Agenda of Māngere-ŌtāhuhuLocal Board

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

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

4 Confirmation of Minutes

That the Māngere-Ōtāhuhu Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 20 April 2022 and the Extraordinary minutes of its meeting, held on Wednesday, 11 May 2022, including the confidential section, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

· The Board wish to acknowledge the passing of Ōtāhuhu RSA President Dave Marshall last month. Our condolences to his family.

7 Petitions

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

8 Deputations

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

8.1 Deputation - Roger Fowler - Māngere East ACCESS Trust

Te take mō te pūrongo

Purpose of the report

1. Roger Fowler from Māngere East ACCESS Trust will be in attendance to propose a combined plan of action to seek a pathway towards the development of a new purpose-built community centre and public transport interchange.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) thank Roger Fowler from Māngere East ACCESS Trust for his attendance and presentation.

8.2 Deputation - Ōtāhuhu Town Hall Committee Board

Te take mō te pūrongo

Purpose of the report

1. Bella Tamotu from Ōtāhuhu Town Hall Committee Board will be in attendance to provide their annual update to the Māngere-Ōtāhuhu Local Board to meet Auckland Council’s reporting requirements.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) thank Bella Tamotu from Ōtāhuhu Town Hall Committee Board for her attendance and presentation.

9 Public Forum

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

9.1 Public Forum - HOPE Trust

Te take mō te pūrongo

Purpose of the report

1. John Kumitau would like to introduce HOPE Trust to the Board, a pacifica organisation that wishes to assist pacifica people in the local board area into home ownership.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) thank John Kumitau from HOPE Trust for his attendance.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Māngere-Ōtāhuhu Local Board

18 May 2022

Local Board Leads and Appointments Report

File No.: CP2022/05042

Te take mō te pūrongo

Purpose of the report

1. To allow the local board members an opportunity to present verbal and written updates on their lead roles, such as relevant actions, appointments and meetings.

2. To make any appointments to vacant positions or update the leads and alternates as required.

Whakarāpopototanga matua

Executive summary

3. Members have an opportunity to update the board on their activities as topic area leads.

4. The table below outlines the current leads and alternates for topic areas of local board business meetings and organisations on which the board is represented through a formal appointment.

5. The board should consider whether appointments are needed to fill the vacancies created by the resignation and departure of the former Chairperson Lemauga Lydia Sosene.

Topic Area	Lead	Alternate
Infrastructure and Environmental Services	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Arts, Community and Events (including libraries)	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Parks, Sport and Recreation and Community Facilities	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Local planning, housing, and heritage – includes responding to resource consent applications on behalf of board	Lemauga Lydia Sosene	1^st Togiatolu Walter Togiamua 2^nd Harry Fatu Toleafoa
Transport	Makalita Kolo	Lemauga Lydia Sosene
Economic development	Harry Fatu Toleafoa	1^st Christine O’Brien 2^nd Lemauga Lydia Sosene
Youth, Children, Seniors and Uniquely Abled	Harry Fatu Toleafoa	1^st Papaliitele Lafulafu Peo 2^nd Christine O’Brien
Landowner Consents (excluding filming)	Lemauga Lydia Sosene	Tauanu’u Nanai Nick Bakulich
Landowner Consents Filming	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Events (receive staff notifications of areas that may involve reputational, financial, performance or political risk)	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Liquor Licences Hearings	Tauanu’u Nanai Nick Bakulich	Lemauga Lydia Sosene
Resource Consent (proceed as a non-notified, limited notified or fully notified application)	Lemauga Lydia Sosene	Tauanu’u Nanai Nick Bakulich
Resource Consents (notified hearings)	Lemauga Lydia Sosene	Tauanu’u Nanai Nick Bakulich
Area Plan Working Group	MOLB All board members OPLB Apulu Reece Autagavaia, Dawn Trenberth
LGNZ (Local Government New Zealand	Chairperson	Deputy Chairperson

Organisation / Initiative	Lead	Alternate
Community Impact Forum for Kohuora Corrections Facility	Makalita Kolo
Mangere Bridge BID	Lemauga Lydia Sosene
Mangere Town Centre BID	Makalita Kolo
Mangere East Village BID	Tauanu’u Nanai Nick Bakulich
Otahuhu Business Association	Christine O’Brien
South Harbour Business Association BID	Harry Fatu Toleafoa
Auckland Airport Community Trust for Aircraft Noise Community Consultative Group	Tauanu’u Nanai Nick Bakulich
Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee	Togiatolu Walter Togiamua
Ambury Park Centre	Papaliitele Lafulafu Peo	Christine O’Brien
Mangere Mountain Education Trust	Lemauga Lydia Sosene	Togiatolu Walter Togiamua
Tamaki Estuary Environmental Forum	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Maori input into local board decision-making political steering group	Togiatolu Walter Togiamua	Lemauga Lydia Sosene
Ōtāhuhu Portage Project Steering Group	Lemauga Lydia Sosene	Togiatolu Walter Togiamua
The Southern Initiative (TSI) Steering Group	Lemauga Lydia Sosene	Togiatolu Walter Togiamua
Otahuhu Town Hall Community Centre Incorporated Society	Makalita Kolo	Harry Fatu Toleafoa

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the verbal and written reports from local board members

b) appoint members to fill any of the vacancies to leads or alternates created by the resignation of the former Chairperson Lemauga Lydia Sosene.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Jacqueline Robinson - Democracy Advisor
Authoriser	Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 May 2022

Māngere-Ōtāhuhu Local Board Member Vacancy

File No.: CP2022/04516

Te take mō te pūrongo

Purpose of the report

1. For the Māngere-Ōtāhuhu Local Board to respond to the vacancy of a local board member.

Whakarāpopototanga matua

Executive summary

2. On 11 April 2022, Māngere-Ōtāhuhu Local Board Chairperson Lemauga Lydia Sosene provided the Chief Executive of Auckland Council with her resignation from the Māngere-Ōtāhuhu Local Board which will take effect from 1 May 2022. As a result, a vacancy on the Māngere-Ōtāhuhu Local Board exists.

3. According to Section 117(3) of the Local Electoral Act 2001, on receiving notice under subsection (2) the local board must, at its next meeting (other than an extraordinary meeting) or, if that is not practicable, at its next subsequent meeting (other than an extraordinary meeting), determine by resolution that either (a) that the vacancy will be filled by the appointment by the local board of a person named in the resolution who is qualified to be elected as a member; or (b) that the vacancy is not to be filled.

4. The Māngere-Ōtāhuhu Local Board must therefore decide at this business meeting, unless it is not practicable, to resolve to appoint someone to the position or determine to leave the position vacant.

5. A person is eligible to be nominated if they are over 18 years of age, a New Zealand citizen, and on the electoral roll. The board may take other criteria into consideration.

6. If, under section 117(3)(b) the board resolves at this business meeting not to fill the vacancy, it must immediately give public notice of its decision.

7. If under section 117(3) the board resolves to appoint to the vacancy it must immediately give public notice of its decision and its selection process. The board confirms the appointment at its next business meeting on 18 May 2022 and the appointed member will make their statutory declaration.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) resolve to not fill the vacancy created on the Māngere-Ōtāhuhu Local Board by Lemauga Lydia Sosene’s resignation from the board on 1 May 2022, pursuant to section 117(3) of the Local Electoral Act

b) resolve to appoint a nominated person to fill the vacancy until the next triennial election, which takes place on 8 October 2022, pursuant to section 117(3) of the Local Electoral Act, and that the nominated person be sworn in as a member at the local board’s business meeting on 18 May 2022

i) note that the board has selected the nominated person because they meet the criteria to be appointed

ii) resolve that the outcome of the appointment be publicly advertised

iii) note that the appointment will be confirmed at the next business meeting of the board in June 2022 after the appointment has been publicly advertised.

Horopaki

Context

8. On 11 April 2022, Māngere-Ōtāhuhu Local Board Chairperson Lemauga Lydia Sosene provided the Chief Executive of Auckland Council with a letter of resignation from the Māngere-Ōtāhuhu Local Board, which takes effect 1 May 2022.

9. As the resignation has taken place within the 12-month period prior to the next local body election, which is on 8 October 2022, the local board has discretion about what it will do.

The two options available to the board are:

i) not to fill the vacancy and run one member short until the next election in October 2022

ii) appoint an eligible person to fill the vacancy. There is no requirement or convention that indicates the board must appoint the highest polling, or any candidate from a previous election.

Tātaritanga me ngā tohutohu

Analysis and advice

10. Following the formal notification of the vacancy on the Māngere-Ōtāhuhu Local Board to the Chief Executive on 11 April 2022, section 117(3) of the Local Electoral Act applies. The Māngere-Ōtāhuhu Local Board must at the next meeting (other than an extraordinary meeting), or next subsequent meeting, determine by resolution either:

(a) that the vacancy is filled by an appointment by the local board of a person named in the resolution who is qualified to be elected, or

(b) that the vacancy is not to be filled.

11. The process commences at the time the board decides on the preferred option.

12. If it is agreed not to fill the vacancy the only action required is to pass a resolution to this effect.

13. If the Māngere-Ōtāhuhu Local Board decides to appoint an eligible person, then criteria apply.

14. The criteria for eligibility for serving as an elected representative on a local board are provided in legislation that:

i) applicants must be:

a. Over eighteen years of age

b. A New Zealand citizen

c. On the electoral roll

ii) additionally, no member of the Governing Body may also be a member of a local board

iii) if a person is an un-discharged bankrupt, they must disclose this fact to the Chief Executive (Auckland Council’s Code of Conduct).

15. The board may wish to consider other criteria, for example:

· experience of community leadership within the Māngere-Ōtāhuhu Local Board area

· an empathy with the cultural diversity of the Māngere-Ōtāhuhu Local Board area

· has operated in a governance role

· experience or knowledge of local government

· is an excellent communicator

· has an ability to evaluate and interpret information.

16. If the board decides to appoint to the vacant position this appointment will be confirmed at the next scheduled business meeting on the 15 June 2022.

17. The new local board member will be provided and taken through an induction programme by the local board services team to provide them with the capability and understanding of the role. The level and detail of this programme will be dependent on the appointed members knowledge and experience in local government and local boards.

18. It is anticipated that a new local board member would require at least 2-3 months to be brought up to speed on the governance role and work programme of the local board. Local board members are able to access more specific and detailed training opportunities throughout their tenure.

19. On confirmation of the appointment at the board’s June business meeting, there will be two remaining business meetings until the 2022 elections. It is also noted that within two months of the appointment, nominations will open on the 5 July for the 8 October 2022 triennium elections.

20. It is recommended that the local board consider the timing of the vacancy in the electoral cycle as part of its decision.

21. Proposed timeline:

18 May 2022 Board meets at scheduled ordinary meeting to make a decision. Resolution made to appoint or leave vacant, under section 117(3) of Local Electoral Act.

18 May 2022 If no appointment is made, the resolution will be publicised.

18 May 2022 If appointment is made, candidate(s) informed of the board’s decision.

18 May 2022 If appointment is made a public notice will be provided via the next available publication of local newspapers and minutes, providing the resolution and the process and/or criteria by which the person named in the resolution was selected for appointment.

15 June 2022 If appointment is made the appointment will be confirmed at the next scheduled business meeting; the new member will make their Statutory Declaration. Section 118 (2) of the Local Electoral Act provides that the person appointed is for all purposes to be treated as having been elected to fill the vacancy on the date at which the appointment is confirmed. Term of office does not start until there has been a resolution confirming the appointment.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. The short-term change to one elected member’s position would not significantly impact on the status quo of the Māngere-Ōtāhuhu Local Board.

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

Local impacts and local board views

23. The recommendations contained within this report fall within the local boards legislative responsibilities to respond to an elected member vacancy on the local board.

Tauākī whakaaweawe Māori

Māori impact statement

24. The provision to fill the vacancy by appointment provides the board with an opportunity to increase Māori representation on the board.

Ngā ritenga ā-pūtea

Financial implications

25. There are no financial implications of this decision as it falls within existing operational and governance budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. The local board would be at risk of not meeting its legislative obligations if it fails to make a decision on this matter.

Ngā koringa ā-muri

Next steps

27. Subsequent to the decision, Local Board Services will operationalise and manage next steps.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Jacqueline Robinson - Democracy Advisor
Authoriser	Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 May 2022

Māngere-Ōtāhuhu Local and Multi-Board Round Two 2021/2022 grant allocations

File No.: CP2022/03930

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for Māngere-Ōtāhuhu Local and Multi-Board Grants Round Two 2021/2022.

Whakarāpopototanga matua

Executive summary

2. The Māngere-Ōtāhuhu Local Board adopted the Māngere-Ōtāhuhu Local Grants Programme 2021/2022 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the board.

3. This report presents applications received in the Māngere-Ōtāhuhu Local Board Grants Round Two 2021/2022 (Attachment B) and Multi-Board Grants Round Two 2021/2022 (Attachment C).

4. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $164,693.00 for the 2021/2022 financial year. A total of $56,112.68 was allocated to Local Grant Round One, $10,107.78 to Multi-Board Round One, $19,994.00 to Quick-Response Round One, and $12,320.00 to Quick-Response Round Two. This leaves a total of $66,158.54 to spend..

