Agenda of Ōtara-Papatoetoe Local Board

Ōtara-Papatoetoe Local Board

17 May 2022

Manukau Steps Concept Design

File No.: CP2022/05490

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Ōtara-Papatoetoe Local Board for the concept design of the Manukau Steps project as provided in Attachment A.

Whakarāpopototanga matua

Executive summary

2. Manukau town centre has been identified as a major regeneration and intensification opportunity for Auckland. It is one of the ‘Transform’ priority locations to be delivered by Eke Panuku Development Auckland (Eke Panuku). The town centre occupies strategic locations with good infrastructure, services, and facilities. The programme area has a concentration of council landholdings that are development ready.

3. Manukau Plaza and Karoro Court are in the heart of central Manukau. However, they are uninviting public spaces in their current form. Manukau Plaza has been earmarked for future redevelopment to increase utilisation; however, these works are dependent on other proposed projects that activate the plaza’s edge.

4. Corporate Properties are currently upgrading the Manukau Civic Building and the western annex building providing Eke Panuku an opportunity to upgrade the additional public realm space adjacent that falls out of its project scope.

5. The public realm upgrade will be complimentary to the town centre and its adjacent developments, create a quality bit of infrastructure that is desirable and accessible for local use and enable the local community to view any activations taking place in the plaza.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) approve the concept design of the Manukau Steps project as provided in Attachment A.

Horopaki

Context

6. Manukau is identified as a ‘Transform’ location in the Eke Panuku portfolio due to the suitability of the area for intensification and the potential benefits that urban development would have in this location. It is a centre with strong transport connectivity, by rail or bus, proximity to major universities and under-used natural assets such as te Puhinui and Hayman Park.

7. The projects objectives are:

a) Improve pedestrian access throughout the precinct by creating a new footpath along Putney Way (east) to establish a safe pedestrian connection between the Manukau Civic Building and Friendship House.

b) Improve connectivity to the new Corporate Property works for the Manukau Hub.

c) Strengthen the role of the sites as the civic heart of Manukau.

d) Improve legibility and wayfinding throughout the precinct.

e) Support Manukau to fulfil its long-desired role as a lively central civic space.

Tātaritanga me ngā tohutohu

Analysis and advice

8. The concept design for Manukau Steps aims to provide a new footpath and civic space creating a southern extension of the Manukau Plaza and contribute to the future identity of Manukau’s civic heart. Eke Panuku has considered both the wider Manukau context and the other public realm projects completed to date and programmed for the future.

9. The existing space is underwhelming and underutilised as a civic space for the local workers and community to enjoy. It is a space that is separated and lacks any connection with its surroundings.

10. The concept design is to build a new footpath along Putney Way (east) that provides a safe connection from the Manukau Civic Building to Friendship House and the eastern edge of the plaza. It will be a space that links the Manukau Hub and Manukau Plaza as one cohesive connection.

11. The project is extending the footprint of the Manukau Plaza to provide a welcome mat to the future Manukau Civic Building; enclosing and hugging the southern edge to the plaza which has previously been a ‘blank’ with Putney Way along the edge. It also provides a welcome area of the Manukau Hub that extends to meet the civic extension of the Manukau Plaza. It will provide a transit from one civic area to another, each with separate – but supportive – identities.

12. As part of the scope, the project will include soft landscaping focusing on creating an urban ngahere connecting the green stitch from Hayman Park to te Puhinui. A selection of Pacific and native plants that are hardy yet special to the Tāmaki Makaurau climate will be explored. Colour and texture will be important in the design.

13. A business case will be presented to Eke Panuku’s Programme Steering Group (PSG) in June 2022. If approved, this will give the project team the mandate to proceed with the design and procure a contractor to undertake the physical works.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. Through the developed design the project team will work with the Corporate Responsibilities team at Eke Panuku to explore permeable and green materials to be used if appropriate and feasible.

15. The project team have also engaged the Urban Ngahere Principal Specialist and will work closely with them to ensure the tree and planting species proposed are in keeping with Auckland Council’s Urban Ngahere Strategy and provide enough canopy to help reduce the heat island effect that is prevalent for Manukau

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. Eke Panuku met with the Community Facilities team 29 April 2022 to provide initial input and feedback following the completion of concept design.

17. The team will be heavily involved during the developed and detailed design process to ensure any concerns are addressed with regards to ongoing maintenance post completion.

18. Consequential opex for maintaining the civic space is expected to come from the Community Facilities budget for the current space. Service Level Agreements will need to be amended to accommodate any new services that will be required. This will be discussed and worked through with the Community Facilities team.

19. Eke Panuku are working alongside Corporate Properties to ensure both projects provide the best outcomes and work cohesively through the design. Eke Panuku is also trying to align the project / construction works were possible to minimise disruption and to ensure synchrony.

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

Local impacts and local board views

20. Eke Panuku have worked with the Ōtara-Papatoetoe Local Board since inception of the Transform Manukau programme and have provided regular updates to ensure the views of the local board are considered and consistent with the strategic vision outlined in the High Level Project Plan (HLPP) and Framework Plan.

21. An initial concept design was presented at the local board workshop on 5 April 2022. Feedback was received and will be explored and incorporated where possible.

22. The local board chair provided strong support to progress with the project.

23. The project aligns with the Ōtara-Papatoetoe Local Board Plan 2020 –

· Outcome 1: Transform Manukau. Objective: Transform Manukau through good planning and sustainable development. Key initiative: Improve civic space at Karoro Court to make it an attractive, usable, safe and event friendly.

· Outcome 4: Parks and facilities that meet our people’s needs. Objective: Celebrate a thriving Māori identity as Auckland’s point of difference in the world. Key initiative: Support mana whenua to tell stories of Māori cultural heritage and knowledge throughout our parks and opens spaces network.

Tauākī whakaaweawe Māori

Māori impact statement

24. Eke Panuku is currently undertaking an engagement process with mana whenua to help shape the future direction of projects within Manukau town centre. This process adheres to Eke Panuku’s Māori Outcomes Framework intended to identify key opportunities, themes and aspirations which are important to mana whenua and how they can be incorporated into the various Eke Panuku projects that sit within the Transform Manukau Framework Plan.

25. The project was presented to the Mana Whenua Project Working Group on 28 March 2022. A list of opportunities of how mana whenua could be involved in the project were presented ranging from design, social and environmental.

26. It was agreed that mana whenua representatives were to submit their interest if they wanted to be a part of the project. A subcommittee is being put together with the interested iwi. The first meeting is scheduled for 17 May 2022.

27. Eke Panuku will work with mana whenua to perform a ground-breaking blessing pre-construction and an opening blessing post completion.

Ngā ritenga ā-pūtea

Financial implications

28. The Manukau Steps project is funded by Eke Panuku. The scale of the enhancement envisaged by uplifting the site can be achieved using existing council budgets assigned to Eke Panuku through the 10-year Budget 2021-2031.

29. Funds have been forecasted and will be submitted to the Eke Panuku governance forum for approval via a business case.

