikely that there will be the same attendance for the 2020 festival.

56. Diwali is an annual festival that celebrates traditional and contemporary Indian culture in Aotea Square in the city centre and is set to occur in the last weekend of October this year. Last year’s festival was attended by approximately 65,000 people, up 9 per cent from an estimated 59,990 in 2018. Due to COVID-19, festival attendance is uncertain, but likely to decrease.

57. Figure 10 shows businesses ATEED works with across its major events. Major events stallholders are businesses that were supported through ATEED delivered events. Major Events Investments are those that were supported through ATEED sponsored events. Local boards not included in the graph were not part of such interventions.

Go With Tourism

58. Go with Tourism (GWT) is a jobs-matching platform that targets young people (18-30 years) and encourages them to consider a career in tourism. Since 2019, GWT has been expanded from an ATEED initiative to a national programme.

59. The platform signed up over 550 businesses prior to COVID-19, 149 of those were in Auckland.

60. In response to the pandemic, GWT formed a new ‘Support the Tourism Workforce’ Strategy which aims to help redeploy displaced tourism workers and provide guidance to businesses as they navigate their way through the impacts of the pandemic and, in due course, begin a post-crisis rebuild. Go with Tourism has received over 2200 requests for assistance from employees and businesses, since adopting the new strategy.

61. The industries most represented in the Auckland GWT programme (classified by Australian and New Zealand Standard Industrial Classification codes) are:

· Accommodation and Food Services (60 per cent)

· Arts and Recreation Services (19 per cent)

· Administrative and Support Services (7 per cent)

· Transport, Postal and Warehousing (5 per cent).

62. Because the programme is sector-focused, there is a cluster of businesses in tourism-heavy Waitematā Local Board (central city), and surrounding areas (Albert-Eden, Devonport-Takapuna, and Ōrākei local boards). Local boards not included in the graph did not have any businesses take part in the interventions.

Tauākī whakaaweawe āhuarangi

Climate impact statement

63. ATEED is currently considering how we respond to climate impacts in our projects and programmes. In the interim, ATEED assesses and responds to any impact that our initiatives may have on the climate on a case-by-case basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

64. The proposed recommendation of receipt of this paper by the local board has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required in the preparation of this report.

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

Local impacts and local board views

65. Local board views were not sought for the purposes of this report. However, such views were sought in the development of some of the initiatives as described in this paper.

Tauākī whakaaweawe Māori

Māori impact statement

66. The proposed decision to receive the six-monthly report has no impact on Māori. ATEED assesses and responds to any impact that our initiatives may have on Māori on a case-by-case basis.

Ngā ritenga ā-pūtea

Financial implications

67. The recommendation to receive the report has no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

68. The proposed decision to receive the six-monthly report has no risk. ATEED assesses and manages any risk associated with our initiatives on a case-by-case basis.

Ngā koringa ā-muri

Next steps

69. ATEED will provide the next six-monthly report to the local board in February 2021 which will cover the period 1 July to 31 December 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Stephanie Sole - Strategy & Planning Graduate, ATEED

Authorisers

Quanita Khan - Manager Strategy and Planning, ATEED

Lesley Jenkins - acting for Louise Mason, General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Panuku Auckland Development Ōtara-Papatoetoe Local Board Six-Monthly Report 01 March to 31 August 2020.

File No.: CP2020/14344

Te take mō te pūrongo

Purpose of the report

1. To update the Ōtara-Papatoetoe Local Board on Panuku Development Auckland (Panuku) activities within the local board area and the region for the six months from 01 March to 31 August 2020.

Whakarāpopototanga matua

Executive summary

2. This report is a record of events for the Ōtara-Papatoetoe Local Board area during the stated time period. CCOs are legally required to prepare six-monthly and annual reports containing financial and other information about their performance. By reporting clearly the record of events, this report enables the council, and Panuku, to meet its legislative reporting obligations and also satisfy New Zealand Stock Exchange obligations. No decisions are to be made from this report.

3. The Auckland Plan sets out, among other things, reporting requirements (statutory or otherwise), audit and risk reporting requirements, attendance at council meetings, and the process for buying, managing and selling assets.

4. Panuku collaborates with other CCOs, government and non-governmental organisations as appropriate to obtain positive outcomes for Auckland.

5. Panuku is charged with balancing our obligation to deliver returns for council with ensuring our regeneration projects are good quality, strategic and better for the environment.