5. Twenty-four applications were received for Māngere-Ōtāhuhu Local Board Grants Round Two, requesting $249,976.40. Nineteen applications were received for Multi-Board Grants Round Two 2021/2022, requesting $83,980.77.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) agree to fund, part-fund, or decline each application in the Māngere-Ōtāhuhu Local Board Grants Round Two 2021/2022, listed in the following table:

Application ID	Organisation	Requesting funding for	Amount requested
LG2209-201	Favona Primary School	Towards the purchase and installation of water tank in Favona School (June 2022)	$2,000.00
LG2209-202	Graeme Dingle Foundation Auckland	Towards wages of two Kiwi Can Leaders in Sutton Park School (June 2022 - July 2022)	$6,000.00
LG2209-203	Tom Malo under the umbrella of Mangere Baptist Church	Towards venue hire, fitness equipment, and marketing for Tom's Pacific Family Exercise Group at Māngere Baptist Church between June 2022 and May 2023	$6,000.00
LG2209-204	Bridge Park Tennis Club Incorporated	Towards the purchase and instalment of court lights at Bridge Park Tennis Club (November 2022 - February 2023)	$56,054.10
LG2209-205	Community Cat Coalition Inc.	Towards veterinary clinics partner for the cost of de-sexing 100 community cats in Māngere-Ōtāhuhu (June 2022 - March 2023)	$7,000.00
LG2209-207	Jenna Jacobsen Toeono under the umbrella of I AM Mangere	Towards funding for raw building materials and paint to repair and create a mural at the alleyway in McKinstry Avenue (June 2022 - July 2022)	$9,006.80
LG2209-209	The Period Place	Towards reusable and disposable period products to be donated to impact partners in Māngere-Otāhuhu (June 2022 - May 2023)	$10,000.00
LG2209-210	Waterlea School	Towards architectural fees to build outdoor shaded area at Waterlea School (July 2022 - December 2022)	$28,900.00
LG2209-212	Muslim Focus Charitable Trust	Towards cultural activities, fuel cost, food, gift items, hall hire, and gift vouchers to single mothers in Auckland (June 2022 - August 2022	$2,000.00
LG2209-213	Otahuhu Badminton Club Incorporated	Towards junior badminton coaching fees at the Otahuhu Badminton Club (July 2022 - September 2023)	$7,952.45
LG2209-214	YMCA North Incorporated	Towards programme and volunteer costs to run Māngere Raise Up Crew at Māngere Town Centre (June 2022 - December 2022)	$10,000.00
LG2209-215	Youthline Auckland Charitable Trust	Towards counselling training costs at Youthline from June 2022 to March 2023	$5,000.00
LG2209-216	Te Whakaora Tangata	Towards coordinator and programme facilitator wages to run 'family restoration course' programme in Weymouth (June 2022 - August 2022).	$5,000.00
LG2209-220	YSAR Trust (Youth Search and Rescue)	Towards venue costs to run 'youth search and rescue' training sessions in three locations (February 2023 - December 2023)	$5,000.00
LG2209-221	Panacea Arts Charitable Trust t/a Mapura Studios	Towards costs of singing sessions and venue hire of Otahuhu Town Hall Community Centre (June 2022 - February 2023)	$2,600.00
LG2209-223	Mangere College	Towards accommodation, transport, food, and activities in Coromandel Peninsula (November 2022 - December 2022)	$7,000.00
LG2209-225	New Zealand Council of Victim Support Groups - Counties Manukau West	Towards a contribution to the victim support’s volunteer programme in Māngere-Otāhuhu (July 2022 - June 2023)	$7,500.00
LG2209-226	Mangere Otahuhu Netball Centre	Towards prizegiving trophies at the end of the season in Mangere Otahuhu Netball Centre (August 2022)	$2,690.30
LG2209-227	Sanskriti School of Passion	Towards advertising costs and art materials to run 'Art in the Park and Dance with Nature' sessions in Bogurst Park Favona (July 2022 - July 2023)	$3,000.00
LG2209-229	Saletaulua Keresoma	Towards sports equipment and venue hire for prizegiving in Otahuhu (July 2022 - September 2022)	$1,000.00
LG2209-232	Auckland King Tides Initiative under the umbrella of The Institution of Professional Engineers New Zealand Inc	Towards CoastSnap device in Mangere Bridge coastline (June 2022 - December 2022)	$10,000.00
LG2209-234	Mangere Centre Park Sports Association (Inc)	Towards flooring and security lighting at Mangere Centre Park (July 2022)	$46,718.75
LG2209-239	Action Education Incorporated	Towards cost to run twenty spoken word workshops at Mangere College (June 2022 - May 2023)	$5,000.00
LG2209-240	Massive Company Trust	Towards venue hire and technician costs to run Emerging Artist Production 2022 at Mangere Arts Centre (July 2022 - August 2022)	$4,554.00

Total			$249,976.40

b) agree to fund, part fund, or decline each application in the Māngere-Ōtāhuhu Multi-Board Grants Round Two 2021/2022, listed in the following table:

Application ID		Organisation	Requesting funding for	Amount requested
MB2022-201		Fix Up, Look Sharp	Towards leasing costs in East Tamaki from June 2022 until April 2023.	$3,000.00
MB2022-202		Re-Creators Charitable Trust	Towards free or subsidised classes of Community Upcycling DIY Workshops in various locations in Auckland (June 2022 - March 2023)	$4,363.00
MB2022-203		Howick Pakuranga Youth Academy	Towards gym equipment and purchase of van in Pakuranga Heights.	$2,000.00
MB2022-204		The Auckland Association Incorporated	Towards ongoing operating expenses for facilitating softball leagues and tournaments in the Auckland Region from July 2022 to December 2022.	$6,000.00
MB2022-210		LifeKidz Trust	Towards sensory/play equipment and support worker wages.	$2,500.00
MB2022-212		David Riley	Towards four bilingual Pacific superhero children's books and audiobooks from June 2022 to September 2022	$3,000.00
MB2022-219		Young Workers Resource Centre	Towards education coordinator wages and mileage from June 2022 - March 2023	$2,000.00
MB2022-220		Bellyful New Zealand Trust	Towards meal production, volunteer support, and delivery costs in Auckland (June 2022 - December 2023)	$2,000.00
MB2022-221		Kiwi Harvest Ltd	Towards the operating costs of the food rescue project in Highbrook from June 2022 to June 2023.	$6,000.00
MB2022-224		Training and Budget Services Incorporated	Towards office lease expenses in their Papatoetoe office for three months (June 2022 - August 2022)	$4,100.00
MB2022-232		Garden to Table Trust	Towards the salary, mileage and home office costs of three regional coordinators of the "Garden to Table Food Education Programme"	$5,000.00
MB2022-234		Fiji Girmit Foundation	Towards the Girmit musical festival and Girmit seniors’ recognition event in Mangere.	$2,000.00
MB2022-236		Big Buddy Mentoring Trust	Towards operational costs (such as wages, rent, transport, equipment) to recruit volunteer mentors for young boys with no father in their lives in Auckland (September 2022 - September 2023)	$10,000.00
MB2022-237		Pet Refuge New Zealand Charitable Trust	Towards administration costs for the Pet Refuge shelter in Rosedale Auckland (June 2022 - December 2022)	$2,000.00
MB2022-239		The Operating Theatre Trust t/a Tim Bray Theatre Company	Towards Gift a Seat funding for 2,700 children to attend The Whale Rider in their local area for free (September 2022 - December 2022)	$9,131.50
MB2022-241	Crescendo Trust of Aotearoa		Towards programme costs to deliver Mahi Waiata (The Gig) at Crescendo Studio in August 2022 (June 2022 - May 2023)		$5,886.27
MB2022-248	KidsCan Charitable Trust		Towards items to deliver the KidsCan programme in schools and early childhood centres in Auckland (June 2022 - December 2022)		$10,000.00
MB2022-255	Habitat for Humanity Northern Region Limited		Towards healthy homes interventions and winter warmer essentials from June 2022 to August 2022.		$2,000.00
MB2022-257	PHAB Association (Auckland) Incorporated		Towards youth worker wages, external facilitation, project coordination and administration costs		$3,000.00

Total					$83,980.77

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 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.

8. The Māngere-Ōtāhuhu Local Board adopted the Māngere-Ōtāhuhu Local Grants Programme 2021/2022 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the board.

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

Tātaritanga me ngā tohutohu

Analysis and advice

10. 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.

Tauākī whakaaweawe āhuarangi

Climate impact statement

11. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action.

12. 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.

13. Examples of projects include local food production and food waste reduction, increasing access to single-occupancy transport options, home energy efficiency and community renewable energy generation, local tree planting and streamside revegetation, and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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 Māngere-Ōtāhuhu Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

17. Staff will provide feedback to unsuccessful grant applicants about why they have been declined.

18. A summary of each application received through 2021/2022 Māngere-Ōtāhuhu Local and Multi-Board Grants Round Two is provided in Attachments B and C.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

20. The Māngere-Ōtāhuhu Local Board adopted the Māngere-Ōtāhuhu Local Grants Programme 2021/2022 as presented in Attachment A. The document sets application guidelines for contestable community grants submitted to the board.

21. This report presents applications received in the Māngere-Ōtāhuhu Local Board Grants Round Two 2021/2022 (Attachment B) and Multi-Board Grants Round Two 2021/2022 (Attachment C).

22. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $164,693.00 for the 2021/2022 financial year. A total of $56,112.68 was allocated to Local Grant Round One, $10,107.78 to Multi-Board Round One, $19,994.00 to Quick-Response Round One, and $12,320.00 to Quick-Response Round Two. This leaves a total of $66,158.54 to spend..

23. Twenty-four applications were received for Māngere-Ōtāhuhu Local Board Grants Round Two, requesting $249,976.40. Nineteen applications were received for Multi-Board Grants Round Two 2021/2022, requesting $83,980.77.

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 board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

25. Following the Māngere-Ōtāhuhu Local Board allocating funding towards 2021/2022 Māngere-Ōtāhuhu Local and Multi-Board Grants Round Two, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Māngere-Otāhuhu Local Board Grants Programme 2021/2022	29
b	2021/2022 Māngere-Otāhuhu Local Grants, Round Two Application Summary (Under Separate Cover)
c	2021/2022 Multi-board Local Grants Round Two Application Summary (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Rikka Barbosa - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 May 2022

Endorsing Business Improvement District (BID) targeted rate grants for 2022/2023

File No.: CP2022/00322

Te take mō te pūrongo

Purpose of the report

1. To recommend to the Governing Body the setting of the targeted rates for the Māngere Town Centre, South Harbour, Māngere East Village, Māngere Bridge and Ōtāhuhu Business Improvement District (BID) programmes for the 2022/2023 financial year.

Whakarāpopototanga matua

Executive summary

2. Business Improvement Districts (BIDs) are rohe within Tāmaki Makaurau, where local business and property owners have agreed to work together to improve their business environment, encourage resilience and attract new businesses and customers.

3. Auckland Council supports business associations operating BID programmes, including Māngere Town Centre, South Harbour, Māngere East Village, Māngere Bridge and Ōtāhuhu business associations, by collecting a targeted rate from commercial properties within a defined geographic area. The funds from the targeted rates collected are then provided by way of a BID target rate grant to the relevant business association.

4. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BID programmes. One of these is to annually recommend BID targeted rate grants to the Governing Body.

5. Each business association operating a BID programme sets the BID targeted rate grant amount at its Annual General Meeting (AGM) when members vote to approve an operational budget for the following financial year. This budget funds the implementation of a business plan that delivers programmes based on each association’s BID strategic priorities.

6. Māngere Town Centre Business Association members approved a BID grant sum of $299,196 for 2022/2023. This figure is a 5% increase from the current financial year ($14,247) of 5%.

7. South Harbour Business Association members approved the sum of $87,425, an increase of 7.5% ($6,101) from the current financial year.

8. Māngere East Village Business Association members approved $6,100. This figure is unchanged from the current financial year.

9. Ōtāhuhu Business Association members approved $696,150, an increase of $33,150 (5%) from the current financial year.

10. Māngere Bridge Business Association members approved a BID sum grant of $31,500, which is an increase from the current financial year of $1,500 or 5%.

11. The business associations operating BID programmes are incorporated societies that are independent of the council. However, to sustain public trust and confidence in the council, there needs to be a balance between the independence of the business association and the accountability for monies collected by a public sector organisation.

12. For the council to be confident that the funds provided to the BID-operating business associations are being used appropriately, the council requires the BIDs to comply with the Business Improvement District (BID) Policy (2016) (Kaupapa Here ā-Rohe Whakapiki Pakihi), known as the BID Policy.

13. The council staff regularly monitor compliance with the BID Policy and this report is part of an active risk management programme to minimise inappropriate use of funds.

14. Staff are satisfied the Māngere Town Centre, South Harbour, Māngere East Village, Māngere Bridge and Ōtāhuhu business associations sufficiently comply with the BID Policy.

15. Staff propose the Māngere-Ōtāhuhu Local Board receives this report and recommends to the Governing Body the striking (setting) of the BID targeted rate sought by Māngere Town Centre, South Harbour, Māngere East Village, Māngere Bridge and Ōtāhuhu business associations as part of the council’s Annual Budget 2022/2023 decision-making.

16. After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2022. This enables Māngere Town Centre, South Harbour, Māngere East Village, Māngere Bridge and Ōtāhuhu business associations to implement programmes that contribute to Outcome 1: A confident and sustainable local economy, thereby supporting the aspirations of the Māngere-Ōtāhuhu Local Board Plan 2020.

17. Māngere-Ōtāhuhu’s BID programmes, managed by the BID-operating business associations, will continue to play an important role in supporting their members facing local and global challenges. A BID programme can support local businesses to mitigate some of the flow-on effects from the COVID 19 lockdowns through business resilience and recovery initiatives. A BID programme can also facilitate opportunities that address the climate change emergency, with a focus on sustainability.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) recommend to the Governing Body the setting of the targeted rates for inclusion in the Annual Budget 2022/2023 for the following Business Improvement District (BID) programmes:

i) $299,196 for Māngere Town Centre Business Association

ii) $87,425 for South Harbour Business Association

iii) $6,100 for Māngere East Village Business Association

iv) $31,500 for Māngere Bridge Business Association

v) $696,150 for Ōtāhuhu Business Association.

Horopaki

Context

BID programmes promote economic well-being and collaboration with the council

18. Tāmaki Makaurau is projected to include approximately 660,000 (SOURCE: Auckland Council Growth Model 2021-2051 (“i11v6”) more people in the next 30 years. This level of population growth presents challenges and opportunities for Auckland town centres and commercial precincts.

19. Business Improvement Districts (BIDs) are rohe within Auckland where local business and property owners have agreed to work together, with support from the council, to improve their business environment, promote innovation and attract new businesses and customers.

20. BID programmes provide the opportunity for the council group to partner with business associations to seize on the opportunities from Auckland’s growth.

21. BID programmes encourage collaboration to achieve greater local outcomes. They provide a mechanism to enable local boards to engage with the business sector in local town centres and business areas in a coordinated way.

BID programmes provide essential support in building business resilience and aiding economic recovery

22. The economy continues to be impacted by the flow-on effects from the COVID-19 pandemic and related lockdowns, affecting both retail-based town centres and commercial precincts.

23. BID-operating business associations provide the local business leadership required to help their members to mitigate some of the economic effects of the pandemic through business resilience and recovery initiatives.

BID programmes are funded by a targeted rate on business ratepayers within a set area

24. BID programmes are funded by a targeted rate applied to all business rated properties within a designated area around a town centre or business precinct.

25. Auckland Council supports business associations operating BID programmes by collecting the targeted rates and providing these funds, in their entirety, by way of a BID targeted rate grant to the relevant business association.

26. This revenue is paid to the business association every quarter to provide a regular and sustainable income stream to implement an agreed work programme.

27. Auckland Council, under the BID Policy (2022), has the right to review the use of targeted rate funds of any BID programme. A review of Mangere Town Centre BID is about to commence. The review is focused on checking that the BID has sufficient information contained in their reporting regarding the various income streams they receive from Auckland Council.