30. The annual maintenance and operational costs will be confirmed through the developed design phase. It is expected to be funded using existing council budgets assigned to Community Facilities through the 10-year Budget 2021-2031.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. The following risk for the project has been identified and a mitigation has been proposed to respond throughout the project lifecycle:

a) Risk: Asset acceptance may not be agreed with Community Facilities

Mitigation: Eke Panuku will continue to work closely with the assigned Facilities Manager to ensure they are a part of the design process and are satisfied with the design and required ongoing maintenance post completion.

Ngā koringa ā-muri

Next steps

32. Eke Panuku to submit a business case in June to seek approval to progress the project to developed and detailed design.

33. Eke Panuku continues to work with Community Facilities, the Urban Ngahere Principal Specialist and mana whenua on the developed and detailed design.

34. Eke Panuku to submit all consenting documentation by December 2022.

35. Construction is forecasted to commenced April 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	220428 Manukau Steps - Concept Pack	17

Ngā kaihaina

Signatories

Author

Katie Walton - Project Manager

Authorisers

Richard Davison - Senior Project Planning Leader, Panuku Development Auckland

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

17 May 2022

Ōtara-Papatoetoe Local and Multiboard Grant Round Two 2021/2022 grant allocations

File No.: CP2022/05117

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for the Ōtara-Papatoetoe Local and Multi-Board Grant Round Two 2021/2022.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Ōtara-Papatoetoe Local and Multi-Board Grant Round Two 2021/2022. as provided in Attachments B and C.

3. The Ōtara-Papatoetoe Local Board adopted the Ōtara-Papatoetoe Grants Programme 2021/2022 on 20 April 2021 (OP/2021/40) as provided in Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

4. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $347,051 for the 2021/2022 financial year.

5. In July 2021 the Ōtara-Papatoetoe Local Board granted $10,000 to the Mayoral Disaster Relief fund for the Papatoetoe Tornado.

6. Ōtara-Papatoetoe Local Grant and Multi-Board Grant Round One 2021/2022 received a total 49 applications and a total of $392,251.58 requested. A total of $125,496.03 was allocated leaving $211,554.97 remaining.

7. Ōtara-Papatoetoe Quick Response Grant Round One 2021/2022 received a total of 14 applications and a total of $27,828.20 requested. $15,575.70 was allocated, leaving a total of $195,979.27 remaining for One local and Multi-Board grant round and two quick response rounds.

8. 15 applications were received for consideration by the Ōtara-Papatoetoe local board for the Quick response grant round two 2021/2022, requesting a total of $34,596.65. $16,959.00 was allocated, leaving a total of $179,020.27 remaining for one Local Grant and One Quick Response round.

9. Additionally, the Ōtara-Papatoetoe Excellence awards received 16 applications, with five applications later withdrawing, leaving a total of $22,000 requested. $11,000 was allocated leaving $162,061.27.

10. Ōtara-Papatoetoe Local Grant and Multi-Board Grant Round Two 2021/2022 received a total 47 applications and a total of $371,448.79 requested.

Ngā tūtohunga

Recommendation/s

a) That the Ōtara-Papatoetoe Local Board:

agree to fund, part-fund or decline each application in Ōtara-Papatoetoe Local and Multi-Board Grants Round Two 2021/2022, outlined in Table One and Table Two:

Table One: Ōtara-Papatoetoe Local and Multi-Board Grant Round Two 2021/2022 applications:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2213-201	Manukau Business Association Incorporated	Community	Towards sign design, purchase and installation from 1 July 2022 to 30 June 2023	$40,000.00	Eligible
LG2213-202	Auckland Kindergarten Association	Environment	Towards construction of a butterfly house at Mayfield Kindergarten from 11 July 2022 to 22 July 2022	$4,462.12	Eligible
LG2213-203	Auckland Paraplegic & Physically Disabled Association Inc	Community	Towards laptops for Auckland Spinal Rehabilitation Unit from 1 June 2022 to 30 July 2022	$3,837.39	Eligible
LG2213-205	The Period Place	Community	Towards period products from 1 June 2022 to 31 May 2023	$8,000.00	Eligible
LG2213-206	Auckland Basketball Services Limited	Sport and recreation	Towards venue hire and coaching costs at Allan Brewster Leisure Centre from 1 June 2022 to 21 February 2023	$5,000.00	Eligible
LG2213-208	Langima'a Oceania Trust	Community	Towards wages at 14 Hope Place from 1 July 2022 to 1 July 2022	$11,700.00	Ineligible
LG2213-209	South East Auckland Senior Citizens' Association	Community	Towards venue hire, catering, rubbish removal, decorations and performer hire on 15 October 2022	$15,500.00	Eligible
LG2213-211	YMCA North Incorporated	Community	Towards event and volunteer costs for the Raise Up Youth Development Programme from 1 June 2022 to 31 December 2022	$12,000.00	Eligible
LG2213-212	Papatoetoe Chess Club	Community	Towards display cabinet purchase at Papatoetoe Bowling Club from 1 June 2022 to 31 July 2022	$3,000.00	Eligible
LG2213-213	Independent Living Service Trust	Community	Towards venue hire, catering, transport and operational costs at Te Puke O tara from 1 July 2022 to 31 December 2022	$3,093.00	Eligible
LG2213-215	The Rising Foundation	Community	Towards wages at Sir Edmund Hillary Collegiate from 7 June 2022 to 3 July 2022	$3,423.00	Ineligible
LG2213-217	Tangaroa College Board of Trustees	Sport and recreation	Towards transportation for Tangaroa College from 1 June 2022 to 31 August 2023	$3,500.00	Eligible
LG2213-218	All Heart Charitable Trust	Community	Towards equipment, transport, salaries and operational costs at 116 Cavendish Drive from 1 June 2022 to 31 December 2022	$10,000.00	Eligible
LG2213-220	Te Whakaora Tangata Trust	Community	Towards catering, printing, telephone costs and internet costs at 10 Roys Road from 1 June 2022 to 31 August 2022	$5,000.00	Eligible
LG2213-221	Youthline Auckland Charitable Trust	Community	Towards training costs at Youthline from 1 June 2022 to 31 March 2023	$5,000.00	Eligible
LG2213-223	New Zealand Council of Victim Support Groups	Community	Towards purpose at 42 Station Road from 1 July 2022 to 30 June 2023	$7,500.00	Eligible
LG2213-225	Graeme Dingle Foundation Auckland	Community	Towards continued provision of Kiwi Can at Papatoetoe West School from 1 June 2022 to 8 July 2022	$5,000.00	Ineligible
LG2213-226	Papatoetoe Adolescent Christian Trust	Community	Towards wages, transport costs, operational costs, fees and marketing from 1 June 2022 to 10 December 2022	$9,400.00	Eligible
LG2213-227	Asthma New Zealand Incorporated	Community	Towards facilitator costs from 10 June 2022 to 9 September 2022	$5,000.00	Ineligible
LG2213-229	360 Tautua Trust Board	Community	Towards marquee hire, catering, operational costs, decorations, band hire, entertainment and koha from 1 November 2022 to 26 November 2022	$25,000.00	Eligible
LG2213-230	Community Builders Trust	Community	Towards marketing, waste management and event costs at 120 East Tamaki Road from 1 July 2022 to 1 July 2023	$30,000.00	Eligible
LG2213-232	Carers New Zealand Trust	Community	Towards salaries, brochures and leasing costs at 3 Vinegar Lane from 1 June 2022 to 31 May 2023	$2,000.00	Eligible
LG2213-234	Belong Aotearoa	Community	Towards toys at 311 Great South Road from 8 June 2022 to 26 May 2023	$4,928.64	Eligible
LG2213-235	Counties Manukau Touch Association Incorporated	Sport and recreation	Towards storage and administration costs from 1 July 2022 to 30 June 2023	$6,152.64	Eligible
LG2213-236	XLR8 Sports Trust	Sport and recreation	Towards affiliation fees and venue hire at East Tamaki Reserve from 1 July 2022 to 30 June 2023	$7,792.50	Eligible
LG2213-237	Rotary Club Papatoetoe Central Incorporated	Community	Towards venue hire, catering, sound system hire and decorations at Allan Brewster Recreation Centre on 10 December 2022	$10,000.00	Eligible
LG2213-239	Action Education Incorporated	Arts and culture	Towards spoken word workshops from 1 June 2022 to 31 May 2023	$5,000.00	Eligible
LG2213-241	The Community Builders NZ Trust	Community	Towards computers, soundproofing and Multi-Boards at the Otara Youth Hub from 1 July 2022 to 1 July 2023	$21,137.00	Eligible
Total				$272,426.29