6. The activities of Panuku cover four broad areas:

· urban regeneration of particular neighbourhoods, as determined by Auckland Council

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

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

· other property related services such as service property optimisation (such as redevelopment incorporating a service delivery function), strategic property advice, acquisitions and disposals.

7. The Auckland Council Group (‘the council group’) is made up of Auckland Council, and five substantive council-controlled organisations (CCOs) of which Panuku is one. Panuku delivers core activities and plays a major role in achieving the council group’s strategic outcomes for Tāmaki Makaurau. The Governance Manual for Substantive CCOs sets out the council’s expectations for CCOs including Panuku, and the key policies that guide our activities.

8. Panuku has supported Auckland Council throughout its response to COVID-19 and continues to do so.

9. Throughout the alert Level 4 lockdown, our primary focus was to support our tenants and find savings across our organisation.

10. Our capital programme delivery was impacted by the Alert Level 4 lockdown, however, this resumed on the return to Alert Level 3, with only minor delays across our capital programme as a result.

11. Like Auckland Council, Panuku has made savings, with the majority of our people earning over $100,000, our executive leaders and our board taking voluntary salary reductions.

12. To respond to the changing property market and the impacts of the Auckland Council group we confirmed a new organisational structure to deliver our programme.

13. We have supported Auckland Council through the Emergency Budget 2020/2021. Our capital envelope for this financial year will allow us to deliver a credible urban regeneration programme in our neighbourhoods across the region.

14. Panuku currently manages the Transform Manukau and Unlock Old Papatoetoe programmes, which falls within the Ōtara-Papatoetoe Local Board area.

15. Panuku Development Auckland currently manages 22 commercial and residential interests in the Ōtara-Papatoetoe Local Board area.

16. No properties were purchased in the Ōtara-Papatoetoe Local Board area during the six month reporting period.

17. No properties were sold in the Ōtara-Papatoetoe Local Board area during the six-month reporting period.

18. One property in the Ōtara-Papatoetoe Local Board area is currently under review as part of our rationalisation process.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) receive the Panuku Auckland Development Ōtara-Papatoetoe Local Board Six-Monthly Report 01 March to 31 August 2020.

Horopaki

Context

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

20. The Auckland Plan is the roadmap to deliver on Auckland’s vision to be a world-class city, Panuku plays a significant role in achieving the ‘Homes and Places’ and ‘Belonging and Participation’ outcomes.

21. Panuku leads urban redevelopment in Manukau, Onehunga, Wynyard Quarter, Waterfront, Northcote, Avondale, Takapuna, Henderson, Old Papatoetoe, Ormiston, Panmure, Pukekohe, the City Centre and redevelopment of the Haumaru Portfolio.

22. Panuku manages around $3 billion of council’s non-service property portfolio, which is continuously reviewed to find smart ways to generate income for the region, grow the portfolio, or release land or property that can be better used by others. ‘Non-service properties’ are council-owned properties that are not used to deliver council, or CCO, services.

23. As at 31 August 2020, the Panuku-managed non-service property portfolio comprises 1,674 properties, containing 998 leases. This includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres and a large portfolio of residential rental homes.

Tātaritanga me ngā tohutohu

Analysis and advice

24. Panuku is contributing commercial input into approximately 50 region-wide council-driven renewal and housing supply initiatives.

25. Panuku works with partners and stakeholders over the course of a project. It also champions best practice project delivery, to achieve best value outcomes within defined cost, time and quality parameters.

26. Below is a high-level update on activities in the Ōtara-Papatoetoe Local Board area:

Transform Manukau

27. COVID-19 impacts – Auckland Council’s Emergency Budget and the lockdowns have impacted our budget for Manukau (as it has across all of our locations) and we have had to review how we will be delivering our work programme. We have been able to prioritise funding for the Barrowcliffe Bridge project, Wiri playground and a number of smaller capital projects around the centre, designed to be progressed quickly. We are also focusing on the Osterley Way corridor and part of the Puhinui stream.

28. Manukau Sports Bowl – We are now in a position to begin developing the master plan for the Manukau Sports Bowl. Council has confirmed it will be project-leading master planning following endorsement of the project by the Ōtāra-Papatoetoe Local Board, which sits within its local board boundary. We will provide advocacy plus advisory resource to the development of the master plan and cover any costs incurred throughout the planning process. The master plan will identify the long-term development aspirations and will guide future decision making for this 21ha park. This will take place over the next 18 months with a view to staged transformation, supported by Panuku with some re-investment.

