Agenda of Māngere-Ōtāhuhu Local Board - Wednesday, 4 December 2024

Māngere-Ōtāhuhu Local Board

04 December 2024

Local Board Leads and Appointments Report

File No.: CP2024/15017

Te take mō te pūrongo

Purpose of the report

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

2. To make any appointments to vacant positions.

Whakarāpopototanga matua

Executive summary

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

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

Topic Area	Lead	Alternate
Social Impact Fund Allocation Committee Appointments Committee	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Staff consultation over landowner approval applications (excluding applications for filming and events)	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Staff consultation on applications for filming	Christine O’Brien	Makalita Kolo
Liquor licence matters, to prepare and provide objections, if any, and speak to any local board views at any hearings on applications for liquor licences	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Resource consent matters to: i) provide the local board views, if any, on whether a resource consent should proceed as a non-notified, limited notified or fully notified application ii) prepare and provide local board’s views, if any, on notified resource consents and speak to those views at any hearings if required iii) provide the local board’s views on matters relating to or generated by the COVID-19 (Fast-track Consenting) Act 2020 while this legislation remains in force	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua	Christine O’Brien
Local Government New Zealand Auckland Zone	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Select shared representatives to council working groups, working parties and other internal bodies, where there is a limited number of local board representatives to be selected from amongst all 21 or clusters of local boards	Tauanu’u Nanai Nick Bakulich
Manukau Harbour Forum joint committee	Togiatolu Walter Togiamua	Papaliitele Lafulafu Peo
Ara Kōtui (formerly Māori input into local board decision-making political steering group)	Togiatolu Walter Togiamua	Joe Glassie-Rasmussen
Staff consultation on applications for events and other activities on local parks and local facilities that also require regulatory approval, or may involve reputational, financial, performance or political risk	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Approve the local board’s input into Auckland Council submissions on formal consultation from government departments, parliament, select committees and other councils, when timeframes do not allow for local board input to be considered and approved at a local board meeting	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Infrastructure and Environmental Services	Togiatolu Walter Togiamua	Harry Fatu Toleafoa
Arts, Community and Events (including libraries)	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Parks, Sport and Recreation and Community Facilities	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Local planning, housing, and heritage – includes responding to resource consent applications on behalf of board	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua	1st half of the term: Togiatolu Walter Togiamua 2nd half of the term: Harry Fatu Toleafoa
Transport	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Economic development	Harry Fatu Toleafoa	Makalita Kolo
Youth, Children, Seniors and Uniquely Abled	Harry Fatu Toleafoa	Papaliitele Lafulafu Peo
Water care COMMUNITY	Togiatolu Walter Togiamua	Papaliitele Lafulafu Peo
Auckland Airport Community Trust for Aircraft Noise Community Consultative Group	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Ambury Park Centre	Papaliitele Lafulafu Peo	Christine O’Brien
Department of Corrections - Community Impact Forum for Kohuora Corrections Facility	Makalita Kolo	Papaliitele Lafulafu Peo
Māngere Bridge Business Association	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Māngere East Village Business Association	Joe Glassie-Rasmussen	Togiatolu Walter Togiamua
Māngere Mountain Education Trust	Togiatolu Walter Togiamua	Makalita Kolo
Māngere Town Centre Business Association	Makalita Kolo	Papaliitele Lafulafu Peo
Ōtāhuhu Business Association	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Ōtāhuhu Portage Project Steering Group	Papaliitele Lafulafu Peo	Christine O’Brien
Ōtāhuhu Town Hall Community Centre Incorporated Society joint committee	Makalita Kolo	Harry Fatu Toleafoa
South Harbour Business Association	Harry Fatu Toleafoa	Papaliitele Lafulafu Peo
Tāmaki Estuary Environmental Forum	Togiatolu Walter Togiamua	Makalita Kolo
Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee	Togiatolu Walter Togiamua	Joe Glassie-Rasmussen
Te Pūkaki Tapu o Poutūkeka Co-Management Committee. MO/2023/187 · to agree changes of a minor nature to the Te Pūkaki Tapu o Poutūkeka Co-management Agreement in Attachment A of the agenda report, in consultation with Te Ākitai Waiohua / Pūkaki Māori Marae Committee · to sign on behalf of Auckland Council the Te Pūkaki Tapu o Poutūkeka Co-management Agreement in Attachment A of the agenda report · as an additional member to Te Pūkaki Tapu o Poutūkeka Co-management Committee, to come into effect on agreement with Te Ākitai Waiohua / Pūkaki Māori Marae Committee on a total Co-management committee membership of six	Tauanu’u Nanai Nick Bakulich
The Southern Initiative (TSI) Steering Group	Harry Fatu Toleafoa	Joe Glassie-Rasmussen
Emergency Readiness and Response Forum MO/2024/52 To participate in the Emergency Readiness and Response Forum	Chairperson Deputy Chairperson Member Harry Fatu Toleafoa