Table Two: Ōtara-Papatoetoe Multi-Board Grant Round Two 2021/2022 applications:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB2022-201	Fix Up, Look Sharp	Community	Towards leasing costs in East Tamaki from June 2022 until April 2023.	$4,000.00	Eligible
MB2022-202	Re-Creators Charitable Trust	Community	Towards free or subsidised classes of Community Upcycling DIY Workshops in various locations in Auckland (June 2022 - March 2023)	$6,000.00	Eligible
MB2022-204	The Auckland Association Incorporated	Sport and recreation	Towards ongoing operating expenses for facilitating softball leagues and tournaments in the Auckland Region from July 2022 to December 2022.	$2,500.00	Eligible
MB2022-210	LifeKidz Trust	Community	Towards sensory/play equipment and support worker wages.	$2,000.00	Eligible
MB2022-212	David Riley	Arts and culture	Towards four bilingual Pacific superhero children's books and audiobooks from June 2022 to September 2022	$2,000.00	Eligible
MB2022-219	Young Workers Resource Centre	Community	Towards education coordinator wages and mileage from June 2022 - March 2023	$2,000.00	Eligible
MB2022-220	Bellyful New Zealand Trust	Community	Towards meal production, volunteer support, and delivery costs in Auckland (June 2022 - December 2023)	$10,000.00	Eligible
MB2022-221	Kiwi Harvest Ltd	Community	Towards the operating costs of the food rescue project in Highbrook from June 2022 to June 2023.	$5,000.00
MB2022-224	Training and Budget Services Incorporated	Community	Towards office lease expenses in their Papatoetoe office for three months (June 2022 - August 2022)	$4,000.00	Eligible
MB2022-228	HomeDish Limited	Community	Towards verification costs, courses, and marketing of home-cook businesses in Auckland (June 2022 - March 2023)	$3,000.00	Eligible
MB2022-229	The StarJam Charitable Trust	Community	Towards the workshop costs of tutor fees, venue hire, tutor and volunteer training, regional programme coordinator`s salary and equipment between 1st June 2022 to 31st December 2022.	$5,000.00	Eligible
MB2022-234	Fiji Girmit Foundation	Community	Towards the Girmit musical festival and Girmit seniors recognition event in Mangere.	$10,000.00	Eligible
MB2022-236	Big Buddy Mentoring Trust	Community	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)	$2,000.00	Eligible
MB2022-237	Pet Refuge New Zealand Charitable Trust	Community	Towards administration costs for the Pet Refuge shelter in Rosedale Auckland (June 2022 - December 2022)	$7,022.50	Eligible
MB2022-239	The Operating Theatre Trust t/a Tim Bray Theatre Company	Arts and culture	Towards Gift a Seat funding for 2,700 children to attend The Whale Rider in their local area for free (September 2022 - December 2022)	$2,500.00	Eligible
MB2022-243	Anxiety New Zealand Trust	Community	Towards the marketing material costs and wages of co-ordinators and facilitators of the Community Education Webinars.	$10,000.00	Eligible
MB2022-248	KidsCan Charitable Trust	Community	Towards items to deliver the KidsCan programme in schools and early childhood centres in Auckland (June 2022 - December 2022)	$6,000.00	Eligible
MB2022-255	Habitat for Humanity Northern Region Limited	Community	Towards healthy homes interventions and winter warmer essentials from June 2022 to August 2022.	$5,000.00	Eligible
MB2022-257	PHAB Association (Auckland) Incorporated	Community	Towards youth worker wages, external facilitation, project coordination and administration costs	$11,000.00	Eligible
Total				$99,022.50

Horopaki

Context

11. 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.

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

13. 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.

14. The Ōtara-Papatoetoe Local Board adopted its grants programme for 2021/2022 on 20 April 2021 (OP/2021/40) and will operate three quick response and two local grant rounds for this financial year. This includes the Ōtara-Papatoetoe Local Board Excellence Awards, which are open all year round (OP/2021/40).

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way.

18. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction, decreasing use of single-occupancy transport options, home energy efficiency and community renewable energy generation, local tree planting and streamside revegetation, and education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

20. 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

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

22. Staff will provide feedback to unsuccessful grant applications so they will know what they can do to increase their chances of success next time.

23. A summary of each application received through the Ōtara-Papatoetoe Local and Multi-Board Round Two 2021/2022 is provided in Attachments B and C.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

25. This report presents applications received in Ōtara-Papatoetoe Local and Multi-Board Grants Round Two 2021/2022 as provided in Attachments B and C.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

28. Following the Ōtara-Papatoetoe Local Board allocation of funding for Local and Multi-Board Round Two, staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Otarā-Papatoetoe Grants Programme 2021/2022	45
b	2021 2022 Otara Papatoetoe Local Grants Round 2 Application Summary (Under Separate Cover)
c	2021 2022 Otara Papatoetoe Multiboard Grants Round 2 Application Summary (Under Separate Cover)

Ngā kaihaina

Signatories

Author

James Boyd - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

17 May 2022

Ōtara-Papatoetoe Local Board Grants Programme 2022/2023

File No.: CP2022/05489

Te take mō te pūrongo

Purpose of the report

1. To adopt the Ōtara-Papatoetoe Grants Programme 2022/2023.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to review and adopt its own local grants programme for the next financial year.

4. This report presents the Ōtara-Papatoetoe Grants Programme 2022/2023 for adoption as provided in Attachment A to this report.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) adopt the Ōtara-Papatoetoe Grants Programme 2022/2023 provided in Attachment A.

Horopaki

Context

5. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

6. The Community Grants Policy supports each local board to review and adopt its own local grants programme for the next financial year. The local board grants programme guides community groups and individuals when making applications to the local board.

7. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

· which grant types will operate, the number of grant rounds and opening and closing dates

· any additional criteria or exclusions that will apply

· other factors the local board consider to be significant to their decision-making.