29. 20 Barrowcliffe Place – We continue to monitor the delivery of the Kōtuitui Place housing development where the first occupants were due to arrive in March. This was delayed by COVID-19, and residents started moving in from June. A neighbours’ day with attendance from the Prime Minister was scheduled for 29 August, however, this has been deferred due to COVID-19. Panuku’s Programme Steering Group has approved a development agreement amendment for certain apartment buildings to be changed to terraced housing (as the current market conditions make them uneconomical to build). The target number of units is now 300, which exceeds the minimum number of units stated in the development agreement - 275.

30. Barrowcliffe Bridge enhancement project – Significant progress has been made on this project over the last six months:

· In March (before lockdown), detailed design for this project was completed and all consents for this project were lodged.

· In April, approval on the final design was granted by both the Ōtāra-Papatoetoe and Manurewa Local Boards. In addition, several property development and public realm projects continued to progress towards delivery.

· In May, settlement took place on the final land sale required to complete this project.

· In June, Waka Kotahi (NZ Transport Agency) confirmed budget for the high mesh barriers to stop things being thrown onto the motorway below and consents were granted.

· In July, a contractor procurement commenced. A contractor is expected to be appointed by October.

· Throughout this time we have continued discussions with the management of Rainbow's End about a range of immediate matters such as rent relief, the vesting of Section 5 (a road to reduce its ratable area) and on moving a transformer to enable the Barrowcliffe Bridge project. We continue to work with its lawyer on the viability of a lease extension beyond 2034.

31. Te Whakaoratanga I Te Puhinui: Regeneration Strategy – The Regeneration Strategy (planning phase) of Te Whakaoratanga I te Puhinui is due to be complete by November. In the process of co-designing this project the Waiohua Iwi have proposed to create a kawenata (collaboration charter) to ensure long-term collaboration on this important 12km stream restoration project. The kawenata is currently going through review, including legal, to assess its suitability and is being introduced to the various potential signatories, including local boards and the wider council family. Mana whenua are working to establish a time to present the draft kawenata to the local board. In parallel to the strategy, Panuku is working in partnership with Healthy Waters and Kāinga Ora on a series of staged projects along sections of the stream such as the Wiri Playground, Ratavine Reserve and DHB Wetland Walkway.

32. Hayman Park – We have agreed on a way forward with Healthy Waters to upgrade Hayman Park Wetland. Design work is currently underway and is being led by Healthy Waters.

33. DHB Wetland Walkway – The acquisition of the land required for a walkway on the Waitematā District Health Board (DHB) land continues to move through the DHB’s governance processes.

34. The Kitchen Project – This project, which is run out of the Vodafone Events Centre, is progressing well. In May, The Kitchen Project welcomed another cohort of foodie entrepreneurs ready to learn what they need to do to make their business viable and take it to market.

35. Innovating Streets – Funding has been secured for Manukau to be part of Waka Kotahi (NZ Transport Agency)'s Innovating Streets initiative. Innovating Streets projects are designed to fund tactical urbanism and make quick, low-cost improvements and may include the use of pop-ups like street dining and things like road art, planters and street furniture. We will be focusing on making the centre of Manukau safer, more accessible and vibrant. All ideas will be co-designed with the community and will be improved upon in response to feedback from the people who live, work and travel in these areas. We will be delivering this project before 30 June 2021.

36. Car parking strategy – We are continuing to work with AT to finalise the Manukau 'Comprehensive Parking Management Plan' (CPMP). A solution for seven surface car parking sites is a critical issue and needs to be progressed with AT during FY21 for Transform Manukau site sales to continue within their allotted time frames. In July we sent a spreadsheet to AT and asked the team to allocate an AT person and/or consultant to complete the CPMP work-steam for onward approvals, specifically including the 2016 governing body approved car parks.

37. Airport to Botany busway – We have met with AT about its Airport to Botany busway initiative. This project would enable Panuku to facilitate new jobs, new residents and amenity in the centre. We also met with the Project Control Group, sharing the importance of Transform Manukau and the Kāinga Ora-led Wiri development, and the need to integrate land use and transport outcomes into the project. As the alignment cuts between key park-facing development sites and Hayman park, it is critical to address this now. Meetings are scheduled to discuss and investigate this further.

38. Manukau Civic Annex – We are continuing to liaise with council's Corporate Property team and have so far confirmed that the Manukau Library will not be moving across the square to the proposed Civic Annex. The annex itself is also under further review to determine whether Corporate Property’s proof of concept process is feasible. A final direction on whether to progress the sale of Kotuku House is also still being considered.