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Jacqueline Robinson - Democracy Advisor

Māngere-Ōtāhuhu Local Board

04 December 2024

Adoption of the Māngere-Ōtāhuhu Local Board Emergency Readiness and Response Plan

File No.: CP2024/16338

Te take mō te pūrongo

Purpose of the report

1. To adopt the Māngere-Ōtāhuhu Local Board Emergency Readiness and Response Plan (Attachment A).

Whakarāpopototanga matua

Executive summary

2. The Māngere-Ōtāhuhu Local Board Emergency Readiness and Response (ER&R) Plan contributes to the delivery of the local climate programmes that increase climate resilience and preparedness under ‘Our environment’ in the Māngere-Ōtāhuhu Local Board Plan 2023.

3. The development of the Māngere-Ōtāhuhu ER&R Plan is a key initiative identified in the Auckland Emergency Management Group Plan 2024-2019. Group Plan Initiative #16 is to “work with local boards to prepare, communicate and embed Local Board Emergency Readiness and Response Plans that identify local hazards, how to prepare for emergencies, how to evacuate and where to go and useful contacts in an emergency.”

4. The Māngere-Ōtāhuhu ER&R Plan has been developed to provide information for people living and working in the local area on how to get ready for, and respond to, an emergency. The plan also includes information about reducing or minimising the risk of hazards and includes key information to support a community’s recovery following an emergency event.

5. The plan has been developed in conjunction with the local board, marae in the Auckland Emergency Management Whakaoranga Marae Whakaoranga Whanau Programme, emergency services, Health NZ, the Auckland Council Demographic Panels, as well as the council departments of Healthy Waters, Community Wellbeing (formerly Connected Communities), the Tāmaki Makaurau Recovery Office, and key community groups with an interest in emergency readiness and response.

6. A two-stage launch strategy is proposed for the release of the ER&R Plan. The two stages include a ‘soft launch’ post ER&R Plan adoption and a full public launch commencing in February 2025. The public launch will include promoting the plans in traditional media, on social media platforms and in hard copy.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whai / adopt the Māngere-Ōtāhuhu Local Board Emergency Readiness and Response Plan (Attachment A).

b) tautapa / delegate to the Māngere-Ōtāhuhu Local Board Chairperson the ability to approve minor amendments of the document ahead of publication.

Horopaki

Context

7. The Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024-2029 identifies several key initiatives to improve community emergency readiness and response to emergencies. Group Plan Initiative #16 prioritises the preparation of local board ER&R Plans to meet this objective. The Māngere-Ōtāhuhu ER&R Plan contributes to the delivery of the local climate programmes that increase climate resilience and preparedness under the ‘Our environment’ objective in the Māngere-Ōtāhuhu Local Board Plan 2023.

8. The purpose of the ER&R Plan is to support local emergency readiness. The development of the ER&R Plan was carried out in collaboration with the Māngere-Ōtāhuhu Local Board over the course of 2024.