8. Once the local board grants programme 2022/2023 has been adopted, the types of grants, grant rounds, criteria and eligibility with be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Tātaritanga me ngā tohutohu

Analysis and advice

9. 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. The new Grants Programme has been workshopped with the local board and feedback incorporated into the grants programme for 2022/2023.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

13. The grants programme has been developed by the local board to set the direction of its grants programme. This programme is reviewed on an annual basis.

Tauākī whakaaweawe Māori

Māori impact statement

14. All grant programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy. Therefore, there is minimal risk associated with the adoption of the grants programme.

Ngā koringa ā-muri

Next steps

17. An implementation plan is underway and the local board grants programme will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Otara Papatoetoe Local Board Grants Programme 2022 2023	55

Ngā kaihaina

Signatories

Authors

James Boyd - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

17 May 2022

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

File No.: CP2022/00483

Te take mō te pūrongo

Purpose of the report

1. To request the local board to recommend that the Governing Body sets the targeted rates for the Greater East Tāmaki, Hunters Corner, Manukau, Ōtara, Papatoetoe Central and Wiri Business Improvement District (BID) programmes for the 2022/2023 financial year.

Whakarāpopototanga matua

Executive summary

2. Business Improvement Districts (BIDs) are areas 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 Greater East Tāmaki Business Association (GETBA), Hunters Corner Town Centre Society (HCTCS), Manukau Business Association (MBA) - trading as Business Manukau, Ōtara Business Association (OBA), Papatoetoe Central Mainstreet Society (PCMS) and Wiri Business Association (WBA), by collecting a targeted rate from business rated properties within a defined geographic area. The funds from the targeted rates collected are then provided by way of a BID targeted 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 (see Attachment A). This budget funds the implementation of a business plan that delivers programmes based on each BID’s strategic priorities.

6. GETBA members approved a BID targeted rate grant of $545,000 for 2022/2023. This figure is unchanged from the current financial year.

7. HCTCS members approved a BID targeted rate grant of $126,590 for 2022/2023. This figure is unchanged from the current financial year.

8. MBA members approved a BID targeted rate grant of $525,300 for 2022/2023. This figure is an increase of 3% from the current financial year.

9. OBA members approved a BID targeted rate grant of $94,720 for 2022/2023. This figure is a decrease of 0.0105% from the current financial year.

10. PCMS members approved a BID targeted rate grant of $100,692 for 2022/2023. This figure is unchanged from the current financial year.

11. WBA members approved a BID targeted rate grant of $755,425 for 2022/2023. This figure is unchanged from the current financial year.

12. 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.

13. For the council to be confident that the targeted rate grant 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.

14. 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.

15. Staff are satisfied the GETBA, HCTCS, MBA, OBA, PCMS and WBA sufficiently comply with the BID Policy.

16. After the Annual Budget is approved, the council collects the BID targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2022. This enables GETBA, HCTCS, MBA, OBA, PCMS and WBA to implement programmes that contribute to Outcome 2: Prosperous local economy, thereby supporting the aspirations of the Ōtara-Papatoetoe Local Board Plan 2020.

17. Ōtara-Papatoetoe’s BID programmes, managed by the six BID-operating business associations, will continue to play an important role in supporting its members facing local and global challenges. A BID programme can support local businesses to mitigate some of the economic flow-on effects from the COVID 19 pandemic 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 Ōtara-Papatoetoe Local Board:

a) recommend to the Governing Body the setting of the targeted rates for inclusion in the Annual Budget 2021/2022 for the following Business Improvement District (BID) programmes:

i) $545,000 for Greater East Tāmaki Business Association

ii) $126,590 for Hunters Corner Town Centre Society

iii) $525,300 for Manukau Business Association

iv) $94,720 for Ōtara Business Association

v) $100,692 for Papatoetoe Central Mainstreet Society

vi) $ 755,425 for Wiri Business Association.

Horopaki

Context

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

18. The Auckland Council Growth Model 2021-2051 reports Tāmaki Makaurau is projected to include approximately 660,000 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, encourage resilience and attract new businesses and customers.

20. The BID programme does not replicate services provided by the council but channels the capabilities and knowledge of the private sector to improve economic outcomes and achieve common goals.

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

22. 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 co-ordinated way.

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

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

24. 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

25. 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.

26. 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.

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

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

28. Auckland Council’s Business Improvement District (BID) Policy (2016) (Kaupapa Here ā-Rohe Whakapiki Pakihi) ensures accountability for BID targeted rate grant 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 a BID programme; 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 targeted rate 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 weighing up a change to the BID targeted rate grant amount, business associations 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 BID’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 targeted rate grant amount for the following financial year.

Local boards are responsible for recommending the targeted rate grant 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 rate grants 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 Ōtara-Papatoetoe Local Board approved similar recommendations for the rohe’s three BID programmes last year (resolution number OP/2021/70), as did 17 other local boards that have BID programmes operating in their rohe.

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

36. The recommendations in this report are put into effect with the Governing Body’s approval of the Annual Budget 2022/2023 and its striking (setting) of the targeted rates.

37. 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

38. 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 the business association members to determine. Staff, therefore, cannot base recommendations on these factors, but only on the policy’s express requirements.

Greater East Tamaki, Hunters Corner, Manukau, Otara, Papatoetoe and Wiri comply with the BID Policy

39. Staff are satisfied the GETBA, HCTCS, MBA, OBA, PCMS and WBA have sufficiently met the requirements of the BID Policy.

40. Staff require BID-operating business associations to provide to the council the following documents, and stay in touch with their local board(s) 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 grant 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 – one-year programme with key performance indicators, 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 budgeting 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 - provisional minutes of each business association’s 2021 AGM meetings which contain the resolution, voted on by members, confirming the BID targeted rate grant amount for the 2022/2023 financial year.

41. In addition, BID-operating business associations must inform the council of progress with other compliance requirements, including:

· Incorporated Society registration of the business association and all required documents up to date and filed

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

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

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

Require-ment Financial Year 2020/2021
Strategic Plan*	2017-2022	2019-2023	2019-2023	2014-2024	2015-2021	2022-2027
Audited financials
Annual Report
Business Plan
Indicative budget
Board Charter
Annual Accountability Agreement
Annual meeting w/ local board	8 March 2022	8 March 2022	8 March 2022	8 March 2022	8 March 2022	8 March 2022
Programme Agreement	valid to Oct 2022	valid to Sept 2022	valid to Oct 2022	signed 2016 no expiry date	valid to Dec 2025	valid to Dec 2023
Incorporated society registration
2020 AGM minutes (provisional)
Resolving problems or issues	Nothing to record	Nothing to record	Nothing to record	Nothing to record	Nothing to record	Nothing to record

43. As the GETBA, HCTCS, MBA, OBA, PCMS and WBA have sufficiently complied with the BID Policy, staff advise the local board to recommend to the Governing Body the striking (setting) of the targeted rates.