39. Manukau Institute of Technology (MIT) - TechPark campus - The trades building will be officially opened by MIT in February 2021, where it will be used by 1000 staff and students in Manukau.

Unlock Old Papatoetoe

40. Master planning – In June we commenced our master-planning workstream. As part of this process, we require a Community Needs Assessment and an Open Space and Recreation Assessment which council is undertaking. These are due to be completed by the end of 2020.

41. St George’s Lane – Pre-market sounding with developers has been completed for the St George's Lane site with mixed feedback relating to its location, visibility to the main street and clarity and confidence around the wider transformation plans and its funding of development associated amenities. A board paper seeking to go to market for this site was included on the Panuku June board agenda and approved.

42. The Depot – At the same board meeting, the Panuku board approved the plan to take 91 Cambridge Terrace, also known as The Depot, to market. We now have a developer undertaking due diligence for this site. Once the due diligence phase is complete, in a few months, they will confirm if they seek to proceed with the development in accordance with our design and residential mix outcomes.

43. Stadium Reserve – Engagement with council staff is progressing on the Stadium Reserve area which includes the bowling green, teaching gardens and netball court sites. The site currently has open space zoning with parts of it having potential for residential development at 27 St George St, based on the approvals obtained through Panuku to date.

44. Food Hub – The Food Hub, which operates on the netball court site next to the Allan Brewster Leisure Centre has continued to thrive. This year it launched the Toetoe coffee cart on the supermarket forecourt in partnership with the owner of New World. The Food Hub continues to receive surplus produce from New World regularly, which is then used for affordable meals for the community. We are pipelining this site for future long-term development.

Placemaking

45. Placemaking for Panuku is a process that fosters the creation of vital public spaces; the kind of places where people feel a strong relationship with their communities, a commitment to making things better and the creation of built environments that people can value as special places.

46. In navigating these uncertain times, we continue to assist in building social cohesion and connection to place. With the potential for disruption and delay across development programmes, placemaking will continue building trust and relationships within local communities supporting resilience. We intend to continue delivering smaller more agile initiatives that will build momentum for upcoming Panuku projects. Overall, we are working with a new and innovative approach to enable us to act with flexibility and the ability to pivot and work with rapid change.

47. Our team works closely with local communities, in all their diversity, to learn what is happening in a place, test ideas, show progress, build trust and ensure that regeneration fits with the characteristics of a place. Placemaking has been involved from early on in Manukau and have just begun in Old Papatoetoe to support a place-led process of urban renewal throughout the project.

Placemaking in Manukau

48. Placemaking activities have been postponed in Manukau during this reporting period, due to COVID-19 restrictions. The focus has instead been on continuing relationship building and development.

49. Planned Te Whakaoratanga I te Puhinui Activations - We are planning a public pin-up of the draft strategy on the 21st October in Manukau. The project team will be encouraging partners, stakeholders and the wider community to review and provide feedback on the proposed vision and strategies. This will happen in conjunction with a Steering Group meeting and the Manurewa Local Board will be invited to participate in this process.

50. Container activations - We are continuing with the development of relocated containers including investigating activation ideas and seeking consent for locating the containers. Potential locations include the Plaza, Hayman Park and Wiri Reserve, with a programme set to be confirmed from October 2020 – June 2021.

Placemaking in Old Papatoetoe

51. Placemaking activities have been postponed in Old Papatoetoe during this reporting period, due to COVID-19 restrictions. The focus has instead been on continuing relationship building and development.

Properties managed in the Ōtāra-Papatoetoe Local Board Area

52. Panuku currently manages 18 commercial and four residential interests within the Ōtara-Papatoetoe Local Board area.

Strategic Asset Optimisation

Service Property Optimisation

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

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

55. Using service property optimisation as a redevelopment and funding tool, the local board can maximise efficiencies from service assets while maintaining levels of service through the release of some or all of that property for sale or development.

56. Local boards are allocated decision making for the disposal of local service property and reinvestment of sale proceeds under the service property optimisation approach.

Portfolio review and rationalisation

Overview

57. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets, including the identification of properties from within the council’s portfolio that may be suitable for potential sale and development if appropriate. This contributes towards Auckland Council’s Emergency Budget asset recycling target, as well as outcomes identified in the Long-term Plan, by providing the council with efficient use of capital and prioritisation of funds to achieve its activities and projects.