The BID Policy is the mechanism to ensure accountability for BID targeted rate grants

28. Auckland Council’s Business Improvement District (BID) Policy (2016) (Kupapa Here ā-Rohe Whakapiki Pakihi) ensures accountability for BID targeted rate funding and encourages good governance and programme management.

29. The policy outlines the principles behind the council’s BID programme; creates the process for establishing, expanding, amalgamating, and disestablishing BID programmes; determines rating mechanisms; prescribes operating standards and guidelines; and sets accountability requirements.

Diagram A: From calculation to approval, how the BID targeted rate is set.

Diagram

Description automatically generated

The business association sets the BID grant amount to deliver its work programme

30. BID-operating business associations are provided with a rate modelling spreadsheet to help with their budget decision-making. The spreadsheet models any proposed changes to their current BID targeted rate grant amount and, most importantly, how that influences the BID targeted rate for everyone who will pay it. When considering a change to the BID grant amount, the association’s board must consider what the local business and property owners can afford.

31. Each BID-operating business association prepares an annual business plan for the following financial year that will deliver programmes based on their strategic priorities and financial parameters.

32. The cost of implementing that business plan is set out in an annual budget that the association’s board (governing committee) agrees will be recommended for approval by the business association membership.

33. The AGM provides the forum where members vote to approve the operational budget and, in doing so, set the requisite BID grant amount for the following financial year.

Local boards are responsible for recommending the targeted rate if a BID complies with the BID Policy

34. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BID programmes. One of these is to annually recommend BID targeted rates to the Governing Body. The local board should recommend the setting of the targeted rate if it is satisfied that the BID is substantially complying with the BID Policy.

35. The review of Mangere Town Centre BID will be completed by 30 June 2022. Council officers will update the local board when the review has been completed.

36. This compliance report confirms that all business associations operating BID programmes, including Māngere Town Centre, South Harbour, Māngere East Village, Māngere Bridge and Ōtāhuhu business associations are currently compliant with the BID Policy (2016) for the year ending 30 June 2021.

37. The Māngere-Ōtāhuhu Local Board approved a similar recommendation for the BID programme last year (resolution number MO/2020/61), as did 17 other local boards that have BID programmes operating in their rohe.

The Governing Body sets the targeted rate when it approves the Annual Budget

38. The recommendation in this report is put into effect, with the Governing Body’s approval of the Annual Budget 2021/2022, its striking (setting) of the targeted rates.

39. In accordance with the provisions of the Local Government Act 2002 and the Local Government (Rating) Act 2002, the Governing Body is authorised to make the final decisions on what BID programme targeted rates, if any, to set in any particular year or property (in terms of the amount and the geographic area to be rated).

Tātaritanga me ngā tohutohu

Analysis and advice

40. BID programmes are operated by independent business associations, and their programmes and services are provided according to their members’ stated priorities. In recognition of their independent status, the BID Policy does not prescribe standards for programme effectiveness. That is a matter for business association members to determine. Staff, therefore, cannot base recommendations on these factors, but only on the policy’s express requirements.

Māngere Town Centre, South Harbour, Māngere East Village, Māngere Bridge and Ōtāhuhu business associations complies with the BID Policy

41. Staff are satisfied that Māngere Town Centre, South Harbour, Māngere East Village, Māngere Bridge and Ōtāhuhu business associations have sufficiently met the requirements of the BID Policy.

42. Staff require BID-operating business associations to provide to the council the following documents, and stay in touch with their local board at least once a year:

· current strategic plan – evidence of achievable medium- to long-term opportunities

· audited accounts – assurance that the BID-operating business association is managing its members’ BID targeted rate funds responsibly

· annual report on the year just completed – evidence that programmes are addressing priority issues that benefit BID targeted ratepayers

· business plan for the coming year – detailed one-year programme, based on the strategic plan, to be resourced and achieved

· indicative budget for the following year – Auckland Council’s Annual Budget requires targeted rates to be identified a year in advance to inform the Annual Budget process which sets all rates

· board charter – establishes guidelines for effective board governance and positive relationships between the association and its members

· Annual Accountability Agreement – certification that these requirements have been met

· Programme Agreement – a good faith agreement between each BID-operating business association and the council that sets basic parameters of the council-business association relationship

· AGM minutes – the provisional minutes of each business association’s 2021 AGM meetings which contain the resolution, voted on by members, confirming the BID grant amount for the 2022/2023 financial year.

43. In addition, BID-operating business associations are required to inform the council staff of progress with other compliance requirements, including:

· Incorporated Society registration – a current registration of the business association along with all required documents up to date

· resolving problems or issues, if any – problems or issues that have an impact on the governance or operation of the BID programme.

44. The BID Policy sets an annual compliance deadline of 10 March for the information to be forwarded to the council, as summarised in the table below.

Table 1: Business association’s compliance with the BID Policy as of 10 March 2022

Requirement Financial Year 2020/2021				Mangere Bridge
Strategic Plan	2017-2022 new plan to be completed	2019-2023	2019-2024	2016-2023	Under review
Audited financials			Audit not undertaken YE 2020 or 2021	Audit not undertaken YE 2022 – not required
Annual Report
Business Plan
Indicative budget
Board Charter
Annual Accountability Agreement
Annual meeting w/ local board	6 April 2022	6 April 2022	6 April 2022	5 May 2022	6 April 2022
Programme Agreement	2018 no expiry date	June 2022	2018 no expiry date	Nov 2022	Nov 2022
Incorporated society registration
2021 AGM minutes (provisional)
Resolving problems or issues	Nothing to record	Nothing to record	Financial sustainability risk ongoing.	Financial sustainability risk ongoing.	Nothing to report

45. As Māngere Town Centre, South Harbour, Māngere East Village, Māngere Bridge and Ōtāhuhu business associations have sufficiently complied with the BID Policy, staff advise the local board to recommend to the Governing Body the setting of the targeted rate.

Māngere Town Centre, South Harbour, Ōtāhuhu and Māngere Bridge business associations increase their BID targeted rate grant amounts for 2022/2023 whilst Māngere East Village retains the same amount as the current year

46. As shown in Table 2 below:

· Māngere Town Centre’s BID target rate for 2022/2023 - $299,196 - is increased from the current financial year

· South Harbour’s BID target rate for 2022/2023 - $87,425 - is increased from the current financial year

· Māngere East Village’s BID target rate for 2022/2023 - $6,100 – is unchanged from the current financial year

· Ōtāhuhu Business Association’s BID target rate for 2022/2023 - $696,150 -is increased from the current financial year

· Māngere Bridge Business Association’s BID target rate for 2022/2023 - $31,500 – is increased from the current financial year.

Table 2: BID targeted rates comparison: 2022/2023 c.f. 2021/2022

BID

2022/2023

2021/2022

Increase / %

$299,196

$284,949

+14,247 (5%)

LAST INCREASED: 2021

$87,425

$81,324

+$6,101 (7.5%)

LAST INCREASED: 2021

$6,100

$6,100

Nil

LAST INCREASED: PRE 2010

A plant in a pot

Description automatically generated with medium confidence

$31,500

$30,000

+ $1,500 (5%)

LAST INCREASED: 2021

$696,150

$663,000

+$33,150 (5%)

LAST INCREASED: 2021

A regional perspective

47. Of Tāmaki Makaurau’s 50 BID-operating business associations, 26 increased their targeted rates for 2021/2022 with the percentage increase ranging from between 1.6% to 10%.

Tauākī whakaaweawe āhuarangi

Climate impact statement

48. Through targeted rate-funded advocacy and activities, BID-operating business associations, promote and often facilitate environmental sustainability programmes.

49. From running carbon-reducing ‘shop local’ campaigns to promoting online channels and championing waste reduction and recovery programmes, there are many examples of BID programmes leading the local business sector’s response to the climate change emergency.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50. Advocacy is a key service provided by business associations and those with BID programme-funded personnel are at an advantage. BID-operating business associations ensure the views and ambitions of their members are provided to elected representatives and council teams, including CCOs, on those policies, plans, programmes and projects that impact them.

51. The BID-operating business associations work with Auckland Unlimited (AU) on economic development initiatives, events and sustainability programmes.

52. The BID-operating business associations also work constructively with both Panuku and Auckland Transport on proposals and projects.

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

Local impacts and local board views

53. The local board’s views are most frequently expressed by its appointed representative on the board of each BID-operating business association. This liaison board member (or alternates) can attend BID board meetings to ensure there is a direct link between the council and the operation of the BID programme.

Visions, plans aligned

54. The BID-operating business associations and local board share an interest in the local rohe and are ambitious for its future and its people. They also share goals that include economic prosperity, community identity, placemaking and pride.

55. Māngere-Ōtāhuhu Local Board BID programmes tangibly support the vision and aspirations of the Māngere-Ōtāhuhu Local Board Plan 2020, best expressed in Outcome 1: A confident and sustainable local economy.

Local rohe, local benefit, local funding

56. Recommending that the Governing Body sets the targeted rates for Māngere Town Centre, South Harbour, Māngere East Village, Māngere Bridge and Ōtāhuhu business associations means that the BID programme will continue to be funded from targeted rates on commercial properties within their respective current rohe. They will provide services in accordance with their members’ priorities as stated in their strategic plan.

57. Māngere-Ōtāhuhu Local Board is among several local boards which provides additional funding to local business associations, however accountability for any grants is set by funding agreements between the local board and each business association. Those contractual obligations are separate from the requirements of the BID Policy and are not covered in this report.

Tauākī whakaaweawe Māori

Māori impact statement

58. Māori make up more than 16.4% of the population living in the Māngere-Ōtāhuhu Local Board area, compared to 11.5% of Auckland (SOURCE: 2018 CENSUS). Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their rohe.

Ngā ritenga ā-pūtea

Financial implications

59. There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from commercial ratepayers in their district and used by the business association for improvements within that rohe. The council’s financial role is to collect the BID targeted rates and pass them directly to the association every quarter.

60. The targeted rate is payable by the owners of the commercial properties within the geographic area of the individual BID programmes. In practice, this cost is often passed on to the business owners who occupy these properties.

61. If the Governing Body agrees with the BID targeted rates proposed by the local boards, the cost of grants will be met from the existing operational budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

62. There are no direct financial risks to the local board or the council that could result from this recommendation to endorse the BID targeted rates for these business associations.

63. To sustain public trust and confidence in the council, there needs to be a balance between the independence of the BID-operating business associations and the accountability for monies collected by a public sector organisation.

64. The rules and obligations of the BID Policy are intended to help minimise the potential for business associations to misuse BID targeted rate funds by requiring each BID to plan for their intended use, report on its activities to its members and to have its accounts audited.

65. The council staff regularly monitor compliance with the BID Policy and this report is part of an active risk management programme to minimise inappropriate use of funds.

66. Economic disruption created by the flow-on effects of COVID-19 lockdowns will continue to be felt in Auckland’s town centres and business precincts. The BID programme is an internationally proven approach to engage and empower local businesses.

Ngā koringa ā-muri

Next steps

67. If the local board supports the recommendation in this report, it will recommend to the Governing Body that the BID targeted rates be set as part of the Annual Budget 2022/2023.

68. After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2022 to the Māngere Town Centre, South Harbour, Māngere East Village, Māngere Bridge and Ōtāhuhu Business Associations. This enables each BID to implement programmes that improve their local business environment and support businesses as they recover from the flow-on effects from the COVID 19 lockdowns and help address the climate change emergency through sustainability initiatives.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Gill Plume - BID Senior Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 May 2022

Play Service Assessment Findings

File No.: CP2022/05298

Te take mō te pūrongo

Purpose of the report

1. To approve the findings of the Māngere-Ōtāhuhu Local Board playspace service assessment.

Whakarāpopototanga matua

Executive summary

2. In October 2021, the local board adopted the Māngere-Ōtāhuhu Local Board Play Assessment (resolution MO/2021/141) which identifies play outcomes for each of the local board’s thirty-six playspaces and supports investment prioritisation.

3. The play assessment findings identified playspaces at the following parks as priorities for investment and improvement:

· Te Ara Tāwhana/Moyle Park

· Vickers Park

· Kāmaka Park.

4. At an August 2021 workshop, the local board provided support for Community Parks to develop a service assessment to inform play outcomes for the priority playgrounds based on the findings of the adopted Play Network Gap Analysis.

5. The service assessment included mana whenua engagement and community consultation which identified strong support for the recommended play service outcomes and also identified additional service outcomes to inform playspace concept plan preparation (see Table 1 below).

6. It is recommended that the local board approves the play outcomes identified in Table 1 to inform Community Facilities led concept plan development for each playspace as part of their FY2022/2023 work programme.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) approve the service outcomes to inform the Community Facilities concept plan preparation for playgrounds at the following parks:

i) Te Ara Tāwhana / Moyle Park

A) support for the play outcomes

B) exciting and challenging play experiences with a point of difference

C) broader range of age groups

D) youth provision

E) accessible play (universal design principles)

F) nature play

G) resilient/vandal-proof construction

H) walking/exercise (circular pathway development)

I) connecting with nature

J) shaded seating/picnic areas

K) accessible toilets and drinking fountains

ii) Vickers Park

A) support for the play outcomes

B) play provision for a wide range of age groups

C) shelter and shaded seating

D) vandal proof construction

E) highly accessible play and supporting facilities

F) safety – visibility and prevention of vehicle access to park

G) tree planting to improve shade (Urban Ngahere Strategy)

H) potential land swap opportunity with Kāinga Ora to improve the safety and function of the reserve

iii) Kāmaka Park

A) support for the play outcomes

B) large play items (slides, swings, towers)

C) wheeled play (learn to ride, scooter, trike)

D) accessible play items

E) shaded gathering and seating

F) accessible pathway

Horopaki

Context

7. In FY2020/2021 the local board adopted the Māngere-Ōtāhuhu 2021 Play Assessment to help guide investment priorities and create a play network that delivers excitement and challenge for all ages and abilities.

8. The adopted Play Assessment identifies play outcomes for each of the local board’s thirty-six playspaces. The outcomes guide the redevelopment of existing playspaces to fill identified network gaps and improve play provision at a local level while contributing to improvements to the network as a whole.

9. The board approved the recommendation to improve the following playspaces over time:

· Ngā Hau Māngere/Māngere Centre Park

· Walter Massey Park (Hain Road)

· Harania/Mary’s Foreshore.

10. To improve play provision in the short-term, the board provided support to produce a playspace service assessment, prepared in consultation with mana whenua and the local community to help guide the renewal of the following priority playspaces:

· Te Ara Tāwhana/Moyle Park

· Vickers Park

· Kāmaka Park.