Greater East Tamaki, Hunters Corner, Papatoetoe and Wiri business associations retained their BID targeted rate grant amounts for 2022/2023. Manukau Business Association increased its BID targeted rate grant amount for 2022/2023 and Ōtara Business Association decreased its BID targeted rate grant amount for 2022/2023

44. As shown in Table 2 below:

· Greater East Tamaki has maintained its BID targeted rate grant at $545,000 for the next financial year. Records show this business association has not increased the sum since 2020

· Hunters Corner has maintained its BID targeted rate grant at $545,000 for the next financial year. Records show this business association has not increased the sum since 2016

· Manukau voted to increase its 2022/2023 BID targeted rate grant to $525,300, an increase of 3% on their 2021/2022 amount

· Ōtara voted to decrease its BID targeted rate grant to $94,720, a decrease of 0.0105% on their 2021/2022 amount. Records show this business association has not increased the sum since 2017

· Papatoetoe has maintained its BID targeted rate grant at $100,692 for the next financial year. Records show this business association has not increased the sum since 2015

· Wiri has maintained its BID targeted rate grant at $755,425 for the next financial year. Records show this business association has not increased the sum since 2021.

A regional perspective

45. Across Tāmaki Makaurau’s 50 BID-operating business associations, 26 increased their targeted rates between 1.6% to 10% - for 2022/2023, while 24 maintained the fiscal status quo.

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

BID

2022/2023

2021/2022

Increase / %

May be an image of text that says 'getba Greater East Tamaki Business Association Inc.'

$545,000

$545,000

Nil

A picture containing company name

Description automatically generated

$126,590

$126,590

Nil

$525,300

$510,000

$94,720

$94,730

-0.0105%

$100,692

$100,692

Nil

A picture containing text, clipart

Description automatically generated

$755,425

$755,425

Nil

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

47. From running carbon-reducing ‘shop local’ campaigns to transitioning to energy-efficient lighting and championing waste reduction and recovery programmes, there are many examples of BIDs leading the local sector’s responses to the climate change emergency.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48. Advocacy is a key service provided by business associations and those with BID programme-funded personnel are at an advantage. The BIDs ensure the views and ambitions of their members are communicated to elected representatives and staff across the council family, including CCOs, on those plans, policies, projects and programmes which impact them.

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

50. The BID-operating business associations also work constructively with both Eke 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

51. 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 alternate) can attend BID board meetings to ensure there is a direct link between the council and the operation of the BID programme.

52. Greater East Tamaki, Hunters Corner, Business Manukau, Ōtara, Papatoetoe and Wiri BIDs value their strong and enduring governance-to-governance relationship with the Ōtara-Papatoetoe Local Board. The contributions by the local board’s ‘BID representatives’, past and present, have promoted mutual understanding, collaboration and aligned economic outcomes.

Visions, plans aligned

53. Ōtara-Papatoetoe’s BIDs and local board share an interest in the rohe and are ambitious for its future and its people. They also share goals that include economic prosperity, community identity, placemaking and pride.

54. The BID programmes tangibly support the aspirations of the Ōtara-Papatoetoe Local Board Plan 2020, best expressed in Outcome 2: Prosperous local economy.

Local rohe, local benefit, local funding

55. Recommending that the Governing Body strikes the BID targeted rate grants for GETBA, HCTCS, MBA, OBA, PCMS and WBA means that these BID programmes will continue to be funded from BID targeted rates on business properties in their rohe. They will provide services in accordance with their members’ priorities as stated in their strategic plans.

56. Ōtara-Papatoetoe 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 the 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

57. Māori make up more than 15.7% of the population living in the Ōtara-Papatoetoe 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

58. There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from business ratepayers in the 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.

59. The BID targeted rate is payable by the owners of the business rated 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.

60. If the Governing Body agrees with the BID targeted rate grants 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

61. There are no direct financial risks to the local board or the council that could result from this recommendation to endorse the BID targeted rate grants for the three business associations.

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

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

64. 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.

65. Economic disruption created by the extended flow-on effects of the COVID-19 pandemic 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. The BID programmes in this local board area can, through business resilience and recovery initiatives, help to mitigate some of the economic effects of the pandemic.

Ngā koringa ā-muri

Next steps

66. If the board supports this report, it will recommend to the Governing Body that the BID targeted rate grants be set as part of the Annual Budget 2022/2023.

67. After the Annual Budget is approved, the council collects the targeted rate grant funds and distributes them in quarterly BID grant payments, effective from 1 July 2022, to GETBA, HCTCS, MBA, OBA, PCMS and WBA to implement programmes that improve the local business environment, support businesses to recover from the COVID-19 pandemic and help address the climate change emergency through sustainability initiatives.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

17 May 2022

Play Service Assessment Findings

File No.: CP2022/05089

Te take mō te pūrongo

Purpose of the report

1. To approve the findings of the Ōtara-Papatoetoe playspace service assessment.

Whakarāpopototanga matua

Executive summary

2. In July 2019, the local board adopted the Play Network Gap Analysis (resolution OP/2019/100) which identifies play outcomes for each of the local board’s forty-one playspaces and supports investment prioritisation.

3. The Play Network Gap Analysis identified the following playspaces as priorities for investment and improvement:

· Aorere Park

· Kohuora Park - Station Road

· Ōtara Town Centre.

4. To support the delivery of the Community Facilities 2021/2022 work programme and to make improvements to the play network in the short-term, the local board, at a workshop in October 2021, requested that staff develop a service assessment to inform play outcomes for the following parks based on the findings of the adopted Play Network Gap Analysis:

· Aorere Park

· Kohuora Park - Station Road

· Ngāti Ōtara Park

· Pearl Baker Reserve

· Pā o Tahi / Hillside Park

· Othello Park.

5. At the workshop, the board also supported the recommendation to defer the preparation of a service assessment for Ōtara Town Centre playground to better align with the Community Facilities renewals programme.

6. Service assessment findings based on mana whenua and community consultation identified strong support for the recommended play service outcomes and identified additional service outcomes to inform playspace concept plan preparation (see Table 1).

7. Pā o Tahi / Hillside Park and Othello Park playgrounds were progressed outside of the service assessment process by Community Facilities with the projects currently in the design phase.

8. 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 Ōtara-Papatoetoe Local Board:

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

i) Aorere Park

A) support for the play outcomes

B) relocation of the playspace near the main car park

C) majority supported a circular pathway development to provide for exercise and wheeled play (network gap)

D) broader play appeal to provide for population growth

E) water play

F) storytelling

G) accessible play – for a range of access needs

H) wheeled play provision – scooters and trikes

I) shaded seating areas

ii) Kohuora Park - Station Road

A) support for the play outcomes

B) play for a broad range of age groups

C) accessible play

D) sheltered and shaded seating and gathering space

E) basketball court

F) exercise/gym equipment

G) retain playspace fencing

H) learn to ride wheeled play facilities

I) tree planting and shade provision (Urban Ngahere)

J) story-telling and interpretative signage

iii) Ngāti Ōtara Park

A) support for the play outcomes

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

C) exciting and challenging play (dual flying fox)

D) accessible play items

E) shaded gathering and seating

F) wheeled play facilities (circular pathway)

G) fitness/exercise equipment

H) circular pathway development - wheeled play

iv) Pearl Baker Reserve

A) support for the play outcomes

B) strong sense of place (provided through design)

C) circular pathway development - exercise and wheeled play

D) play for a broad range of age groups

E) shaded family-friendly gathering space

F) play for young children

G) youth provision (renew and upgrade basketball court)

H) accessible play

I) exercise facilities.