9. The ER&R Plan has been developed through three workshops with the Māngere-Ōtāhuhu Local Board which covered the following topics:

· Workshop one (13 March 2024): The concept of the ER&R Plan was introduced, Local Board Emergency Readiness and Response Lead(s) were nominated, and the process to develop the ER&R Plan agreed. The Māngere-Ōtāhuhu ER&R Plan Working Group was established and included the nominated Local Board Emergency Readiness and Response Lead(s), the Auckland Emergency Management Senior Community Planning and Readiness Advisor, Community Wellbeing Advisor (formerly Connected Communities) and local board services kaimahi. The ER&R Plan Working Group met throughout the development of the ER&R Plan and between workshops one, two and three.

· Workshop two (12 June 2024): The draft ER&R Plan template was presented, following input from the nominated ER&R Plan Working Group. Discussion focused on identifying and/or confirming hazards specific to the Māngere-Ōtāhuhu local board area, potential Civil Defence Centres and provisional Community Emergency Hubs. The local board confirmed a targeted group of community stakeholders with which to test the draft ER&R Plan.

· Workshop three (2 October 2024): Feedback from targeted stakeholder consultation was reviewed and the text of final draft ER&R Plan presented. The design proof from the pilot local board (Devonport-Takapuna) ER&R Plan was shared and agreement sought on launch and testing activities.

10. In addition to input from the ER&R Plan Working Group, this ER&R Plan was shaped with input from marae in the Auckland Emergency Management Whakaoranga Marae Whakaoranga Whanau Programme, emergency services (including Fire and Emergency NZ and Police), Health NZ, the Auckland Council Demographic Panels, as well as the council departments of Healthy Waters, Connected Communities and the Tāmaki Makaurau Recovery Office. Key community groups with an interest in emergency readiness and response have also been involved with the development of the plan. A summary of this feedback is provided in paragraphs 13 through to 18 in this report.

11. The ER&R Plan is a foundation document to communicate local board area specific information about the top emergency hazards for the area, tips and ideas on how to reduce the risk and/or impact of these hazards, how to be emergency ready, where to go and what to do during an emergency response and key information to support a community’s recovery. The ER&R Plan will support and guide community groups in their reduction, readiness, response and recovery planning activities.

12. Figure 1 below shows the hierarchy of plans and how the different plans relate to one another. Community groups will be able to use the area specific technical information, advice and guidance in the ER&R Plan as a foundation, or guide, for forming their own community plans with assistance from Auckland Emergency Management. The ER&R Plan also supports the household ‘Make a Plan’ resource, giving whānau additional information and guidance to help them get ready for a wide range of emergencies. It promotes personal confidence and empowerment as a tool for taking personal responsibility in getting ready for and responding to emergencies. It is a reference for households, businesses and communities to confidently base their own readiness activities on.

Figure 1: The hierarchy of plans

Tātaritanga me ngā tohutohu

Analysis and advice

Summary of feedback from the local board and the ER&R Plan Working Group

13. Feedback received at local board workshops included clarification on Civil Defence Centres and emphasis that the ER&R Plan would need to be translated into key languages spoken in the local area for it to be understood by communities whose first language is not English. The Māngere-Ōtāhuhu Local Board suggested other community organisations that could possibly stand-up during an emergency.

Summary of community feedback

14. The Māngere-Ōtāhuhu Local Board informally provided feedback from the local community on the ER&R Plan which included:

· simplifying and summarising the ER&R Plan so it could be easily understood

· knowing what to do, who to call, and when to evacuate included in the plan.

15. As a result of the feedback received, the Māngere-Ōtāhuhu Local Board ER&R Plan includes the following:

· identifying Civil Defence Centres in the Māngere-Ōtāhuhu Local Board area

· having key parts of the plan to be pulled out for easier reference as summary documents translated into the most common spoken languages in Auckland (Te Reo, Samoan, Tongan, Hindi, Korean and Chinese) and supplemented with copies of the household ‘Make a Plan’ guide available in twenty-two languages.