58. Panuku has a focus on achieving housing and urban regeneration outcomes for properties no longer required for a council service use. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades.

Process

59. Once identified as no longer delivering the council service use for which it was acquired, property is taken through a multi-stage rationalisation process. The agreed process includes engagement with council departments and CCOs, the local board, mana whenua and the relevant ward councillor The Finance and Performance Committee has the delegation to approve recommendations for disposal. Panuku works closely with Auckland Council business units, Auckland Council’s Finance team and Auckland Transport to identify and progress potential surplus properties to help achieve disposal targets.

Acquisitions and disposals

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

61. All land acquisition committee resolutions contain a confidentiality clause due to the commercially sensitive nature of ongoing transactions, and thus cannot be reported on while in process.

Acquisitions

62. Panuku undertakes acquisitions for Auckland Council’s parks team and Healthy Waters under delegation from council’s Chief Executive. Panuku does not unilaterally decide which properties to buy and when, but rather follows a directive to manage the commercial transactions following committee approval to purchase a particular property. A prerequisite of the committee resolution is reporting to the local board.

63. Panuku has purchased one property for open space across Auckland, in Flat Bush between March 2020 and August 2020 at a cost of $3.3 million.

64. No properties have been purchased in the Ōtara-Papatoetoe Local Board area during the reporting period for open space.

Disposals

65. In the current reporting period from March 2020 to August 2020, the Panuku disposals team has entered into four sale and purchase agreements, with an estimated value of $5.4 million of unconditional net sales proceeds.

66. Panuku 2020/21 disposals target is $24 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis.

67. No properties have been sold in the Ōtara-Papatoetoe Local Board area during the reporting period.

Under review

68. Properties currently under review in the Ōtara-Papatoetoe Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body.

Property

Details

11R Birmingham Road, Ōtara

A 2,527m² reserve that was vested upon subdivision with the former Manukau City Council in 1967. It is located in an industrial area used as staff car parking by adjacent businesses. It is a reserve subject to the Reserves Act 1977.
This site is not required as part of the open space network.
The site was included in Schedule A of Auckland Council’s Emergency Budget asset recycling programme. At its 16 July 2020 meeting, the Finance and Performance Committee approved the disposal.
Panuku is undertaking a reserve revocation and plan change process before taking the site to market.

Housing for Older People - Haumaru Housing

69. The council owns 1,452 units located in 63 villages across Auckland, which provide rental housing to low income older people in Auckland.

70. The Housing for Older People (HfOP) project involved Auckland Council partnering with a third-party organisation, The Selwyn Foundation, to deliver social rental housing services for older people across Auckland.

71. The joint venture business, named Haumaru Housing, took over the tenancy, facilities and asset management of the portfolio, under a long-term lease arrangement from 1 July 2017.

72. Haumaru Housing was granted community housing provider (CHP) status in April 2017. Having CHP registration enables Haumaru to access the government’s Income Related Rent Subsidy (IRRS) scheme.

73. Auckland Council has delegated Panuku to lead a new multi-year residential development programme.

74. The following Haumaru Housing villages are located within the Ōtara-Papatoetoe Local Board area:

Village	Address	Number of units
Acacia Court	25 Kolmar Road, Papatoetoe	37
Whitehaven Court	146 Kolmar Road. Papatoetoe	24
Hills Court	14 Hills Road, Ōtara	45
Ōtara Court	163 East Tamaki Road, Ōtara	61

Tauākī whakaaweawe āhuarangi

Climate impact statement

75. The Panuku urban regeneration programmes support the regeneration of existing town centres while also addressing climate mitigation and adaptation.

76. Mitigation of climate change involves reducing the carbon emissions that contribute to climate change. Our neighbourhoods are transport-oriented communities that utilise existing infrastructure and transport links and we seek to make local walking and cycling safe and viable alternatives to the private vehicle. Panuku has also adopted a Homestar-6 minimum standard to ensure we can reduce energy, water and landfill waste. We are working to adopt similar standards for our public realm and commercial developments, whilst also taking guidance from precinct sustainability rating tools like Green Star Communities.

77. Adaptation to climate change involves planning for the changes to our climate and associated impacts that are already happening or are projected to happen, including sea-level rise, hotter temperatures, extreme weather events, flooding and droughts. Climate change is likely to subject the Ōtara-Papatoetoe Local Board Area to hotter temperatures and more frequent flooding and drought. Panuku seeks to future-proof our communities by:

· specifying that infrastructure and developments are designed to cope with warmer temperatures and extreme weather events

· the use of green infrastructure and water sensitive design to increase flood resilience and provide ecological and biodiversity benefits

· the provision of increased shade and shelter for storm events and hotter days

· initiatives to build community resilience.