Horopaki

Context

9. In July 2019, the board adopted the Play Network Gap Analysis to help guide investment priorities and create a play network that delivers excitement and challenge for all ages and abilities.

10. The adopted Play Network Gap Analysis identifies play outcomes for each of the local board’s forty-one 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.

11. At the July 2019 business meeting the local board prioritised improvements to playgrounds at the following parks:

· Kohuora Park - Station Road

· Ōtara Town Centre

· Aorere Park.

12. To support the delivery of the Community Facilities 2021/2022 work programme and to make improvements to the play network in the short-term the local board provided support at an October 2021 workshop for the development of a service assessment to inform play outcomes for the following parks based on the findings of the adopted Play Network Gap Analysis:

· Aorere Park

· Kohuora Park - Station Road

· Ngāti Ōtara Park

· Pearl Baker Reserve

· Pā o Tahi / Hillside Park

· Othello Park.

13. The board also supported the recommendation to defer the preparation of a service assessment until FY2023/2024 for Ōtara Town Centre playground. The Community Parks led service assessment will help inform the potential redevelopment of the playspace at an improved location within Ōtara Town Centre to realise benefits that include greater visitor safety and broader play appeal and provision. The Community Facilities work programme indicates the playground is identified for renewal in FY2026/2027.

Tātaritanga me ngā tohutohu

Analysis and advice

14. At an October 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.

15. The service assessment was informed by the findings of the adopted Play Network Gap Analysis which identified outcomes for each playspace shown in Table 1.

16. Community Facilities progressed the project for Pā o Tahi / Hillside Park and Othello Park playgrounds outside of the service assessment process with the projects currently in the design phase.

Consultation and engagement process

17. 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 100 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

18. The Play Network Gap Analysis outcomes were used to engage mana whenua and the community who provided strong support for the recommendations.

19. The consultation and engagement process resulted in over 100 written responses and more than four hours of mana whenua hui with themes and outcomes summarised in Table 1.

Park	Play outcomes (Identified in the Play Network Gap Analysis)	Mana Whenua and community consultation feedback
Aorere Park	· play for zero-12 years · climbing, crawling, sliding experiences · accessible play for a range of abilities · wheeled play · sheltered gathering spaces · relocation of playspace near the main car park.	· support for the play outcomes · relocation of the playspace near the main car park · majority supported a circular pathway development to provide for exercise and wheeled play (network gap) · broader play appeal to provide for population growth · water play · storytelling · accessible play – for a range of access needs · wheeled play provision – scooters and trikes · shaded seating areas
Kohuora Park (Station Road playground)	· provide a suburb level playspace · play for zero-12 years · jumping, spinning, swinging and rocking experiences · accessible play for a range of abilities · sheltered gathering spaces · accessible pathway networks	· support for the play outcomes · play for a broad range of age groups · accessible play · sheltered and shaded seating and gathering space · basketball court · exercise/gym equipment · retain playspace fencing · learn to ride wheeled play facilities · tree planting and shade provision (Urban Ngahere) · story-telling and interpretative signage
Ngāti Ōtara Park	· provide a suburb level playspace · play for zero-youth · jumping, swinging, sliding, climbing and nature play · accessible play · wheeled play · sheltered family gathering · youth-specific gathering and play space · accessible pathways	· support for the play outcomes · large play items (slides, swings, towers) · exciting and challenging play (dual flying fox) · accessible play items · shaded gathering and seating · wheeled play facilities (circular pathway) · fitness/exercise equipment · circular pathway development - wheeled play
Pearl Baker Reserve	· play for zero-12 years · balancing, rocking, spinning, imaginative play · jumping, swinging, sliding, climbing and nature play · play for 9-12 years - challenging climbing experiences · sheltered seating and gathering space · accessible pathways	· support for the play outcomes · strong sense of place (provided through design) · circular pathway development - exercise and wheeled play · play for a broad range of age groups · shaded family-friendly gathering space · play for young children · youth provision (renew and upgrade basketball court) · accessible play · exercise facilities
Pā o Tahi / Hillside Park	· play for zero-youth · balancing, spinning, swinging, climbing and nature play · sheltered seating and gathering space · accessible pathways	Community Facilities progressed the playground renewal project outside of the service assessment process. The project is currently in the design phase.
Othello Park	· play for zero-nine years · balancing, rocking, spinning, imaginative play · provide improved visibility from the adjacent road · sheltered seating and gathering space · accessible pathways.	Community Facilities progressed the playground renewal project outside of the service assessment process. The project is currently in the design phase.

Park

Play outcomes

(Identified in the Play Network Gap Analysis)

Mana Whenua and community consultation feedback

Aorere Park

· play for zero-12 years

· climbing, crawling, sliding experiences

· accessible play for a range of abilities

· wheeled play

· sheltered gathering spaces

· relocation of playspace near the main car park.

· support for the play outcomes

· relocation of the playspace near the main car park

· majority supported a circular pathway development to provide for exercise and wheeled play (network gap)

· broader play appeal to provide for population growth

· water play

· storytelling

· accessible play – for a range of access needs

· wheeled play provision – scooters and trikes

· shaded seating areas

Kohuora Park (Station Road playground)

· provide a suburb level playspace

· play for zero-12 years

· jumping, spinning, swinging and rocking experiences

· accessible play for a range of abilities

· sheltered gathering spaces

· accessible pathway networks

· support for the play outcomes

· play for a broad range of age groups

· accessible play

· sheltered and shaded seating and gathering space

· basketball court

· exercise/gym equipment

· retain playspace fencing

· learn to ride wheeled play facilities

· tree planting and shade provision (Urban Ngahere)

· story-telling and interpretative signage

Ngāti Ōtara Park

· provide a suburb level playspace

· play for zero-youth

· jumping, swinging, sliding, climbing and nature play

· accessible play

· wheeled play

· sheltered family gathering

· youth-specific gathering and play space

· accessible pathways

· support for the play outcomes

· large play items (slides, swings, towers)

· exciting and challenging play (dual flying fox)

· accessible play items

· shaded gathering and seating

· wheeled play facilities (circular pathway)

· fitness/exercise equipment

· circular pathway development - wheeled play

Pearl Baker Reserve

· play for zero-12 years

· balancing, rocking, spinning, imaginative play

· jumping, swinging, sliding, climbing and nature play

· play for 9-12 years - challenging climbing experiences

· sheltered seating and gathering space

· accessible pathways

· support for the play outcomes

· strong sense of place (provided through design)

· circular pathway development - exercise and wheeled play

· play for a broad range of age groups

· shaded family-friendly gathering space

· play for young children

· youth provision (renew and upgrade basketball court)

· accessible play

· exercise facilities

Pā o Tahi / Hillside Park

· play for zero-youth

· balancing, spinning, swinging, climbing and nature play

· sheltered seating and gathering space

· accessible pathways

Community Facilities progressed the playground renewal project outside of the service assessment process. The project is currently in the design phase.