16. Key community groups and organisations recommended by the local board in workshop three were approached and/or considered for inclusion in the ER&R Plan by the Senior Community Planning and Readiness Advisor. As many of these community organisations would support a specifically identified group of people in an emergency (i.e. rather than the general public), it was decided that these organisations would not be listed in the ER&R Plan. It was agreed that Auckland Emergency Management would continue to engage with the interested community groups and organisations to build capability, to assist them in navigating support services, as well as managing surge populations that require shelter during an emergency event.

Feedback from council’s demographic panels

17. Over June and July 2024, Auckland Emergency Management presented a draft ER&R Plan for the six Auckland Council demographic panels which represent Ethnic Communities, Pacific Peoples, Youth, Seniors, Disability and Rainbow Communities. Feedback from the panels include:

· communication of the plan post-adoption

· images within the plan to be representative of Auckland’s diversity

· training opportunities for Community Emergency Hubs to be inclusive of diversity

· the plans being condensed

· including advice for apartment dwellers

· diverse life experiences and input from one panel is also relevant to circumstances of other communities.

18. Particular attention has been given to making the ER&R Plans representative of Auckland’s diverse communities. This includes ensuring that images are inclusive and representative, that the plan is concise and accompanied by easier to read summary documents and fact sheets. Separate to the ER&R Plan, Auckland Emergency Management is developing guidance for apartment dwellers and will build inclusiveness into future Community Emergency Hub guidance documentation.

Launch strategy for ER&R Plan

19. A two-stage launch strategy is proposed for the release of the ER&R Plan. The two stages include a ‘soft launch’ post ER&R Plan adoption at the Māngere-Ōtāhuhu Local Board Business Meeting, and a full public launch commencing February 2025.

20. The two-stage launch strategy allows for a celebration and acknowledgement of the completion of the plan with those closely involved in its development, whilst allowing time for the printing and publication of the ER&R Plan and supporting promotional documentation, the preparation of translated and accessible versions of the documents, and the organising of any public events to support a full public launch. For further information refer to Attachment B: Local Board Emergency Readiness and Response Plan – Launch Strategy.

Update process for the ER&R Plan

21. As the ER&R Plan is a new local board and community resource, Auckland Emergency Management will conduct a first review of the ER&R Plan as part of the FY25/26 local board work programme. Whilst much of the content within the plan will remain unchanged, the initial review is a good opportunity to update any changes to contact information or identified Civil Defence Centres and/or Community Emergency Hub locations. Following this initial review, further reviews will then occur on a three yearly basis (or as required) to align with the local board plan cycle.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. The ER&R Plan identifies actions that can be taken to increase individual and community readiness and resilience in the face of increased frequency and severity of weather events associated with climate change. The ER&R Plan identifies tips and activities that communities can do to reduce the risk of a climate related emergency hazard (and other non-climate hazards) or its impact.

23. Further work delivered by Auckland Emergency Management over 2025 and beyond will seek to embed the ER&R Plan by working alongside members of the Māngere-Ōtāhuhu Local Board and their communities, to reduce risks, to emergency ready and to respond to, and recover from, future emergency events.

24. Auckland Emergency Management’s community outreach workstream forms part of a joined-up approach with other parts of Auckland Council that collectively seek to support communities in discussions around climate change, adaptation, emergency preparedness and recovery. As such, Auckland Emergency Management is collaborating with Environmental Services, the Chief Sustainability Office, Healthy Waters and the Tāmaki Makaurau Recovery Office in particular. The intention is to ensure all departments are coordinated in their approach, understand each other’s objectives and workstreams, and to provide joined up advice to community groups.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. The Māngere-Ōtāhuhu Local Board ER&R Plan has provided an opportunity to partner and collaborate with many departments across the council group.