Tātaritanga me ngā tohutohu

Analysis and advice

11. At an August 2021 workshop the local board supported the scope of a service assessment, prepared in consultation with mana whenua and the local community to help guide the renewal of the priority playspaces. The service assessment scope was informed by the findings of the adopted Māngere-Ōtāhuhu 2021 Play Assessment which identified outcomes for each playspace shown in Table 1 below.

Consultation and engagement process

12. The following consultation and engagement process was applied to gain mana whenua and the community’s feedback on the play service outcomes:

· November/December 2021 – round one mana whenua engagement through Parks, Sports & Recreation Mana Whenua Forum and included additional individual sessions with Te Ākitai Waiohua.

· February/March 2022 - Community Consultation through Have Your Say resulting in over 50 responses.

· March 2022 – Round two mana whenua engagement to provide oversight of the results of the community and stakeholder consultation and finalise feedback.

Summary of consultation and engagement results

13. The outcomes identified in the adopted Play Assessment were used to engage mana whenua and the community who provided strong support for the recommendations.

14. The consultation and engagement process resulted in over 50 responses and more than four hours of mana whenua hui engagement on themes and outcomes summarised in Table 1 below.

Park	Play outcomes (Identified in the Play Network Gap Analysis)	Mana Whenua and community consultation feedback
Te Ara Tāwhana / Moyle Park	· provide a suburb level playspace · play for zero – 12 years · jumping and spinning experiences · accessible play for children with a range of abilities · wheeled play and learn to ride (trikes, bikes and scooters) · sheltered gathering space · accessible seating and pathway networks.	· support for the play outcomes · exciting and challenging play experiences with a point of difference · broader range of age groups · youth provision · accessible play (universal design principles) · nature play · resilient/vandal-proof construction · walking/exercise (circular pathway development) · connecting with nature · shaded seating/picnic areas · accessible toilets and drinking fountains.
Vickers Park	· provide a neighbourhood scale playspace · play for zero to 12 years · accessible play for children with a range of abilities · crawling, rocking, spinning, swinging and climbing experiences · sheltered seating and gathering space.	· support for the play outcomes · play provision for a wide range of age groups · shelter and shaded seating · vandal proof construction · highly accessible play and supporting facilities · safety – visibility and prevention of vehicle access to park · tree planting to improve shade (Urban Ngahere Strategy) · potential land swap opportunity with Kāinga Ora to improve the safety and function of the reserve.
Kāmaka Park	· provide a neighbourhood level playspace · play for zero to 12 years · crawling, rocking, spinning, swinging, sliding and climbing experiences · accessible play for a range of abilities · sheltered seating and gathering space · accessible pathway network.	· support for the play outcomes · large play items (slides, swings, towers) · wheeled play (learn to ride, scooter, trike) · accessible play items · shaded gathering and seating · accessible pathway.

Park

Play outcomes

(Identified in the Play Network Gap Analysis)

Mana Whenua and community consultation feedback

Te Ara Tāwhana / Moyle Park

· provide a suburb level playspace

· play for zero – 12 years

· jumping and spinning experiences

· accessible play for children with a range of abilities

· wheeled play and learn to ride (trikes, bikes and scooters)

· sheltered gathering space

· accessible seating and pathway networks.

· support for the play outcomes

· exciting and challenging play experiences with a point of difference

· broader range of age groups

· youth provision

· accessible play (universal design principles)

· nature play

· resilient/vandal-proof construction

· walking/exercise (circular pathway development)

· connecting with nature

· shaded seating/picnic areas

· accessible toilets and drinking fountains.

Vickers Park

· provide a neighbourhood scale playspace

· play for zero to 12 years

· accessible play for children with a range of abilities

· crawling, rocking, spinning, swinging and climbing experiences

· sheltered seating and gathering space.

· support for the play outcomes

· play provision for a wide range of age groups

· shelter and shaded seating

· vandal proof construction

· highly accessible play and supporting facilities

· safety – visibility and prevention of vehicle access to park

· tree planting to improve shade (Urban Ngahere Strategy)

· potential land swap opportunity with Kāinga Ora to improve the safety and function of the reserve.

Kāmaka Park

· provide a neighbourhood level playspace

· play for zero to 12 years

· crawling, rocking, spinning, swinging, sliding and climbing experiences

· accessible play for a range of abilities

· sheltered seating and gathering space

· accessible pathway network.

· support for the play outcomes

· large play items (slides, swings, towers)

· wheeled play (learn to ride, scooter, trike)

· accessible play items

· shaded gathering and seating

· accessible pathway.

Table 1: Summary of Play outcomes, mana whenua and community feedback

15. Mana whenua also provided the following network-level advice:

· provide valuable play provision for girls and youth

· gathering and social youth spaces

· whanau friendly spaces (all age groups)

· high-value play items that provide a point of difference for each neighbourhood

· construct playspaces from resilient vandal-proof material

· develop pathway networks that link with Auckland Transport cycling corridors

· develop all-weather circular pathway networks to activate the park and provide for scooters, trikes, prams, wheelchairs and encourage exercise

· Te reo education signage – linked to Te Kete Rukuruku Programme

· engage Kāinga Ora regarding land swap opportunities to improve the safety and developability of local parks including Vickers Park

· provide recreational facilities that will meet the needs of population growth

· avoid the use of astroturf and unnecessary impermeable surfacing where possible.

Tauākī whakaaweawe āhuarangi

Climate impact statement

16. There is scope to reduce the impact of climate change through the delivery of the report findings by using sustainable construction material and practices. The selection of locally sourced, hard-wearing material will help reduce carbon production and extend the working life of the asset while offering resistance against vandals and wilful damage.

17. Investing in playgrounds that are located in densely populated residential catchments and that have good public transport, plus active transport connections will help reduce carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The local board and Community Facilities have provided feedback on the Play Network Gap Analysis adopted in 2019 which informed the service outcomes identified in Table 1.

19. The play outcomes identified in Table 1 will be used by Community Facilities to assist in the planning and delivery of renewed playspaces to improve play provision and fill identified network gaps. The local board may, at its discretion, provide LDI capital expenditure (capex) at times to address gaps in provision through a top-up of the renewal budget.

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

Local impacts and local board views

20. The local board provided feedback on the service assessment scope during a workshop in August 2021 and support for the assessment findings at an April 2022 workshop. Additionally, the board requested that suburb level playspaces consider the inclusion of drinking fountains at suburb level playgrounds which includes Te Ara Tāwhana / Moyle Park.

21. Approval of the outcomes identified in Table 1 will support the delivery of the following Local Board Plan 2020 aspiration; Our children and young people grow and succeed.

Tauākī whakaaweawe Māori

Māori impact statement

22. Parks and reserves are taonga and hold significant importance to mana whenua. Developing a network of playgrounds that provide for all ages and abilities will positively benefit the health and wellbeing of mana whenua and the wider community through increased recreation provision.

23. Through a series of hui, mana whenua provided detailed advice to inform the play service assessment outcomes at a local and network level. Mana whenua will provide further support on the next phase of the playspace redevelopment programme managed by Community Facilities.

24. Partnering with mana whenua through the play service assessment process has enabled delivery of the following outcome identified in the Schedule of Issues of Significance 2021 – 2025 document: ‘Māori cultural values, history and heritage are reflected within the built environment through design, architecture and the inclusion of uniquely Māori design principles in public space’.

Ngā ritenga ā-pūtea

Financial implications

25. Capital budgets are significantly reduced due to the pandemic and in some cases development projects will be pushed out to future years. This could impact the rate at which play network improvements are delivered.

26. The approved Community Facilities three-year work programme identifies the following indicative funding for each of the priority playspaces:

Park	2022/2023	2023/2024	2024/2025
Te Ara Tāwhana / Moyle Park	$0	$50,000	$355,000
Vickers	$0	$50,000	$167,306
Kāmaka Park	$0	$50,000	$310,000

Table 2: Community Facilities approved three-year work programme indicative playspace funding.

27. These estimates do not include any inflation adjustments, nor any increases in materials costs. The delivery of the work programme in an efficient and timely manner may require amendments to be made to the agreed work programme during the year. Such amendments could include changes to project scope, budgets and timing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. Approval of the outcomes identified in Table 1 will help steer priority playspace renewal but may also raise community expectations that the local board will fund development of these priority playgrounds in the short-term.

29. There is a risk that some outcomes identified in Table 1 may rely on being addressed through LDI capex investment top up. This may result in gaps in provision being partially improved only, depending on the availability of discretionary funding.

30. In addition, the Community Facilities renewals programme is subject to change to enable the local board to reprioritise delivery to better serve the community.

Ngā koringa ā-muri

Next steps

31. Community Facilities will prepare playspace concept designs based on the outcomes identified in Table 1 as part of their FY2022/2023 work programme.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Steve Owens - Parks and Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Manoj Ragupathy - Local Area Manager

Draft Auckland golf investment plan

File No.: CP2022/06029

Te take mō te pūrongo

Purpose of the report

1. To seek tautoko / support for the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land.

Whakarāpopototanga matua

Executive summary

2. To increase Aucklander’s access to, and the benefits from, publicly owned golf land, staff have developed a draft investment plan.

3. Staff recommend that you support the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land.

4. There will be increased accountability and transparency from an outcome-focused investment approach and a clear decision-making framework. Implementation of the plan is expected to achieve:

· increased equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

· increased equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

· best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

5. If adopted, any future investment would need to align with the plan. The main trade-off is between taking a consistent regional approach to future decision-making and one-off decisions as current leases end.

6. The next step is for the Parks, Arts, Community and Events Committee to consider adoption of the plan in mid-2022. Local board feedback will help inform its decision-making.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) tautoko / support the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land attached to this report as Attachment A

b) tautoko / support the three policy objectives set in the draft Auckland golf investment plan:

i) increased equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

ii) increased equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

iii) best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

c) tautoko / support the decision-making framework set in the draft Auckland golf investment plan, in which future use of publicly owned golf land will be considered in the context of local needs, increased equity, participation and environmental outcomes.

Horopaki

Context

Exclusive use of publicly owned land for golf is not sustainable

Problem definition

7. There are 13 golf courses operating on 535 hectares of council-owned or managed land. This publicly owned land has an estimated value of $2.9 billion in 2018.^{^[1]}

8. Public access to this land, other than to play golf, is limited which means that some Aucklanders are missing out.

9. There are competing demands to provide open space and community facilities. Housing and business land is also in short supply in urban areas.

10. This makes exclusive use of publicly owned land by a single sports code unsustainable.

The draft investment plan builds on community engagement, research and analysis

11. Development of the draft plan involved community engagement, research and analysis.

12. Work commenced in 2016 with the release of a discussion document for public engagement [PAR/2016/11].

13. The investment approach was supported by a majority of Aucklanders who responded to the consultation in 2016. There was strong feedback for council to maximise the benefits from its investment in golf. This is reflected in the draft plan.

14. Following analysis of submissions on the discussion document, the Parks, Sport and Recreation Committee approved development of a draft plan with the following components [PAR/2016/52]:

· a policy statement setting out the vision, investment principles and the scope of council’s investment

· a decision-making framework that sets how the investment approach will be applied as well as ongoing reporting and monitoring.

15. A range of research was undertaken to support the development of a draft plan, including an analysis of the value of golf to Auckland’s economy and benchmarking to assess the environmental performance of golf courses on publicly owned land.

16. Cost-benefit analyses were undertaken of the 13 golf courses. A tool was developed to assess the costs and benefits of different forms of sport and recreation investment.

17. An intervention logic and decision-making framework were developed and refined following workshops with the Environment and Community Committee and 10 local boards in September and November 2018.

18. Key aspects of the draft plan were workshopped with the Parks, Arts, Community and Events Committee in December 2021.

19. The Parks, Arts, Community and Events Committee considered the draft plan in February 2022 and invited staff to use this document to engage with the community.

Tātaritanga me ngā tohutohu

Analysis and advice

Changes are proposed so that all Aucklanders benefit from publicly owned golf land

20. Staff have developed a draft Auckland golf investment plan in order to make publicly owned golf land accessible to Aucklanders and to increase public benefits from this land.

21. It proposes three policy objectives:

· increase equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

· increase equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

· best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

22. The proposed outcome-focused investment approach, with a clear decision-making framework, would also increase accountability and transparency.

Increasing public value is an accepted public sector approach

23. The draft plan takes a public value approach as it aims to deliver more public value to Aucklanders from council investment.

24. Public value is an accepted approach. It has informed public policy in New Zealand and other countries such as Australia and the United Kingdom since the mid-1990s.^{^[2]}

25. It focuses decision-making on how best to manage public assets to benefit all members of society.

26. Alternate approaches, where council does not consider the costs and benefits of allocating publicly owned land to golf or public versus private benefits, have been discounted.

27. These factors cannot be overlooked when there are competing demands for open space or community facilities and land supply constraints.

The investment approach is consistent with council policy

28. In 2019, the Environment and Community Committee adopted the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 [ENV/2019/93].

29. The draft plan is consistent with council policy on sport investment.^{^[3]} It has the same investment objective of increasing equity and participation and the same investment principles as the overarching sport investment plan.

30. A separate plan from Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 was needed because there is more complexity to golf both in terms of costs and benefits. For example, golf courses may operate on marginal land, and they can have other functions such as stormwater management.

31. Increasing environmental benefits were an additional consideration given the large land areas currently allocated to golf.

The draft plan proposes four key shifts to benefit all Aucklanders

32. Four key shifts to the status quo are proposed so that all Aucklanders benefit from increased equity, participation and environmental outcomes.

Figure 1: Four key shifts to deliver increased benefits to Aucklanders

FROM ad hoc historic decisions of legacy councils

Now there is intensive demand for land to accommodate Auckland’s growth

TO a robust investment framework that is focused on increasing benefits to all Aucklanders

Public-owned golf land will be considered in the context of local needs, increased equity, participation and environmental outcomes

DELIVERS increased accountability and transparency

FROM publicly owned land used exclusively by golfers

There is competition over access to open space and some Aucklanders are missing out

TO sport and recreation for all Aucklanders

Opening publicly owned golf land to other users with new play spaces, walking, running and cycling paths and other sport and recreation activities

DELIVERS increased equity and sport and recreation participation rates

FROM asset-based investment in traditional mid-level (development) golf courses

Auckland golf courses meet the needs of a relatively narrow segment of population^{^[4]}

TO a broad golf service offering across the network that appeals to a wider group of people

Providing a broad range of golf experiences and pathways that attract and retain participants with services targeted at low participation groups

DELIVERS increased equity and golf participation rates

FROM variable environmental management of publicly owned golf land

Some golf courses are high users of water, fertilisers, pesticides and energy

TO best practice in ecosystem management and biodiversity conservation that meets clearly defined targets

A kaitiakitanga framework ensures publicly owned golf land is environmentally sustainable, energy neutral and carbon positive

DELIVERS increased natural and environmental benefits

33. If the draft plan is adopted, these changes can be implemented as leases end, or by agreement with current leaseholders.