Othello Park

· play for zero-nine years

· balancing, rocking, spinning, imaginative play

· provide improved visibility from the adjacent road

· sheltered seating and gathering space

· accessible pathways.

Community Facilities progressed the playground renewal project outside of the service assessment process. The project is currently in the design phase.

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

20. 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 Kāigna 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

21. 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.

22. 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

23. 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.

24. 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

25. The local board provided feedback on the service assessment scope during a workshop in October 2021 and support the assessment findings at an April 2022 workshop. Additionally, the board requested that connectivity and holistic park improvements are considered as part of the playspace renewal process.

26. Approval of the outcomes identified in Table 1 will support the delivery of the following Local Board Plan 2020 aspiration; Parks and facilities that meet our people’s needs.

Tauākī whakaaweawe Māori

Māori impact statement

27. 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.

28. 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.

29. 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

30. 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.

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

Park	2021/2022	2022/2023	2023/2024
Aorere Park	$0	$50,000	$350,000
Hillside South Park	$240,000	$0	$0
Kohuora Park	$0	$0	$50,000
Ngati Ōtara Park	$50,000	$373,000	$127,000
Othello Park	$440,000	$0	$0
Pearl Baker Reserve	$300,000	$50,000	$0

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

32. These estimates do not include any inflation adjustments, nor any increases in costs or shortage of materials. 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

33. 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.

34. 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.

Ngā koringa ā-muri

Next steps

35. 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

Ōtara-Papatoetoe Local Board

17 May 2022

Draft Auckland golf investment plan

File No.: CP2022/05798

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 Ōtara-Papatoetoe 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	101

Ngā kaihaina

Signatories

Authors

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

Ōtara-Papatoetoe Local Board

17 May 2022

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

File No.: CP2022/05802

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 Ōtara-Papatoetoe 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 (see 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 ⇩	Ōtara-Papatoetoe Local Board - Proposed speed limit changes - phase 3	133
b	Safe Speeds Programme Public feedback on proposed speed limit changes March/April 2022 (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

Ōtara-Papatoetoe Local Board

17 May 2022

Auckland Council’s Quarterly Performance Report: Ōtara-Papatoetoe Local Board for quarter three 2021/2022

File No.: CP2022/05589

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

4. Net operating performance for Ōtara-Papatoetoe Local Board area is five per cent below budget for the year to date (ended 31 March 2022) resulting from a substantial decrease in revenue from disruptions and closure of most facilities under COVID-19 restrictions. Operating expenditure is three percent below budget and operating revenue is thirty-eight percent below budget. Capital expenditure has achieved ninety-two percent of budget spend for the quarter.

5. The key activity updates from this quarter are:

· one hundred and ten activities within the agreed work programmes of 130 activities are on track (green), including 15 of which are complete. There are 14 activities with some risk or issues which are being managed (amber), three cancelled activities (grey) and one activity that has significant risk

· although there has been decreased participation this quarter, community satisfaction with local board venues and spaces is high (#379)

· many community events took place, celebrating and demonstrating the diversity in the local board area (#381, #1671)

· youth are engaged and the youth-focused programmes are operating successfully despite the challenges of the pandemic (#1359, #376)

· two reallocations are recommended to enable delivery of new or additional projects in the local board area (#3202, #1615). These items are further discussed in Table One, and Attachments C and D.

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 activity is reported with a status of red (behind delivery, significant risk):

· OP: Bike Programme (#1615).

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

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

b) approve the repurpose of up to $50,000 from CARRY FORWARD: Diversity Festival 2020/2021 (#3202) to Matariki events in June 2022

c) approve the reallocation of up to $20,000 from OP: Bike Programme (#1615) to Pest Free Urban South - Ōtara-Papatoetoe (#1186) for purchasing tools and resources for the Pest Free Urban South hubs.

Horopaki

Context

7. The Ōtara-Papatoetoe Local Board has an approved 2021/2022 work programme for the following departments and CCOs:

· Customer and Community Services

· Infrastructure and Environmental Services

· Plans and Places

· Auckland Emergency Management

· Auckland Unlimited.

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

Graph 1: Work programme activities by outcome

Chart, bar chart

Description automatically generated

COVID-19 restrictions

9. 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

10. 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).

Graph 2: Work programme performance by RAG status

Chart, pie chart

Description automatically generated

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

Graph 3: Work programme performance by activity status and department

Chart

Description automatically generated

Key activity updates from quarter three

12. Access to community places (#379): Despite capacity restrictions and decreased participation numbers in this quarter, satisfaction is high with 100 per cent of customers indicating that they were satisfied and 100 per cent would recommend the venues that they have visited in the local board area.

13. Programming in community places (#381): Holiday programme activations with the Re-Creators took place between 18 and 28 January, engaging 74 children plus parents. Zumba fitness classes by ZSwagg for Pride Month were well attended with over 150 participants. Over 50 people gathered to celebrate Lunar New Year with Tai Chi and Chinese Tea. ELEI Dance started online sessions early March before returning to onsite classes, with a showcase to be held in quarter four for 52 girls and their families. Two World of Cultures events saw 180 people come out to celebrate diversity within the local board area.

14. Support community & customer connection through cultural diversity celebrations (#1671): Pasifika events were moved online with four weekly Talatala talks featuring Pasifika leaders in the community sharing their experiences in the creative world as practicing artists, and in the educational world as academics. In a collaborative effort with the other three libraries, Tupu Youth Library posted weekly content such as acknowledging local Pasifika-owned businesses and organisations. There were also weekly highlights of Pasifika books held in our collection, which reached over 5,000 people.

15. Student intern programme (#1359): A student from Papatoetoe High School has completed their work experience and now has a deeper insight into the library space, as well as providing their own ideas on how to engage youth.

16. Youth: Community capacity building with young people (#376): The Ōtara-Papatoetoe Squad (TOPS) received 32 new applications to join the youth council this year. TOPS also held an executive retreat connecting with communities and showing new members the intersectionality of community and local politics.

17. Multi-cultural community emergency resilience programme (#1594): Community feedback on the draft Religious Communities and Places of Worship Emergency Ready Guide will be provided next quarter. When the final resource is produced a launch event will be organised in Ōtara-Papatoetoe. This will support efforts to formalise an interreligious resilience network to improve community emergency readiness and support local emergency coordination.

18. Pest Free Urban South (#1186): The Ōtara Creek pest control network has been set up and initial monitoring of pest species has been carried out. Bait stations are now being managed by the Ōtara Waterways and Lake Trust.

Activities with significant issues

19. OP: Bike Programme (#1615): COVID-19 impacts and a delay with the Auckland Transport procurement of the bike-ready providers has delayed this programme. Staff expect an underspend of at least $30,000, which the board can reallocate to other activities. Auckland Transport has completed its tender process and identified schools it will be targeting with the "Bike Ready" programme. Outdoor Experience has confirmed the delivery of the learn to ride programme with several schools, starting in term two.

Activities on hold

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

· Hillside Park - renew carpark at Manukau Indian Association (#30434)

· OP: Bike Programme (#1615).