26. Auckland Emergency Management sought input from, and has built relationships with, Local Board Services, Community Wellbeing Department (formerly Connected Communities), the Tāmaki Makaurau Recovery Office, the Assets, Engineering and Technical Advisory Department, Healthy Waters (specifically team delivering the Blue Green Network Programme) and the Chief Sustainability Office in particular. Governance and engagement (local board teams) have provided advice and guidance through the development of the ER&R Plans.

27. Council Controlled Organisations such as Auckland Transport and Watercare Limited, are connected to this work through both the Coordinating Executive Group (CEG) and through the Lifelines Utilities Programme (representing electricity, cellular network, water and roading providers). The Lifelines Utilities Advisor has been consulted through the development of the ER&R Plan.

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

Local impacts and local board views

28. The ER&R Plan contributes to the delivery of the local climate programmes that increase climate resilience and preparedness under ‘Our environment’ in the Māngere-Ōtāhuhu Local Board Plan 2023. The purpose of the ER&R Plan is to support local emergency readiness. The ER&R Plan has been developed to provide information for people living and working in the local area on how to get ready for, and respond to, an emergency.

29. The development of the ER&R Plan was carried out in collaboration with the local board over the course of 2024 as outlined in paragraph nine. Throughout the development of the ER&R Plan, the views of the local board were sought and the feedback received was used to shape and inform the plan’s development. Auckland Emergency Management staff also engaged with key community groups who have an interest in emergency readiness and response. The purpose of engaging with key community groups was to seek feedback and input into the ER&R Plan to ensure the plan meets the needs of the local community. Paragraphs 13 through 18 of this report summarise the feedback received and outlines how this feedback was used to shape the plan.

30. Following the adoption and publication of the plan, community groups will be able to use the area specific technical information, advice and guidance in the ER&R Plan as a foundation or guide for forming their own community plans. The ER&R Plan also supports the household ‘Make a Plan’ resource, giving whānau additional information and guidance to help them get ready for a wide range of emergencies. It promotes personal confidence and empowerment as a tool for taking personal responsibility in getting ready for and responding to emergencies. It is a reference for households, businesses and communities to confidently base their own readiness activities on.

31. The ER&R Plan provides key emergency contact information that local board members can pass on to their communities. The ER&R Plan clarifies roles and responsibilities through reduction, readiness, response and recovery. Cross boundary issues have been considered, with the maps incorporated within the plan showing hazards, Civil Defence Centres and Community Emergency Hubs both within the local board area/rohe and those areas immediately adjacent.

32. Over 2025, Auckland Emergency Management will embed key concepts of the ER&R Plan through community outreach activities. Local board members have an important role in promoting the ER&R Plan and the information it includes by referencing and promoting the ER&R Plan at community events and other community engagements that they attend throughout the year.

Tauākī whakaaweawe Māori

Māori impact statement

33. The impacts on Māori from disasters can be significant and there are real strengths in integrating kaupapa Māori, mātauranga Māori and tikanga Māori into resilience building for disasters. Auckland Emergency Management are committed to honouring Te Tiriti o Waitangi by ensuring the views and knowledge of Iwi and Māori are reflected.

34. During the North Island severe weather events of 2023, 13 marae were actively involved in the response, feeding, sheltering and comforting people who had been displaced by the event. Of those 13, eight have already become part of Auckland Emergency Management’s Whakaoranga Marae Whakaoranga Whānau Programme, which supports marae emergency readiness. These marae are listed in the ER&R Plans as places where people can turn to for support in an emergency, along with other marae who have indicated they have the resource to offer similar support in the future. Auckland Emergency Management understand that not all marae have the resources available to support the wider community in an emergency response and have only identified those who have confirmed they are able to respond and support others.

35. Auckland Emergency Management, through the Principal Iwi/ Māori Resilience Advisor, will continue to work with marae, mana whenua and mataawaka to support marae and iwi in their emergency readiness activities, with support from the Ngā Mātārae and Resilience and Infrastructure Directorate Māori Outcomes Lead. Should additional marae confirm that they are in a position to support the wider communities and wish to be included in the ER&R Plan, Auckland Emergency Management will ensure that they are included in future iterations and updates to the ER&R Plan.