Decision-makers will consider a range of evidence and options before any future investment

34. The draft plan sets out a clear decision-making framework to guide and inform any future investment and leasing decisions. Its sets out clear objectives and expectations about the public benefits sought from publicly owned golf land.

35. Decisions will be informed by an indicative business case with a full range of policy options assessed against the plan’s investment objectives and principles. This will help inform decisions that local boards make about golf leases.

36. Development of the indicative business cases will commence three to five years prior to the end of a current lease for golf courses on publicly owned land. Eight of these leases end before 2028.

Figure 2: Proposed decision-making framework (see page 21 of Attachment A for a larger version)

Future investment decisions will involve the governing body and local boards

37. If the golf investment plan is adopted, the governing body and local boards will work together to implement the plan. This process will adapt to any changes made to current allocated decision-making responsibilities.

38. Currently the governing body makes strategic decisions concerning asset ownership and future investment to increase sport and recreation opportunities for all Aucklanders. Local boards make decisions on the use of publicly owned land, including leases, and the development of open space to meet community needs.

39. During the development of indicative business cases for individual publicly owned golf land, joint working groups can be set up to consider policy options and implementation requirements. This would ensure close collaboration between decision-makers.

There are some trade-offs associated with adopting the plan and the key shifts

40. Key Shift 1 (a robust investment framework) means taking a consistent regional approach to future decision-making rather than making one-off decisions as current leases end. It also means that a full range of policy options will be considered as part of an indicative business case, rather than simply going through a new lease process.

41. Implementation will require a joint approach involving the governing body and local boards, reflecting and adapting to changing decision-making allocated to local boards.

42. Key Shift 2 (sport and recreation for all Aucklanders) means making space for other sport and recreation activities on publicly owned golf land.

43. In most cases, it is anticipated that these activities can co-exist alongside golf on publicly owned land.

44. Key Shift 3 (a broad golf service offering) could mean making changes to the types of services or facilities available. For example, a driving range and an introductory golf could be provided in place of an existing 18-hole golf course.

45. Any such change would have varied support between new and experienced golfers.

46. Key Shift 4 (sustainable environmental practices) means that all golf courses on publicly owned land will need to meet a minimum environmental benchmark.

47. Six golf courses on publicly owned land would not currently meet this benchmark.

48. Some of them are participating in a pilot run by Auckland Council’s Infrastructure and Environmental Services department to improve environmental practices, but decisions may need to be made as to whether additional council support is provided.

There are strengths and weaknesses to the plan

49. There are strengths and weaknesses to the draft plan as well as some limitations and constraints (see Table 1).

50. A strength of the draft plan is how it has built on public engagement in 2016. The majority of public respondents to a council discussion document sought increased access to publicly owned golf land. They supported walking, running and cycling trails. They also supported use of an environmental auditing tool.

51. Other key strengths are the proposed public value approach and strategic alignment with the Auckland and Māori Plans. It also builds on golf sector strategies and plans.

52. The main weakness is that the draft plan relied on publicly available golf participation data (up to and including data from 2020). Golf New Zealand has subsequently provided more up-to-date data, which shows increases in participation over the last two years.

53. Another weakness is that the draft plan does not specify any level of future council investment. Decisions will be made on a case-by-case basis as leases end. This will allow council to make timely decisions based on community needs as participation trends will change over time. This may however create uncertainty for leaseholders and the wider golf sector.

Table 1: High-level analysis of the merits of the draft plan

We are engaging again with Aucklanders to get their views

54. Staff are engaging with Aucklanders, the sport and recreation sector as well as golf clubs and leaseholders to get their views on the draft plan.

55. A range of mechanisms were used to engage the public, including the People’s Panel survey and public submissions to the Have Your Say consultation, with a cross section of Aucklanders providing feedback.

· Have Your Say engagement ran from 23 March to 20 April 2022. A total of 1,074 people provided feedback on the draft plan. A broad range of ages, ethnicities and locations were represented. However, a large proportion was older, male Pākeha/New Zealand European respondents, or from the Albert-Eden, Devonport-Takapuna and Ōrākei local board areas

· The People’s Panel ran from 7 to 12 April 2022. A total of 1,070 people completed the survey. A broad range of ages, ethnicities and locations were represented in the feedback.

56. Consultation with the sport and recreation sector as well as golf clubs and leaseholders through a series of virtual meetings runs until 27 May 2022.

The views of Aucklanders in 2022 varied on the draft plan

57. Feedback from the Peoples Panel and Have Your Say varied (see Figure 3):

· 51 per cent of the Peoples Panel ‘support’ the overall goal to ensure that all Aucklanders benefit from publicly owned golf land. A further 28 per cent ‘partially support’ this goal

· 59 per cent of Have Your Say respondents ‘don’t support’ the plan.

Figure 3: Summary of public feedback

People’s Panel: Goal to ensure all Aucklanders benefit

Chart type: Clustered Bar. 'Field1': 1 Support has noticeably higher 'Field2'.

Description automatically generated

Have Your Say: Overall opinion on the draft plan

Chart type: Pie. 'Field2' by 'Field1'

Description automatically generated

People’s Panel

62% Support

19% Partially support

15% Don’t support

44% Support

30% Partially support

20% Don’t support

72% Support

16% Partially support

9% Don’t support

54% Support

24% Partially support

14% Don’t support

62% Support

20% Partially support

15% Don’t support

40% Support

32% Partially support

20% Don’t support

70% Support

18% Partially support

9% Don’t support

Policy Objective 1 (increasing public access)

Policy Objective 2 (a broad range of golf experiences)

Policy Objective 3 (ecosystem management and biodiversity)

Key Shift 1 (a robust investment framework)

Key Shift 2 (sport and recreation for all Aucklanders)

Key Shift 3 (a broad golf service offering)

Key Shift 4 (sustainable environmental practices)

Have Your Say

21% Support

19% Partially support

59% Don’t support

28% Support

32% Partially support

37% Don’t support

53% Support

21% Partially support

22% Don’t support

26% Support

24% Partially support

44% Don’t support

21% Support

16% Partially support

63% Don’t support

20% Support

24% Partially support

45% Don’t support

44% Support

20% Partially support

27% Don’t support

58. There is support across both groups of respondents for the environmental aspects of the plan, in particular Policy Objective 3 (best practice in ecosystem management and biodiversity conservation).

59. On most other aspects of the plan there were opposing views between respondents to the Peoples Panel’s survey and the Have Your Say consultation.

The sport and recreation sector supports the focus on increasing equity and participation

60. Initial feedback from the sport and recreation sector supports the focus on increasing equity and participation in sport and recreation for all Aucklanders as well as golf.

61. They also welcome opportunities for new play spaces, walking, jogging and cycling paths.

The golf sector opposes the draft plan in its current form

62. The golf sector has indicated that they oppose the draft plan in its current form. They are concerned that the draft plan does not reflect the current situation.

63. Golf New Zealand provided evidence that participation rates have increased in recent years and suggested that further investment is required to meet the needs for golf in the future.

To date golf leaseholders have told us that the draft plan gives them more certainty and they are doing many of the things it seeks to achieve

64. Golf leaseholders that staff have spoken with to date think that the draft plan gives them more certainty as to what council would invest in and transparency over future decision-making processes.

65. They also noted that they were already doing many of the things outlined in the plan, including growing participation among young people and women, broadening their golf service offering and increasing environmental benefits.

Staff will analyse all the submissions and will look at what changes need to be made

66. Staff will analyse all of the submissions made on the draft plan and will look at what changes need to be made to the document. This includes updating golf participation data.

Staff recommend that local boards support the draft plan

67. Staff recommend that you support the adoption of this plan.

68. There will be increased accountability and transparency from an outcome-focused investment approach and a clear decision-making framework.

69. If adopted, the plan will help increase Aucklander’s access to publicly owned land.

70. It will also help increase equity and participation in sport and recreation, including golf.

71. Increased natural and environmental benefits will come from a kaitiakitanga framework with ecosystem management and biodiversity conservation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

The draft plan aligns with Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan

72. Getting better environmental outcomes from the 535 hectares of open space currently allocated to golf is critical to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan.

73. A kaitiakitanga framework will ensure golf courses employ best practice in ecosystem management and biodiversity conservation.

74. If the draft plan is adopted, leaseholders will need to meet a minimum benchmark covering:

· ecology

· landscape and cultural heritage

· energy consumption and waste reduction

· water resource

· climate change

· pollution prevention.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

75. Eke Panuku Development Auckland will need to ensure that decision-making on any leases is made in accordance with the plan if it is adopted.

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

Local impacts and local board views

There is inequity across age, gender and ethnic groups and people living with disabilities

76. Not all Aucklanders have the same opportunities to participate in sport and recreation or to play golf:

· there is inequity for people living with disabilities

· Asian and Pacific Aucklanders have lower sport and recreation participation rates

· women and young people have lower golf participation rates.

Local boards have been briefed on the draft plan and their views are now sought

77. The draft plan sets out a clear decision-making framework to guide and inform any future investment and leasing decisions. Its sets out clear objectives and expectations about the public benefits sought from publicly owned golf land.

78. If the draft plan is adopted, the governing body and local board allocated decision-making responsibilities will work together to implement the plan. This process will adapt to any changes made to current allocated decision-making responsibilities.

79. Currently the governing body makes strategic decisions concerning asset ownership and future investment to increase sport and recreation opportunities for all Aucklanders. Local boards make decisions on the use of publicly owned land, including leases, and the development of open space to meet community needs.

80. Joint working groups to consider policy options and implementation requirements as part of the development of indicative business cases can ensure close collaboration between investment and lease decisions.

81. Staff held a local board member briefing on 4 April 2022, providing an overview of the draft plan and responded to questions.

82. This report provides an overview of the draft plan as well as a high-level summary of public feedback. It seeks a formal view on the draft plan.

Tauākī whakaaweawe Māori

Māori impact statement

83. The draft plan aligns with the five key directions that reflect the overarching goals or aspirations of mana whenua and mataawaka as set-out in the Māori Plan:

· Whanaungatanga /… Access to public facilities

· Rangatiratanga /…Māori are actively involved in decision-making and management of natural resources

· Manaakitanga /… Access to clean parks and reserves

· Wairuatanga /… Indigenous flora and fauna

· Kaitiakitanga /…Māori are kaitiaki of the environment.

84. Mana whenua have been provided with a summary of the draft plan and public feedback to assist with their decision-making process about providing feedback.

Ngā ritenga ā-pūtea

Financial implications

85. There are no financial implications to the local board for any decision to support the draft plan, its policy objectives and the decision-making framework it outlines.

86. If the draft plan is adopted, the costs of undertaking indicative business cases would be funded within existing department budget.

87. The financial implications of any decisions recommended through individual indicative business cases would be outlined at the relevant time.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

88. Adoption of a plan for future council investment in golf manages risk as well as increasing transparency and accountability.

89. If the governing body and local boards follow the indicative business case process and decision-making framework, then there would be a low risk of legal challenge.

Ngā koringa ā-muri

Next steps

90. The Parks, Arts, Community and Events Committee to consider adoption of the plan in mid- 2022. The agenda report will include local board feedback.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Where all Aucklanders benefit from publicly owned golf land	65

Ngā kaihaina

Signatories

Author

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Carole Canler - Senior Policy Manager

Kataraina Maki - General Manager - Community and Social Policy

Louise Mason - General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

No.	Title	Page
a ⇩	Ngā Pou Taunaha o Aotearoa - New Zealand Geographic Board: recording of unofficial place names as official	93

Māngere-Ōtāhuhu Local Board

18 May 2022

Service Property Optimisation Investigations: 10-16 High Street, Ōtāhuhu

File No.: CP2022/03907

Te take mō te pūrongo

Purpose of the report

1. To present the results of service property optimisation investigations undertaken in connection with 10-16 High Street, Ōtāhuhu.

Whakarāpopototanga matua

Executive summary

2. The Community Facilities Network Plan - Action Plan (2015) and Māngere-Ōtāhuhu Local Board Plan (2020) seek to address the long-term future of the two facilities located at 10-16 High Street in Ōtāhuhu: the Ōtāhuhu Town Hall/Community Centre and the former Ōtāhuhu Library building.

3. The Ōtāhuhu Community Needs Assessment and Options Analysis Report received by the Māngere-Ōtāhuhu Local Board in October 2017 detailed a number of key findings, including an ongoing need for a community centre in Ōtāhuhu.

4. The local board tasked Auckland Council and Eke Panuku with investigating whether there is the opportunity to improve the provision and delivery of community services in Ōtāhuhu through service property optimisation (optimisation) of 10-16 High Street.

5. Optimisation aims to deliver fit-for-purpose community facilities and improved community outcomes on a cost-neutral basis by using proceeds from the sale or redevelopment of service assets, land or both.

6. A number of options were investigated at a high level. The local board tasked staff with investigating two options in further detail:

· renovation of, and consolidation of community services in, the former Library building – funded by the divestment of the Town Hall/Community Centre and land

· renovation of, and consolidation of community services, in the Town Hall/Community Centre – funded by the divestment of the former Library building and land

7. A third ‘status quo’ option was included in the investigations.

8. Investigations confirmed that the proceeds from sale of one part of the site is not sufficient to fully fund the satisfactory upgrade of the facility that would be retained.

9. Given that optimisation parameters have not been met, the project investigations are considered to have come to an end. Ongoing maintenance/renewals for 10-16 High Street will be addressed as part of business as usual (BAU).

10. The purpose of this report is to present a summary of the investigations. This information has been discussed with the local board during a number of workshops.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the results of service property optimisation investigations undertaken in connection with 10-16 High Street, Ōtāhuhu.

Horopaki

Context

Background to the service property optimisation investigations

Site information

11. The site at 10-16 High Street, Ōtāhuhu, contains two community facilities:

· the Ōtāhuhu Town Hall/Community Centre (outlined in green)

·

the former Ōtāhuhu Library building (outlined in blue).

12. The Town Hall/Community Centre was built in the 1980s and is a single storey building approximately 600m² in size. Ōtāhuhu Town Hall and Community Centre Incorporated hold a community centre management agreement to manage and operate the building, including the annex at the rear of the former Library building.