Changes to the local board work programme

Cancelled activities

21. These activities are cancelled:

· Local Board event - Diversity Festival (#386): This event was cancelled in agreement with the local board on 1 March due to ongoing COVID-19 concerns, specifically the Omicron outbreak

· Movies in Parks Ōtara-Papatoetoe (#387): As agreed with the local board in February 2022, this event was cancelled due to COVID-19 restrictions

· CARRY FORWARD: Diversity Festival 2020/2021 (#3202): This event was cancelled due to COVID-19 restrictions. This year is the first time that a public holiday has been declared for Matariki and there is an opportunity to direct this budget towards celebrating Matariki in the local area. It is recommended that the local board reallocate these funds to a local Matariki event, as outlined in Attachment C.

Activities with changes

22. The following work programme activities are recommended to be amended to reflect minor change, the implications of which are reported in the table below. The local board was informed of these proposed changes at its workshop on 10 May 2022. Further information on these two items are outlined in Attachments C and D.

Table 1: Minor change to the local board work programmes

ID/Ref	Activity Name	Change	Reason for change	Budget Implications	Reference
3202	CARRY FORWARD: Diversity Festival 2020/2021	Funds are repurposed to be used for Matariki celebrations in June 2022.	This carry forward budget cannot be carried over again, and a Diversity Festival will not take place this financial year. This budget can instead go towards holding Matariki events as they will take place this financial year.	$50,000	Attachment C
1615	OP: Bike Programme	Reallocation to Pest Free Urban South - Ōtara-Papatoetoe (#1186)	COVID-19 impacts and a delay with the Auckland Transport procurement of the bike-ready providers has delayed this programme. Pest Free Urban South - Ōtara-Papatoetoe (#1186) has capacity to expand its programme with the additional funding.	$20,000	Attachment D

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

24. 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.

25. 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. The key areas of these projects include:

Building resilience through teaching skills and creating a strong sense of place and community:

· OP: Auckland Teaching Gardens programme FY22 (#1660)

· Multi-cultural community emergency resilience programme - Ōtara-Papatoetoe (#1594)

· Taonga tuku iho - Legacy - we preserve our past, ensure our future. (Environment) - Ōtara-Papatoetoe (#1366)

· OPE phase two: Building sustainable community Ōtara-Papatoetoe (#888)

· OP: Community Garden - service assessment (#676)

· Programming in community places Ōtara-Papatoetoe (#381)

· Access to community places Ōtara-Papatoetoe (#379)

· OP: Bike Programme (#1615).

Improving biodiversity and water quality:

· CARRY FORWARD: OPE year three: sustainable communities with Ōtara-Papatoetoe Enviroschools (#3128)

· Tāmaki Estuary Environmental Forum - Ōtara-Papatoetoe (#1189)

· Pest Free Urban South - Ōtara-Papatoetoe (#1186)

· Manukau Harbour Forum - Ōtara-Papatoetoe (#1011)

· Ōtara Waterways and Lake Trust - Ōtara-Papatoetoe projects (#890)

· Ōtara-Papatoetoe Industrial Pollution Prevention programme (#889)

· OP: Urban Ngahere Growing FY22 (#807)

· OP: ecological and environmental volunteers programme FY22 (#774).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

27. This report informs the Ōtara-Papatoetoe Local Board of the performance for quarter three ending 31 March 2022.

Tauākī whakaaweawe Māori

Māori impact statement

28. Ōtara-Papatoetoe Local Board has many work programme activities and projects that have a direct Māori outcome and focus. The following work programme lines have a strong Māori focus:

· Operational expenditure for Ōtara Music Arts Centre (Council facility) (#369)

· Build Capacity: Community-led response to social concerns (#372)

· Whakatipu i te reo Māori - we grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori - Ōtara-Papatoetoe (#1360)

· Youth: Community capacity building with young people (#376)

· Māori Responsiveness (#377)

· Community grants Ōtara-Papatoetoe (#389)

· Community Arts Initiatives Programme (#368)

· Operational expenditure for Fresh Gallery Ōtara (Council facility) (#367)

· Apply the Empowered Communities Approach: Connecting communities Ōtara-Papatoetoe (#390)

· Ōtara Waterways and Lake Trust - Ōtara-Papatoetoe projects (#890).

29. Ōtara-Papatoetoe Local Board is working in collaboration with, or engaged in partnerships with mana whenua on the following programmes (noting this is not an exhaustive list as it does not include programmes delivered by Council Control Organisations such as Auckland Transport and Eke Panuku):

· Carry forward of Puhinui Reserve and Colin Dale Park service assessment (#3048)

· Develop Manukau Sports Bowl Master Plan (#1548)

· Carry forward of Te Kete Rukuruku (Māori naming of parks and places) tranche one (#3114)

· Te Kete Rukuruku (Māori naming of parks and places) tranche two (#841)

· Renew signage -Te Kete Rukuruku - Māori naming of parks and places (#28374)

· Restoring biodiversity and improving water quality in local streams, the Manukau Harbour and the Tāmaki Estuary (#3128)

· Manukau Harbour Forum (#1011)

· Tāmaki Estuary Environmental Forum (#1189)

· Enviroschools phase two: Building sustainable community Ōtara-Papatoetoe (#888)

· Pearl Baker Reserve - renew playground and Investigate options develop a walkway and volleyball court (#30112)

· A review of parts of the Māngere-Ōtāhuhu area plan and of the Ōtara-Papatoetoe area plan (#1519).

30. Ōtara-Papatoetoe Local Board is part of Ara Kōtui, a joint mana whenua and southern local boards initiative that explores and supports opportunities that enable mana whenua involvement in local board decision-making. Currently up to 12 mana whenua are involved in this initiative.

Ngā ritenga ā-pūtea

Financial implications

31. This report is provided to enable the Ōtara-Papatoetoe Local Board to monitor the organisation’s progress and performance in delivering the 2021/2022 work programme. There are no financial implications associated with this report.

Financial Performance

32. Operating expenditure of $13.65 million is $433,000 (three per cent) below budget. Asset Based Services operating expenditure (ABS Opex) is $20,000 net underspent overall as costs have reduced during facility closures, while opportunities for extra scheduled and urgent maintenance have been delivered. Locally Driven Initiatives operating expenditure (LDI Opex) is $413,000 behind budget with some grants still to be paid in quarter four and some projects to be carried forward into financial year 2022/2023.

33. Operating revenue of $1.62 million is $1.0 million below budget due to earlier facility closures under COVID-19 alert levels affecting venues for hire, library services, recreation, leisure, fitness, and aquatics facilities. Some recovery is expected in the last quarter.

34. Capital Expenditure of $3.36 million is 92 per cent of funding budget year to date.

35. The financial report for the quarter ended 31 March 2022 for Ōtara-Papatoetoe Local Board area is attached as Attachment B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. 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.

37. 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.

38. 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

39. 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 ⇩	Ōtara-Papatoetoe Local Board - 1 January – 31 March 2022 Work Programme Update	147
b ⇩	Ōtara-Papatoetoe Local Board - Operating Performance Financial Summary	189
c ⇩	Ōtara-Papatoetoe Local Board Matariki Memo	195
d ⇩	Pest Free Urban South request for reallocation	197

Ngā kaihaina

Signatories

Author	Claire Abbot - 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

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

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