78. Old Papatoetoe: Sustainability outcomes are being considered in Old Papatoetoe's Programme Business Case, including the social and economic benefits of sustainable procurement and housing choice.

79. Manukau: A strategy is being developed to promote sustainable procurement in Manukau and ensure there is a forward work programme of economic opportunities for local suppliers, He Waka Eke Noa (Maori and Pasifika business group) HWEN-affiliated contractors and those in creative industries. It will also consider the environmental components of projects.

80. Barrowcliffe Bridge is an example of sustainable procurement being applied in Manukau to create real economic opportunities. A tender is currently open that seeks a minimum 25% supplier diversity target for Māori and Pasifika owned businesses to engage in subcontracting work. It also seeks to understand how companies intend to upskill their workforce and their track record engaging with Māori and Pasifika owned subcontractors.

81. Work to continue Barrowcliffe Bridge and Development site. Panuku is progressing with sustainable procurement strategies and will share progress in the next report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

85. Panuku will continue to partner with Māori on opportunities that enhance Māori social and economic wellbeing.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

88. The next six-month update is scheduled for March 2021.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Perin Gerrand - Engagement Coordinator

Authorisers

Hannah Ross - Senior Community Affairs Advisor

Manoj Ragupathy - Local Area Manager

[1] Local Government (Auckland Council) Act 2009, section 15(2)(c).

[2] Local Government (Auckland Council) Act 2009, ss15-16.

[3] Local Government Act 2002, Schedule 7, clause 36D.

[4] Some businesses were involved in an ATEED intervention for both Destination- and Economic Development-related activities, hence the numbers adding to over 3726. Business names must remain confidential for privacy reasons.

[5] Auckland Convention Bureau is responsible for positioning Auckland as a premium business events destination and for sales and marketing activity to grow the value and volume of business events in Auckland.

[6] This does not reflect all filming that takes place in studio, private property or low impact activity that does not require a permit.

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

Chairperson	Lotu Fuli
Deputy Chairperson	Dr Ashraf Choudhary, QSO, JP
Members	Apulu Reece Autagavaia
	Dr Ofa Dewes
	Swanie Nelson
	Ross Robertson, QSO, JP
	Dawn Trenberth

Road reference	Suggested name	Meaning as described by the applicant
ROAD 1	Puia Street (applicant preferred)	Māori word for volcano, geyser, hot spring, eruption. In reference to Auckland’s volcanic fields
	Hōkikitanga Road (alternative 1)	Māori word for headwater, head of a stream. In reference to the nearby stream headwater which flows into the harbour.
	Taratara Road (alternative 2)	Māori word for rough. Describing an area of a golf course.
ROAD 2	Īkara Road (applicant preferred)	Māori word for eagle. Also a term used in golf to describe how many shots it took to get the ball in the hole.
	Āmikumiku Road (alternative 1)	Māori word for a circuit. A circuit or round of golf.
	Taraiwa Road (alternative 2)	Māori word for driver or to drive. The description of the first shot made at each hole symbolizing the start of a journey.

No.	Title	Page
a ⇩	Location Plan for 2 Grange Road	185
b ⇩	Site Plan for 2 Grange Road	187

No.	Title	Page
a ⇩	Feedback: Building for Climate Change: Transforming operational efficiency and reducing whole-of-life embodied carbon	223
b ⇩	Feedback: Reducing the impact of plastic on our environment: Moving away from hard-to-recycle and single-use items	225
c ⇩	Response to the Resource Consent from the Mahitahi Trust	227

No.	Title	Page
a ⇩	Ōtara-Papatoetoe Local Board Workshop Record, 1 September 2020	237
b ⇩	Ōtara-Papatoetoe Local Board Workshop Record, 8 September 2020	239
c ⇩	Ōtara-Papatoetoe Local Board Workshop Record, 22 September 2020	241
d ⇩	Ōtara-Papatoetoe Local Board Workshop Record, 29 September 2020	243

Author	Carol McGarry - Democracy Advisor
Authoriser	Manoj Ragupathy - Local Area Manager

Author	Albert Scott - Local Board Advisor
Authoriser	Manoj Ragupathy - Local Area Manager