13. The former Library building was built in the 1970s and is two-storey building, approximately 1400m² in size. The ground floor, where the former library was located, is currently leased to the Ōtāhuhu Business Association Inc and used by the Ōtāhuhu-Māngere Youth Group. The first floor is occupied by three community leaseholders – the Ōtāhuhu Historical Society Inc, South Auckland Income Planning Services Inc and Lalotoa I Aotearoa Community and Social Services Trust. There is currently a vacant space available for lease.

Investigations to consider the long-term future of 10-16 High Street

14. The library services were relocated to the Tōia facility in 2015. Following the relocation, a programme of investigation was undertaken to consider the long-term future of the facilities at 10-16 High Street.

15. The investigations were supported by the following drivers:

· priority action #64 in the Community Facilities Network Plan Action Plan (2015)

· a key Initiative in the Māngere-Ōtāhuhu Local Board Plan (2020) under Outcome 2

· questions regarding the performance of the facilities, how fit-for-purpose they are and the increasing costs to maintain them into the future

· a growing and changing community.

16. The first stage of the investigations comprised a community needs assessment undertaken by Mobius Research & Strategy Ltd, to understand the current and future community service provision needs of the Ōtāhuhu community.

17. The Ōtāhuhu Community Needs Assessment and Options Analysis Report was received by the local board at the October 2017 business meeting (resolution MO/2017/196). The following key findings were identified:

· an ongoing need for a community centre in Ōtāhuhu

· supporting continued (and possible greater) provision for youth

· provision for arts and culture activities can potentially be accommodated in existing facilities, rather than a dedicated facility

· a number of the council-owned facilities/sites in Ōtāhuhu currently have capacity

· non-council owned facilities in Ōtāhuhu are generally at capacity.

Service Property Optimisation

18. Optimisation was proposed as a potential funding mechanism to deliver on the findings of the Community Needs Assessment.

19. Optimisation is a cross-council portfolio development approach targeting underperforming service assets offering an alternative funding source to deliver improved community outcomes on a cost-neutral basis (i.e. zero impact on rates). This is achieved by using proceeds from the sale or redevelopment of service assets, land or both. Funds generated are ring-fenced directly back into the service component of the project itself or other eligible local board projects.

Tātaritanga me ngā tohutohu

Analysis and advice

20. In October 2017 the local board tasked Auckland Council and Eke Panuku with investigating whether there is an opportunity to improve the provision and delivery of community services through the optimisation of 10-16 High Street (resolution MO/2017/196).

21. The work was underpinned by the need for optimisation to satisfy two objectives:

· provide capacity to accommodate the existing community service providers located at 10-16 High Street and opportunities to improve the conditions for delivery and use of the community services

· be cost-neutral.

22. Investigations were undertaken in two phases.

Phase 1: high-level option identification and assessment

23. The first phase comprised identification and high-level assessment of the options considered available to improve conditions for the provision and delivery of community services.

24. The following options were workshopped with the local board in November 2018 and September 2019:

i. Status quo – retaining both buildings and addressing maintenance/renewal requirements, as budget allows.

ii. Renovation of, and consolidation of community services in, the former Library building – funded by the divestment of the Town Hall/Community Centre building and land.

iii. Renovation of, and consolidation of community services from 10-16 High Street and other Ōtāhuhu town centre service properties, in the former Library building – funded by the divestment of the Town Hall/Community Centre and land and the sale of the other properties. These included 3 Alexander Street (Plunket), 9 Princes Street (Thomas Clements Centre) and 19 Hall Avenue (leased to BID).

iv. Renovation of, and consolidation of community services in, the Town Hall/Community Centre – funded by the divestment of the former Library building and land.

v. Divestment of the 10-16 High Street site to utilise the proceeds to develop a new purpose-built community facility elsewhere within Ōtāhuhu.

25. The assessment of these options is detailed in Attachment A.

26. The investigations concluded that only options ii) and iv) had the potential to improve the provision of services and be deliverable within optimisation financial parameters.

Phase 2: detailed investigation of three options

27. At the September 2019 business meeting the local board resolved that the project team undertake, “further investigation of the application of the service property optimisation policy at 12-16 High Street, Ōtāhuhu to consider the divestment of either the Ōtāhuhu Town Hall/Community Centre land or the former Ōtāhuhu library land and reinvestment of the sale proceeds into enhancing community service provision.” (resolution MO/2019/159).

28. Additionally, this phase of work included investigating the ‘status quo’ option, to understand the condition of both buildings and the costs of ongoing maintenance/renewal works.

29. The investigative work comprised a range of components. These are detailed in Attachment B.

30. The key components with cost and feasibility implications that influence the optimisation viability are summarised below.

Land valuation

31. A market valuation of the property was prepared by Telfer Young in 2019 with the following assessment:

· whole site - $5.88m

· former Library building and land - $3.67m

· Town Hall/Community Centre and land - $2.33m.

Statutory implications of potential divestment of both properties

32. The site is complex from a statutory perspective and a number of interests registered on the Certificate of Titles making up the site would need to be extinguished to enable divestment to occur. This has implications from both a funding and legal perspective.

Auckland Transport requirements

33. Auckland Transport advise that it would be prepared to support divestment of either part of the site subject to a number of conditions which would be council’s responsibility to fund.

Building condition: Council Asset Assessment reports

34. Asset Assessments are used for internal work programming purposes and provide an early-stage indicative cost of work needed on buildings. The latest Asset Assessment Report undertaken in 2021 identified that both buildings were in a moderate to poor condition. OPEX and CAPEX works identified to improve the buildings to a moderate/good condition were costed at a minimum of $440k.

Building condition: seismic assessment

35. In 2020 the former library building was identified as earthquake prone at 20% NBS (new building standard), the rating given to a building to indicate its expected seismic performance.

36. Although the seismic structural risk is within the former library building, as both buildings are inter-connected they are treated as one shared structure and the lowest NBS rating applies to both.

37. Preliminary 2020 cost estimates for seismic strengthening works for the former Library building to increase the rating to:

· the minimum 34% NBS rating is $642k

· the preferred 67% NBS rating is $688k.

38. The seismic strengthening estimates do not include any associated renewal or refurbishment costs and additional funding would be required to complete a comprehensive upgrade of both buildings.

Building assessment options potential: stage 1

39. Maynard Marks Property & Building Consultants undertook an assessment to understand the capacity for and costs involved in the refurbishment, reconfiguration and/or redesign of both buildings to enable consolidation of all the community groups/services into one facility.

40. The assessment identified:

· the recommended work on the former Library building would cost approximately $5.5m – excluding the cost of the c$700k seismic retrofit/remediation works

· the recommended work necessary to accommodate the services in the Town Hall/Community Centre land would cost approximately $6m. This includes the construction of an extension necessary to increase the facility size to enable accommodation of the community services.

41. The investigations revealed that the cost of both options is considerably higher than the value of the property to be sold.

Building assessment options potential: stage 2

42. Following discussions with the local board at a workshop in December 2020, a second phase of investigations was undertaken to determine whether there was the capacity for a reduced level of refurbishment works commensurate with the budget made available from sale proceeds. This confirmed the cost of necessary work as:

Former Library building	$4.3m
Town Hall/Community Centre	$4.1m

43. These investigations revealed that the cost of partially renovating the facility to be retained is still higher than the value of the property to be sold.

Conclusions

44. The investigations confirmed that the four options have the potential to accommodate the existing community service providers located at 10-16 High Street and would improve the conditions for delivery and use of the community services – partial renovation to a lesser extent than full renovation.

45. However, the investigations confirmed that the cost of all renovation options are higher than the estimated sales proceeds available to fund the work, and that the cost-neutral principle of optimisation is not possible.

46. Optimisation can provide a contribution to funding community service improvement at the site and in the Māngere-Ōtāhuhu Local Board area, but it is not sufficient to cover all the costs of upgrading the facility to a satisfactory level.

47. In the absence of options to improve the facilities, ongoing maintenance/renewals for 10-16 High Street will need to be addressed as part of BAU. The 2021 Asset Assessment identified a range of OPEX and CAPEX works estimated indicatively at a minimum of $440,000 to improve the buildings from a poor/moderate to moderate/good condition.

Supplemental investigations

48. Two further options were subsequently discussed with the local board at workshops in March and December 2021:

· Phased renovation – retaining both buildings and undertaking phased refurbishment, redesign and reconfiguration, as budget allows

· Divestment of the 10-16 High Street site, using the proceeds to fund the leasing and fit out of building space elsewhere within Ōtāhuhu.

49. These options are assessed in Attachment A. Neither were considered to satisfactorily improve services on a cost-neutral basis and so would not accord with the optimisation policy.

50. To ascertain if there were any other council service properties in the local board area that could be considered for divestment, with proceeds directed to bridge the funding shortfall for the various options, the project team undertook a high-level review of properties within the Ōtāhuhu suburb.

51. This identified only one potential candidate: the Thomas Clements Centre located at 9 Princes Street. The Centre was established pursuant to a Deed holding the land and buildings in trust for the purposes of the senior citizens in Ōtāhuhu for as long as is needed. The project team have been advised that the senior citizens have formally vacated the Centre. Local board members indicated that they do not support divestment of this asset.

Tauākī whakaaweawe āhuarangi

Climate impact statement

52. The recommendation in this report has no direct climate impact.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

53. The review of community services and supporting facilities in Ōtāhuhu involved input and specialist advice from across the council family, including Eke Panuku, Connected Communities, Community Facilities, Finance, Local Board Services and Regional Service Planning, Investment and Partnerships.

54. Community & Social Policy and Auckland Transport were consulted to determine the implications of the potential divestment of either site.

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

Local impacts and local board views

55. Ōtāhuhu is experiencing population growth and changing demographics. Population is projected to grow by 39 percent over the next 30 years. There are more people under the age of 39 and the median age is younger compared with the Auckland region. There is a higher proportion of Pacific Peoples and Māori compared to the Auckland region.

56. It is important to ensure community services and facilities meet the changing service needs of changing communities.

57. A key initiative in the Māngere-Ōtāhuhu Local Board Plan (2020) reflects the desire to deliver a refreshed community facility at Ōtāhuhu Town Hall to meet community needs.

58. The community needs assessment was informed by community views obtained through a survey, intercept interviews, and in-depth interviews with key stakeholders (including non-council service providers) and user groups. The key findings were workshopped with the local board and the report was received in October 2017 (resolution MO/2017/196).

59. Workshops were held with the local board in 2018 and 2019 to discuss high level options. In September 2019 the local board endorsed the further investigation of two options - “the divestment of either the Ōtāhuhu Town Hall/Community Centre land or the former Ōtāhuhu library land and reinvestment of the sale proceeds into enhancing community service provision.”

60. A series of workshops were held with the local board in December 2020, January 2021, twice in March, June and December 2021 and March 2022 (with the latter two accompanied by supporting information). The ongoing results of the investigations were discussed the workshops. Three of these meetings were on site.

61. The project team have attended meetings and been in email contact with the community groups who lease space in the buildings to advise on progress.

62. Local board members and staff met with the leaseholders in June 2021. General concerns were raised about the potential divestment of one of the buildings and the resulting reduction in space limiting the services provided. The importance of retaining the large space in the town hall was emphasised.

63. In February 2021 a petition with 270 signatures was received opposing the proposed sale of 10-16 High Street.

Tauākī whakaaweawe Māori

Māori impact statement

64. Māori identity and wellbeing is a key outcome in the Auckland Plan 2050.

65. In the 2018 census, 16.4 percent of people living in the Māngere-Ōtāhuhu Local Board area identified as Māori compared to 11.5 percent in the Auckland region.

66. The provision of community facilities and services in Māngere-Ōtāhuhu enable opportunities for residents who identify as Māori to participate in community activities. This provision contributes towards Focus Area 1 of the Auckland Plan: “Māori identity and well-being” - meet the needs and support the aspirations of tamariki and their whānau.

67. The work to date has been investigatory so direct mana whenua input has not been sought.

Ngā ritenga ā-pūtea

Financial implications

68. Optimisation was proposed as the funding mechanism to deliver improved service outcomes and meet future service requirements at 10-16 High Street, by leveraging the development capacity of the land.

69. The table below summarises the high-level estimates of the costs for the options investigated. It includes costs for both full and reduced/partial refurbishment options and status quo.

Table 1: Phase 2 option considerations and costs

Table

Description automatically generated

70. Investigations have revealed that none of the options are cost-neutral: proceeds from sale of one of the buildings is not sufficient to satisfactorily upgrade/enhance the facility to be retained.

71. The retention of the Town Hall/Community Centre and consolidation of the community groups and services in this part of the site would require refurbishment of the existing facility and the construction of an extension. Based on high-level calculations there would be a shortfall of $2m to deliver just the reduced option.

72. The retention of the former library building and consolidation of the community groups and services in this part of the site would require substantial structural work, particularly relating to seismic and building remedial works alongside its internal reconfiguration. Based on high level calculations there would be a shortfall of c$1.2m to deliver just the reduced option.

73. In the absence of options to improve the facilities, ongoing maintenance/renewals for 10-16 High Street will need to be addressed as part of BAU. The 2021 Asset Assessment Report used for internal work programming purposes, identified a range of OPEX and CAPEX works indicatively estimated at a minimum of $440k to improve the buildings from a poor/moderate to moderate/good conditions. Recent remediation works to the roof of both buildings were recently undertaken at a cost of over $350k. This highlights the risk that other works may exceed estimates due to the age and condition of the buildings.

74. Urgent renewal works (to replace carpets, joinery, heating, ventilation, and air conditioning work, etc) are proposed for FY23 with a budget allocation of $227k.

75. Any seismic remediation costs are currently an unbudgeted expense. The former Library building is identified as a priority in the later years of 10-year regional seismic programme for strengthening, however no funding has been approved and is subject to future Long-term Plan processes.

76. The impact of COVID-19 and the resulting economic slow-down has had a significant impact on the council’s revenue and borrowing capacity. The Recovery Budget 2021-2031 has highlighted the need to reduce capital expenditure across the council family and prioritisation of projects already being delivered. This presents a challenge for progressing a case for significant investment.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

Table 2: Risks and Mitigations
Risks	Mitigations
If facilities do not receive investment, existing assets will continue to deteriorate and reduce service levels	Community Facilities staff will work through the local board to agree a renewals programme based around service and asset priorities
Community services will continue to be provided within a constrained environment, fit-for-purpose issues will remain and there is limited opportunity to accommodate changing community needs and growth	Services will continue to be delivered under current challenging circumstances
Market conditions may change which could impact the ability to apply service property optimisation as a viable funding mechanism to any further investigations	Ongoing monitoring and assessment of feasibility once future service requirements are clear
Community expectations may have been raised about the potential renovation of one of the facilities	Clear communication about the ongoing status of this work and the reasons for decisions
Seismic remediation of the former library building is unresolved	From a legal perspective, the seismic strengthening of the building is required to be completed within a 35-year timeframe.