Ngā ritenga ā-pūtea

Financial implications

36. The activities associated with delivering and launching the ER&R Plans and the community emergency readiness programme are funded through the Auckland Emergency Management operating budget and/or are resourced internally. This includes the printing of the ER&R Plans, the printing and translation of supporting summary documentation, the preparation of proactive media articles, social media campaigns and provision of documentation to key community information points such as the Auckland Council libraries, Citizen Advice Bureau(s), Neighbourhood Support and others. For further information refer to Attachment B.

37. Further work to embed the key messaging associated with the ER&R Plans will be funded through Auckland Emergency Management operating budget and/or are resourced internally. Continuing work to identify and support community groups who have an interest in establishing future Community Emergency Hubs will be funded through the Auckland Council Local Preparedness Storm Fund in addition to internal resourcing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. Key risks to the implementation of the Māngere-Ōtāhuhu ER&R Plan include:

· A delay in adopting the ER&R Plan, or non-adoption: The ER&R Plan contains critical emergency information which people feel they do not have access to through other means. Delay in, or not, adopting the ER&R Plan will mean that this local board area will not be able to succinctly provide this information to residents. The ER&R Plan is a foundation document that will underpin community emergency readiness discussions, activities and support over 2025. A delay in adopting the ER&R Plan, or non-adoption, would negatively impact the delivery of this planned community engagement and readiness programme. The opportunity to refresh Civil Defence Centres, Community Emergency Hub or marae locations in a year’s time mitigates needing to hold back the plan’s adoption for additional locations to be included.

· Response risk – Should the Emergency Coordination Centre be activated, all day-to-day work to publish, launch and embed the ER&R Plan will be temporarily put on hold to enable kaimahi to prioritise supporting the community through the emergency response period. The recommendation is that this risk is acknowledged, noting work would recommence as soon as Auckland Emergency Management’s response personnel are stood down.

· Embedding the ER&R Plans – The ability to support community groups with readiness activities using the ER&R Plan is constrained by the internal resourcing of Auckland Emergency Management. To mitigate this risk, Auckland Emergency Management is seeking to partner with departments across Auckland Council and other agencies (such as Fire and Emergency New Zealand, and Neighbourhood Support) to increase reach. Auckland Emergency Management is also seeking to fund community facilitators to run workshops and training programmes for marae and community groups to increase capacity and reach.

Ngā koringa ā-muri

Next steps

39. Auckland Emergency Management will progress the publication of the Māngere-Ōtāhuhu ER&R Plan and commence communication and launch activities as outlined in Appendix B of this report. This includes a ‘soft launch’ following the adoption of the ER&R Plan and a full public launch over February and March 2025.

40. Over 2025, Auckland Emergency Management will seek to embed key concepts of the ER&R Plan through community outreach activities. Auckland Emergency Management will refocus efforts to support interested community groups in community emergency planning activities. For community groups wishing to stand-up a Community Emergency Hub, facilitated workshops will be available over 2025 which seek to empower groups to support their networks during an emergency. Community groups who do not want to become a Community Emergency Hub will also be supported with resources to help their members get ready for an emergency, together with presentations, and the promotion of key readiness messaging at events.

41. Local board members have an important role in promoting the ER&R Plan and the information it includes by referencing and promoting the ER&R Plan at community events and other community engagements that they attend throughout the year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Māngere-Ōtāhuhu Emergency Readiness and Response Plan	25
b ⇩	Local Board Emergency Readiness and Response Plan - Launch Stategy	55

Ngā kaihaina

Signatories

Author

Andrew Peteru - Senior Community Planning & Readiness Advisor

Authorisers

Parul Sood - Deputy Director Resilience and Infrastructure

Adam Maggs - General Manager Auckland Emergency Management

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

04 December 2024

Implementation of the Māngere-Ōtāhuhu Sport and Active Rcreation Facilities Plan 2024/2025

File No.: CP2024/17746

Te take mō te pūrongo

Purpose of the report

a) To allocate grant funding towards priority projects identified within the Māngere-Ōtāhuhu Sport and Active Recreation Facilities Plan 2021.

b) To broaden the scope of the 2021/2022 financial year grant resolution to support investment in the tennis facilities at House Park and Portage Canal Foreshore Reserve.