77. The main risks and mitigations have been outlined in Table 2 below.

Ngā koringa ā-muri

Next steps

78. In the absence of either funding or potential funding options to bridge the shortfall identified for the options investigated, optimisation investigations are considered to have come to an end.

79. Ongoing maintenance/renewals for 10-16 High Street will be addressed as part of BAU.

80. The current leaseholders of the Town Hall/Community Centre and former Library building will be updated on the outcome of this work.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A: Optimisation Options Assessment	113
b ⇩	Attachment B: Optimisation Investigations	117

Ngā kaihaina

Signatories

Authors

Gary Jackson - Portfolio Specialist

Sophie Bell - Service and Asset Planning Specialist

Authorisers

Justine Haves - General Manager Regional Services Planning, Investment and Partnership

Letitia Edwards - Head of Strategic Asset Optimisation (Acting)

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 May 2022

Local board feedback on Auckland Transport's proposed speed limit changes

File No.: CP2022/05726

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on Phase Three (previously called Tranche 2B) of Auckland Transport’s proposed speed limit changes.

Whakarāpopototanga matua

Executive summary

2. Auckland Council and Auckland Transport have adopted the Vision Zero goal of eliminating road transport-related deaths and serious injuries (DSI) within the Auckland road network by 2050.

3. Setting safe and appropriate speed limits that recognise the function, safety, design, and layout of roads is a fast and cost-effective way to reduce DSI. Evidence from changes made in 2020 demonstrates that safe and appropriate speed limits are effective in reducing road trauma.

4. Auckland Transport is conducting a phased review of speed limits and recently completed public consultation on proposed Phase Three changes with the community. A list of changes proposed within this local board area is provided as Attachment A.

5. Public consultation on changes proposed in Phase Three closed on 3 April 2022 and a summary of public responses is provided as Attachment B. Local boards are now invited to provide their feedback.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) provide feedback on speed limit changes proposed as part of Phase Three of Auckland Transport’s Safe Speeds Programme.

Horopaki

Context

6. Auckland Transport (AT) is Auckland’s road controlling authority. Part of this role is reviewing and ensuring that speed limits across Auckland are set at levels that are safe and appropriate for road function, safety, design, and their use.

Alignment with Central Government Policy

7. Waka Kotahi New Zealand Transport Agency adopted a ‘Vision Zero’ approach to road safety in 2019 when it launched the ‘Road to Zero’ national strategy that aims to reduce the number of people killed and injured on New Zealand’s roads to zero by 2050.

Alignment with Auckland Council Policy

8. Auckland Council is committed to road safety. The Auckland Plan envisages a transport network free of deaths and serious injuries by 2050. AT deliver the council’s policies in relation to transport. AT developed ‘Vision Zero for Tāmaki Makaurau’ in response to goals within the Auckland Plan and with the council’s Planning Committee’s direction (Resolution number PLA/2018/83).

9. Since receiving endorsement from Auckland Council and from the Auckland Transport Board, Auckland Transport has progressively reviewed roads across Auckland and reduced speed limits on many roads.

10. In this phase, the focus has been on town centres, roads near schools, high-risk rural roads, rural marae, and roads requested by the community.

11. Public consultation on the Safe Speeds Programme Phase Three took place from 28 February - 3 April 2022, and included the following measures:

a) flyer mailout to 340,257 properties and PO Boxes near roads where changes to speed limits are proposed

b) advertising in the NZ Herald, community newspapers, specialist, and ethnic media

c) radio advertising on Niu FM, Radio Samoa and Radio Waatea

d) radio interviews and adlibs on Niu FM, Radio Samoa and Radio Waatea

e) media releases

f) social media campaigns

g) an article published in OurAuckland

h) translation of consultation materials into Te Reo Māori, Braille and NZ Sign Language

i) flyers, posters and hardcopy FreePost feedback forms in multiple languages to every library and service centre in Auckland

j) 15 online webinars, including a Mandarin language webinar

k) a community drop-in session on Aotea Great Barrier.

12. The community was able to provide their thoughts via a number of channels:

a) online via http://AT.govt.nz/haveyoursay

b) a paper survey

c) a web-based mapping tool

d) emails direct to the Safe Speeds Programme Team

e) at public hearings held on 6 April 2022.

13. Local boards received localised reports on public feedback in early May (Attachment B) and now have the opportunity to provide feedback on Phase Three proposed speed limit changes within their local board area.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Auckland Transport manages more than 7,300 kilometres of roads for Auckland Council. This includes setting speed limits, and since ‘Vision Zero’ was adopted Auckland Transport has been progressively reviewing and amending speed limits. Changes have been made only after engaging with both the community and local boards.

15. Auckland Transport’s first phase of reviewing and setting new speed limits was developing the Speed Limits Bylaw 2019 (under the Land Transport Act 1998) that enabled AT to set new speed limits for Auckland’s highest risk roads.

16. The impact of the changes made in this bylaw have been significant and support the claim that by setting safe and appropriate speed limits in Auckland, we reduce community harm.

17. Since 30 June 2020, in areas where speed limits were changed, fatal crashes have almost halved (down by 47 per cent) during the 18-month period since this action was taken.^{^[5]}

18. This change was most significant on rural roads where roads with reduced speed limits recorded a 71 per cent reduction in fatal crashes and more than a 25 per cent reduction in serious injury crashes.

19. In selected locations, speed limit changes are complemented by physical speed calming measures such as speed bumps, raised pedestrian crossings, kerb changes and road marking. These physical measures help reinforce the safe and appropriate speed limits and assist with pedestrians and cyclists crossing busy roads. Physical measures are installed based upon risk, with a focus on locations such as town centres, residential areas and roads near schools.

20. It will take time to confirm that these trends are sustained, however this initial impact is promising and indicates the effectiveness of the ‘Vision Zero’ approach. Overseas data records a similar impact on harm reduction and Auckland Transport’s advice to local boards is that the programme is working and should be supported.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. The primary climate change benefit of safe and appropriate speed limits is that they support and encourage greater take-up of walking, cycling and micromobility by reducing the risk to vulnerable road users, making these modes more attractive. This supports emissions reductions.

22. In town centres where speed limits were reduced and safety improvements introduced during Phase One of speed limit changes, there has been strong positive feedback, with 19 per cent of people saying they now participate in at least one active mode (e.g., walking or cycling) more often since the projects have been completed. This is a direct contribution towards encouraging people to walk or cycle instead of using cars that produce carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Auckland Council is committed to road safety. The Auckland Plan envisages a transport network free of deaths and serious injuries by 2050. AT deliver the council’s policies in relation to transport. AT developed ‘Vision Zero for Tāmaki Makaurau’ in response to goals within the Auckland Plan and with the council’s Planning Committee’s direction (Resolution number PLA/2018/83).

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

Local impacts and local board views

24. Auckland Transport has held workshops with local boards throughout the various phases of the Safe Speeds programme.

25. Summaries of local submissions on changes proposed in Phase Three were provided to local boards in early May to inform their consideration of this topic.

26. This report seeks feedback from the local board on the proposed speed limit changes within Phase Three of the Safe Speeds Programme.

Tauākī whakaaweawe Māori

Māori impact statement

27. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsive to and inclusive of Māori.

28. AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua iwi in Auckland to deliver effective and well-designed transport policy and solutions. AT also recognises mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website at https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

29. Safe speeds make our roads safer for active road users, which encourages more people to walk, cycle and use public transport. Te Ora ō Tāmaki Makaurau is the well-being framework developed by the Mana Whenua Kaitiaki Forum in response to Te Tāruke-ā-Tāwhiri. Safer roads contribute to more people walking or cycling, which in turn supports this framework developed by Mana Whenua.

30. Waka Kotahi’s 2021 study ‘He Pūrongo Whakahaumaru Huarahi Mō Ngā Iwi Māori – Māori Road Safety Outcomes’ provides data demonstrating that Māori are disproportionately more likely to be hurt or killed on New Zealand roads. The Safe Speeds Programme is expected to result in significant positive impacts for Auckland’s Māori communities.

31. Engagement with iwi at the AT northern, central and southern transport kaitiaki hui took place on the wider programme during 2021, and in early 2022 to introduce the Interim Speed Management Plan. Detailed engagement with individual rural marae as part of Phase Three commenced mid-2021 and is ongoing, with each marae typically requiring a tailored approach that takes into account localised safety issues.

32. Mana whenua are, in general, supportive of the Safe Speeds Programme and positive safety, community and environmental outcomes arising through safe and appropriate speed limits. There is in particular strong engagement and support for the rural marae workstream which forms part of Phase Three.

Ngā ritenga ā-pūtea

Financial implications

33. Although there are no specific financial implications arising from local boards providing feedback on the Safe Speeds Programme this programme has considerable financial implications.

34. In 2017, the social cost of road harm in Auckland was about $1.1 billion.^{^[6]} These costs are paid by all Aucklanders. There is the cost of health care for those injured and - for some - lifetime rehabilitation and support. There is a cost to families, businesses and the region of those who can no longer live and work as they did before due to road deaths and serious injuries.

35. Reducing the harm caused by road accidents impacts on the community by reducing hospital costs, insurance costs and Accident Compensation Corporation costs all of which are of direct financial benefit to the communities that local boards represent.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. Delays due to Covid-19 and lockdown in the Auckland Region have added complexity to both public consultation and implementation timelines. The following measures were undertaken to ensure a quality engagement process:

· The consultation length was extended from four to five weeks.

· The number of online events during the consultation was significantly increased.

· Digital advertising spend was increased and included Mandarin language public webinars and social media advertising.

37. Steps have also been taken to ensure flexibility in the implementation timeline.

Ngā koringa ā-muri

Next steps

38. The new speed limits are proposed to come into force at the end of November 2022.

39. The November 2022 date may need to be revised due to the impacts of Covid-19 and to take into account consultation feedback. Local boards will be kept up to date if any changes are made.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Phase 3 Speed Limit Changes - Mangere-Otahuhu Local Board	135
b	Feedback Report - Māngere-Ōtāhuhu Local Board (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Annie Ferguson – Communications and Engagement, Auckland Transport

Ben Stallworthy – Elected Member Relationship Partner, Auckland Transport

Authorisers

Nathan Cammock – Programme Director, Auckland Transport

Louise Mason – General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 May 2022

Auckland Council's Quarterly Performance Report: Māngere-Ōtāhuhu Local Board for quarter three 2021/2022

File No.: CP2022/05945

Te take mō te pūrongo

Purpose of the report

1. To provide the Māngere-Ōtāhuhu Local Board with an integrated quarterly performance report for quarter three, 1 January – 31 March 2022.

2. To provide the Māngere-Ōtāhuhu Local Board with recommendations for reallocations on their work programme for the financial year 2021/2022.

3. To provide the Māngere-Ōtāhuhu Local Board with recommendations for amendments to the Local Board 2021-2024 Customer and Community Services - Community Facilities work programme.

Whakarāpopototanga matua

Executive summary

4. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2021/2022 work programme.

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

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

· Māngere-Ōtāhuhu Climate Action programme – ID#769.

7. Overall, the net operational financial performance of the board is tracking on budget for the first three quarters of 2021/2022. Revenue is below budget for the year, predominantly due to loss in revenue from Auckland Council facilities within the Māngere-Ōtāhuhu local board area. Facilities have either been closed or operating at capacity limits for the most part of the year due to COVID-19 restrictions. The local board’s Locally Driven Initiatives (LDI) opex funded activities have resumed as restrictions have eased, and many are underway for delivery this year. There are identified underspends in the work programme from activities which cannot be delivered, and these are presented in this report for reallocation within this financial year.

8. Capital spend of $3.2 million is below budget by $366,000. Spend in the local renewals programme is slightly below budget, but delivery has ramped up significantly since December as restrictions on capital works lifted.

9. Capital projects underway include the local renewals programme, the Māngere Centre Park upgrade, the David Lange Park destination playground and the Ōtāhuhu Town Centre revitalization. Many of these projects will likely carry on into future years.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) receive the performance report for quarter three ending 31 March 2022

b) note the financial performance report in Attachment B of this agenda report

c) note a total Locally Driven Initiatives budget of $95,500 is available in the 2021/2022 financial year for reallocation from seven work programme activities tracking towards underspent as follows:

i) ID# 1767 - Venue Hire subsidy - $7,000

ii) ID# 276 - Town centres and business improvement districts Māngere-Ōtāhuhu - $23,000

iii) ID# 839 - MO Te Kete Rukuruku (Māori naming of parks and places) - $18,000

iv) ID# 294 - Event partnership fund Māngere-Ōtāhuhu (Christmas events) - $3,000

v) ID# 293 - Event partnership fund Māngere-Ōtāhuhu –$19,000

vi) ID# 290 - Anzac services Māngere-Ōtāhuhu - $15,500

vii) ID# 291 – Local civic events Māngere-Ōtāhuhu - $10,000

d) approve the proposed Locally Driven Initiatives budget reallocations below:

i) $30,000 towards FIFA Women’s World Cup (WWC) 2023 programme – as a new work programme line led by Auckland Unlimited

ii) $5,000 towards Matariki 2022 event – ID# 280 – “Māori Responsiveness Māngere-Ōtāhuhu” work programme line

iii) $4,500 towards purchasing a blank whale tail sculpture and painting it - ID# 275 -Placemaking: Community-led activation of community spaces and neighbourhoods Māngere-Ōtāhuhu

iv) $56,000 towards the community and quick response grants – ID# 297 - Community grants Māngere-Ōtāhuhu

e) note cost savings of $80,000 is available in the 2021-2024 Capex Customer and Community Services work programme – project ID 30248 - Māngere Town Centre Building and Library -renew roof and refurbish interior

f) approve the recommendations to the Capex Māngere-Ōtāhuhu Local Board 2021-2024 Customer and Community Services - Community Facilities work programme (shown in Attachment C) as outlined below:

i) reallocate $45,000 towards project ID# 20555 Māngere East Library - renew roof and refurbish library; to expand the project scope

ii) reallocate $35,000 towards project ID# 21890 -161R Robertson Road, Māngere -remediate fire-damaged building; to expand the project scope.

Horopaki

Context

10. The Māngere-Ōtāhuhu Local Board has an approved 2021/2022 work programme for the following:

· Customer and Community Services

· Infrastructure and Environmental Services;

· Plans and Places;

· Auckland Unlimited.

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

Chart, bar chart

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Graph 1: Work programme activities by outcome

COVID-19 restrictions

12. From 23 January 2022, Auckland moved back into traffic light red setting under the COVID-19 Protection Framework, which has impacted council and community-delivered event planning and programming.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

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

Chart, pie chart

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Graph 2: Work programme performance by RAG status

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

Chart, waterfall chart

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Graph 3: Work programme performance by activity status and department

Key activity updates from quarter three

15. MO Priority Playspace service assessment – ID# 752 - Community consultation and the second round of mana whenua engagement was completed in Q3. The service assessment findings will be presented to the local board at a Q4 workshop before a business report is presented to formally approve the findings.

16. CARRY FORWARD MO: Ngahere (Urban Forest) Growing programme FY21 – ID# 3077 - Surveying work has been completed and draft planting plans developed for board input at a workshop on 27 April. Plans will be finalised following a workshop. The plans will support the delivery of the Māngere-Ōtāhuhu Ngahere Action Plan by directing planting efforts.

17. CARRY FORWARD: Māngere Centre Park Master Plan – ID# 1542 - Community-led community engagement is being undertaken to inform the draft masterplan. Conversations are on-going with key stakeholders. The draft masterplan will be workshopped with the local board in quarter 4 and a report presented to the local board, seeking approval to take the plan out for community engagement.

18. Walter Massey Park Masterplan – ID# 1543 – the board resolved to advocate to the Governing Body for extra capex budget towards the delivery of the Walter Massey Park upgrade. Staff recommended carry forward of $20,000 budget towards this activity line to 2022/2023 financial year to start the discovery phase of the Walter Massey Master plan in the first quarter of the financial year, subject to further board approval.

19. Pest Free Urban South - Māngere-Ōtāhuhu – ID# 781 - To continue to fund a coordinator to support Pest Free Urban South (currently funded by Māngere-Ōtāhuhu and Ōtara-Papatetoe and proposed to expand to Manurewa in 2021/2022). This role will identify opportunities for pest plant and animal control in strategic ecological areas and initiate a community campaign encouraging residents to undertake pest control.

Activities with underspends

20. Staff have identified five activities within the operational work programme that will deliver an underspend for the 2021/2022 financial year. The total underspend amount to reallocate is $70,000.

21. The following table provides a breakdown of the underspend against each activity.

Table 1: Work programme underspend for reallocation by the local board

ID	Work Programme Name	Activity Name	Reason for underspend	Underspend Amount
1767	CCS: Connected Communities – Community Places	Venue Hire subsidy	Due to Covid and closing down the facilities for almost 4 months.	$7,000
276	CCS: Connected Communities – Community Empowerment	Town centres and business improvement districts Māngere-Ōtāhuhu	South Harbour Business Improvement District doesn’t need the funding (total of $30,000) $7,000 of the above amount has however been used for a BID audit by a consultant.	$23,000
839	CCS: RSPIP – Māori Outcomes	MO Te Kete Rukuruku (Māori naming of parks and places)	Tranche one is complete and funding of that will be used to cover tranche two costings.	$18,000
294	CCS: RSPIP – Events	Event partnership fund Māngere-Ōtāhuhu (Christmas events)	Ōtāhuhu Christmas Celebrations have been cancelled due to Covid and traffic light restrictions	$3,000
293	CCS: RSPIP – Events	Event partnership fund Māngere-Ōtāhuhu	Ōtāhuhu Family Fun Day and Ōtāhuhu Food Festival have been cancelled due to Covid and traffic light restrictions	$19,000
290	CCS: RSPIP – Events	Anzac services Māngere-Ōtāhuhu	Some of the Dawn services were delivered at a smaller cost due to Covid and traffic light restrictions	$15,500
291	CCS: RSPIP – Events	Local civic events Māngere-Ōtāhuhu	Only one civic event has been identified to be delivered this financial year so the rest of the budget is available to the board for reallocation	$10,000
			Total	$95,500

Activities to reallocate budget

22. Staff have identified the following activities, which can be delivered by the end of the 2021/2022 financial year, that require reallocated budget:

a) FIFA Women’s World Cup (WWC) 2023 programme, led by Auckland Unlimited ($30,000):

· a request by the Māngere Centre Park Sports Association Inc (224599) for the upgrade of changing room facilities at Māngere Centre Park

· the venue has been shortlisted as a training venue for the FIFA Women’s World Cup 2023 and the scope of upgrades (total of $845,000) includes both tournament compliance (including non-slip flooring, clubroom heating and painting) and gender-neutral improvements (including replacing urinals with toilet pans, converting communal showers to cubicles, and adding baby-changing facilities)

· gender neutral upgrades are not a tournament compliance requirement but will improve the playing and visiting experience to Māngere Centre Park, which is part of the community sport legacy of hosting the FIFA WWC 2023 in Auckland

· $400,000 has been secured to date (from the Auckland Unlimited training venue programme budget) and the Association has applications pending with the Auckland Council Sport & Recreation Facility Investment Fund and class four gaming funders for the remaining funding

· capital upgrades need to be completed by December 2022 as Māngere Centre Park will be hosting FIFA WWC Playoff Tournament training in February 2023.

b) Māori Responsiveness Māngere-Ōtāhuhu, led by Connected Communities – to fund a week-long Matariki 2022 event ($5,000). The board has $45,000 within its Locally Driven Initiative (LDI) budget that is allocated to support this one-week event to celebrate the first ever official Matariki public holiday in Aotearoa New Zealand; the reallocated budget will support extra activities within the Māngere-Ōtāhuhu local board area as below:

· local kapa haka groups will be performing during the different days of the weeklong event around multiple Māngere-Ōtāhuhu public locations

· marketing and promotion of events and activities

· coordination of local Māori performances and activities offered free to the community

· arts and craft by local groups set up at libraries, town centres and community facilities or other community facilities

· fees towards community partners for time of coordinating these events

· guided tours around the Māngere-Ōtāhuhu local board area in buses for community where iwi will speak to local landmarks of significance to Māori

· fee for carving workshops and Matariki stories told by facilitates in our community facilities

· a one-day community event held with all local performances and Māori celebrities to perform at this event.

c) purchasing a blank whale tail sculpture and painting it - ID#275 - Placemaking: Community-led activation of community spaces and neighbourhood’s Māngere-Ōtāhuhu - $4,500

d) the remaining $56,000 of the reallocation budget to be allocated towards the community and quick response grants – ID# 297 - Community grants Māngere-Ōtāhuhu.

Activities with significant issues

23. Māngere-Ōtāhuhu Climate Action programme – ID# 769, Staff contacted various potential suppliers, but efforts to contract an appropriate community engagement partner were hampered by COVID-19 resurging and subsequent disruptions. Similarly, the organisation and facilitation of the community stakeholder workshop in March was not possible. A potential partner has been identified and discussions about engagement will continue at a stakeholder workshop planned for late April or early May 2022.

Changes to the local board work programme

Cancelled activities

24. These activities are cancelled:

· Movies in Parks Māngere-Ōtāhuhu – ID#295 - two Movies in Parks events were cancelled due to COVID-19 restrictions.

Changes to the Capex local board work programme - Community Facilities Work Programme 2021-2024

25. The Māngere-Ōtāhuhu Local Board approved the 2021-2024 Customer and Community Services work programme on 16 June 2021 (resolution MO/2021/82).

26. As projects progress through the design and delivery process, the specific work required and the cost of delivery can change, impacting the approved budget. As a result, variations may be required to the work programme to accommodate updated timeframes and final costs for some projects.

27. Local Renewal (ABS: Capex)

a) staff have identified one project which requires less renewal funding than the funding allocated in the financial year 2021/2022:

i) Project ID 30248 Māngere Town Centre Building and Library -renew roof and refurbish interior – achieved a realised cost savings of $80,000

b) staff have identified two existing projects that require additional funding in the financial year 2021/2022 due to higher than anticipated costs for physical works which were revealed during the construction stage:

i) Project ID 20555 Māngere East Library - renew roof and refurbish library – requires additional funding of $45,000

ii) Project ID 21890 -161R Robertson Road, Māngere -remediate fire-damaged building - requires additional funding of $35,000

c) staff have identified three projects that require changes to the scope of work. Effectively, this is an alteration to the scope of work [activity description] originally specified in the adopted work programme, by way of an addition or omission to the works:

i) Project ID 30248 Māngere Town Centre Building and Library - renew roof and refurbish interior – Project descope by way of omission of the entrance ramp from the original scope of work

ii) Project ID 20555 -Māngere East Library -renew roof and refurbish library – expansion of the project scope to include additional features such as the upgrade of the courtyard and installation of an overhead projector system

iii) Project ID 21890 -161R Robertson Road, Māngere -remediate fire-damaged building - expansion of the project scope to include additional features such as reparation of the gate frontage entrance as the wall pillars are leaning and have deteriorated which is a safety concern. Mitigation works are required to stabilise the walls to ensure the safety and protection of members of the public.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

29. Work programmes were approved in June 2021 and delivery is already underway. Should significant changes to any projects be required, climate impacts will be assessed as part of the relevant reporting requirements.

30. The local board is currently investing in a number of sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These include:

· Taonga tuku iho - Legacy - we preserve our past, ensure our future. (Environment) - Māngere-Ōtāhuhu – ID# 1376

· MO: Ecological and environmental volunteers programme FY22 – ID# 754

· MO: Urban Ngahere Growing FY22 – ID# 803

· Old School Reserve teaching garden FY22 – ID# 1657

· Māngere-Ōtāhuhu Schools Waste Minimisation programme – ID# 734

· Māngere Bike Hub (EcoMatters) – ID# 739

· Māngere-Ōtāhuhu Climate Action programme – ID# 769

· Māngere-Ōtāhuhu Low Carbon Lifestyles – ID# 771

· Māngere-Ōtāhuhu industrial pollution prevention programme - Airport Oaks – ID#765.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

31. When developing the work programmes council group impacts and views are presented to the local board.

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

Local impacts and local board views

32. This report informs the Māngere-Ōtāhuhu Local Board of the performance for quarter three ending 31 March 2022.

Tauākī whakaaweawe Māori

Māori impact statement

33. David Lange Park - develop destination playground – ID#2319, the projects works closely and engages with iwi to develop a concept plan and associated works of a new destination playground at David Lange playground.

34. Ōtāhuhu Portage - develop greenways link – ID# 2359, mana whenua and community design phase concluded with design brief for concept design finalised to seek professional services for concept design phase.

35. Māori Responsiveness Māngere-Ōtāhuhu – ID# 280, which includes:

· support delivery of Ara Kōtui (Improving Māori Input into Local Board decision making project) outcomes ratified by the participating local boards and mana whenua reference group

· engage with mana whenua, mataawaka and local board members to identify appropriate projects that respond to Māori aspirations in a practical and effective way

· engage and build relationships with local marae

· engage with mana whenua and mataawaka to identify projects that respond to local Māori aspirations.

Ngā ritenga ā-pūtea

Financial implications

36. This report is provided to enable the Māngere-Ōtāhuhu Local Board to monitor the organisation’s progress and performance in delivering the 2021/2022 work programme.

37. The board has unspent budget due to Covid restrictions, the difficulty in running events and/or delivering some of the work programme activities within the government traffic light guidelines or departments facing challenges with delivery; noting that reallocation of budgets does not impact the local board total Locally Driven Initiatives (LDI) operational expenditure. These include:

i) $7,000 from Venue Hire subsidy available for reallocation – ID# 1767

ii) $23,000 from Town centres and business improvement districts Māngere-Ōtāhuhu – ID# 276

iii) $18,000 from MO Te Kete Rukuruku (Māori naming of parks and places) – ID# 839

iv) $3,000 from Event partnership fund Māngere-Ōtāhuhu (Christmas events) - ID# 294

v) $19,000 from Event partnership fund Māngere-Ōtāhuhu - ID# 293

vi) $15,500 from Anzac services Māngere-Ōtāhuhu – ID# 290

vii) $10,000 from Local civic events Māngere-Ōtāhuhu – ID# 291.

38. The reallocations proposed in the recommendations section of this report is based on discussions with the departments with delivery capacity and have indicated the additional budgets will be used to further deliver board outcomes within this financial year.

39. The proposed variations to the Community Facilities Work Programme 2021-2024 are within the Māngere-Ōtāhuhu Local Board 2021/2022 financial year budget envelope and will not substantially impact the approved projects or the overall capex work programme.

Financial Performance

40. Operating expenditure relating to Asset Based Services (ABS) is on track with budget for the first three quarters of 2021/2022, while the LDI operational projects are $566,000 below budget.

41. LDI underspend is due to a variety of projects yet to draw down on financial allocations. Some projects are identified that delivery cannot proceed, and funding has been returned to the local board for reallocation towards other projects with capacity to deliver within this financial year as stated in the recommendations section of this report.

42. Capital spend of $3.2 million is below budget by $366,000 and represents investment in the renewals of local assets, the Māngere Centre Park upgrade, the David Lange Park destination playground and the Ōtāhuhu Town Centre revitalisation.

43. The complete Māngere-Ōtāhuhu Local Board Financial Performance report can be found in Attachment B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

45. The approved Customer and Community Services capex work programme include projects identified as part of the Risk Adjusted Programme (RAP). These are projects that the Community Facilities delivery team will progress, if possible, in advance of the programmed delivery year. This flexibility in delivery timing will help to achieve 100 per cent financial delivery for the financial year if projects intended for delivery in the current financial year are delayed due to unforeseen circumstances.

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

Ngā koringa ā-muri

Next steps

47. The local board will receive the next performance update following the end of quarter four (30 June 2022).

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Māngere-Ōtāhuhu Local Board Q3 performance report 21/22 - Attachment A (Under Separate Cover)
b ⇩	Māngere-Ōtāhuhu Quarterly Operating Performance Q3 FY22 Financial Attachment B	155
c ⇩	Māngere-Ōtāhuhu Capex work programme amendments - Attachment C	161

Ngā kaihaina

Signatories

Author	Noha Zaki - Local Board Advisor
Authoriser	Manoj Ragupathy - Local Area Manager

[1] MartinJenkins (2018). Cost-Benefit Analysis: Publicly-owned Auckland Golf Courses

[2] M. Moore (1995). Creating Public Value: Strategic Management in Government

[3] This is an important consideration in the context of section 80 of the Local Government Act 2002: Identification of inconsistent decisions

[4] O’Connor Sinclair (2013). Auckland Golf Facility Strategy

[5] Annual figures for the 18-month period 30 June 2020 to 31 December 2021, when compared to the prior five-year baseline period.

[6] https://www.transport.govt.nz/statistics-and-insights/safety-annual-statistics/sheet/social-cost-of-road-crashes

Deputy Chairperson	Tauanu’u Nanai Nick Bakulich
Members	Makalita Kolo
	Christine O'Brien
	Papaliitele Peo
	Togiatolu Walter Togiamua
	Harry Fatu Toleafoa