Whakarāpopototanga matua

Executive summary

1. The Māngere-Ōtāhuhu Sport and Active Recreation Facilities Plan was adopted in September 2021 (resolution number: MO/2021/122). The plan provides strategic guidance on the provision of the local sporting facilities network.

2. The local board has allocated $80,000 Locally Driven Initiatives (LDI) operational budget for the implementation of the plan in the 2024/2025 financial year.

3. Implementation of the plan through this work programme line is done by way of grants to school, or community led projects.

4. The recommendation is to support three priority projects as summarised below.

Table 1: Summary of grant recommendations for financial year 2024/2025

Lead	Project	Recommendation
Māngere Hawks Netball Club	Repair of roof frame	· $20,000
Bridge Park Tennis Club	Floodlighting renewal	· $20,000
Bridge Park Tennis Club	Clubroom upgrades	· $40,000

5. Following the formal allocation of funding, staff will work alongside the recipient(s) to prepare a funding agreement and project plan to achieve the desired outcomes.

6. In addition to facility grant allocations, there is a recommendation to amend a previous grant to achieve community outcomes across two sites.

Table 2: Existing resolution and proposed additional resolution

Existing resolution

15 June 2022

MO/2022/96

That the Māngere-Ōtāhuhu Local Board approve the following grants from the 2021/2022 Māngere-Ōtāhuhu Sport and Active Recreation Facilities grants budget:

v) Tennis Auckland Region Incorporated, on behalf of Māngere Combined Tennis Club Incorporated, $40,000 for court upgrades and multi-use investigation

Proposed additional resolution

Following direction from the local board

That the Māngere-Ōtāhuhu Local Board whakaae / approve the extension of the scope for the balance of funding to Tennis Auckland Region Incorporated, from resolution MO/2022/96, to include court cleaning and facility repairs at 241 Kirkbride Road, Māngere, and 4/12 Portage Road, Ōtāhuhu.

7. Broadening the scope of funding to include two sites, House Park and Portage Canal Foreshore Reserve, will enable staff to coordinate investment required to bring assets up to a safe, playable condition.

8. The additional resolution would take effect through a variation of the existing funding agreement to ensure the outcomes intended for both resolutions can be achieved.

9. Following the formal allocation of funding, staff will work alongside the recipient(s) to prepare a funding agreement and project plan to achieve the desired outcomes.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakaae / approve funding from the Locally Driven Initiatives (LDI) operational budget of up to $20,000 to Māngere Hawks Netball Club Incorporated to carry out roof frame repairs

b) whakaae / approve Locally Driven Initiatives (LDI) operational budget funding of up to $20,000 to Bridge Park Tennis Club Incorporated to carry out floodlighting renewals

c) whakaae / approve Locally Driven Initiatives (LDI) operational budget funding of up to $40,000 to Bridge Park Tennis Club Incorporated to carry out clubroom renewals

d) whakaae / approve the extension of the scope for the balance of funding to Tennis Auckland Region Incorporated, from resolution MO/2022/96, to include court cleaning and facility repairs at 241 Kirkbride Road, Māngere, and 4/12 Portage Road, Ōtāhuhu.

Horopaki

Context

Māngere-Ōtāhuhu Sport and Active Recreation Facilities Plan 2021

10. The Māngere-Ōtāhuhu Sport and Active Recreation Facilities Plan was adopted in September 2021 (resolution number: MO/2021/122). The plan provides strategic guidance on the provision of the local sporting facilities network.

11. The plan provides an overview of the current network of sport and active recreation facilities across Māngere-Ōtāhuhu (irrespective of ownership).

12. Key outputs of the plan include:

· consolidated inventory of sport and active recreation facilities

· analysis on participation trends and local facility needs and issues

· assessment of potential impacts of demographic and infrastructure changes

· gap analysis of existing facility provision and future needs

· framework for prioritising projects/opportunities for further analysis and assessment

· prioritised list of projects/opportunities to help inform advocacy, resource allocation, and leasing decisions.

Māngere-Ōtāhuhu Local Board - Customer and Community Services Work Programme 2023/2024

13. On 19 June 2024, Māngere-Ōtāhuhu Local Board approved the Customer and Community Services Work Programme 2024/2025.

14. The work programme included item 4018; Māngere-Ōtāhuhu Sport and Active Recreation Facilities Plan implementation (resolution number: MO/2024/80).

15. The approved activity description is:

‘Support priority projects and key moves identified within the Māngere-Ōtāhuhu Sport and Active Recreation Facilities Plan. Assess investment options on an annual basis before allocating grants to support community-led or partnership projects.’

16. The local board has allocated $80,000 Locally Driven Initiatives (LDI) operational budget for the implementation of the plan in the 2024/2025 financial year.

Tātaritanga me ngā tohutohu

Analysis and advice

Implementation of the plan

17. The plan identifies a full range of capital developments, repair and maintenance, and spatial/master planning projects.

18. In total, 56 projects of varying size, scale, ownership and operational models, have been assessed and categorised by priority.

19. Across the 56 projects there is a spread of asset ownership or project leads, as categorised below:

· thirty-nine community projects, typically clubs or trusts

· three school projects including unlocking access to their existing facilities

· four projects mixed in nature, including groups seeking access to facilities or proposing new infrastructure

· ten council projects ranging from planning to $3M+ construction.

20. For council led projects, implementation of the plan is carried out through the local board work programme.

21. For community led projects there can be a range of funders including Auckland Council.

22. Council funding can be accessed through regional grants and local board grants as part of this local board work programme item.

23. Implementation of the plan through this work programme line is done by way of grants to school, or community led projects.

Community grant recommendations

24. As part of the development of the plan, priority projects were assessed using the following four guiding principles:

· equity

· outcome focused

· achievability

· sustainability

25. These principles were derived from Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039.

26. The eligibility of organisations and the achievability of projects are reassessed on an annual basis.

27. Given the intended annual allocation of grant funding, recommendations are provided with a view to supporting organisations that could feasibly utilise funding over the next 12-18 months.

28. An analysis of grant options and the level of recommended support can be found in the table below.

Table 3: Assessment and recommended funding for live community led priority projects

Project	Analysis	Recommendation
Māngere Ōtāhuhu Netball Centre (MONC) #15 Additions and modifications	In June 2022, the local board supported MONC with a grant of $22,000 to carry out a feasibility study to identify options for facility upgrades. The study, completed in late 2023, considered three options: 1. $1.5M - Refurbish existing pavilion + courtyard 2. $2.5M - Refurbish existing pavilion + courtyard + extend existing pavilion 3. $3.5M - Refurbish existing pavilion + courtyard + new pavilion The feasibility study recommended option 3 which includes the development of a new central court pavilion with storage, a canteen and washrooms, whilst also making improvements to the existing facility. High level costings for each element are: · $529,000 - Refurbishment of existing pavilion · $448,000 - Courtyard · $1,430,000 - New pavilion · $1,150,000 - Professional fees and contingencies The preferred option has been priced at $3.5M - $4.1M with the proposed capital funding plan below: · $1,750,000 - $2,100,000 Auckland Council 50% - 60% · $1,400,000 - $1,750,000 Grant funding 40% - 50% · $175,000 - $350,000 Fundraising 5% - 10% · $175,000 - $280,000 MONC 5% - 8% The funding plan indicates a significant contribution from council. This type of project is a low priority for regional grants offered by council. Māngere Ōtāhuhu Netball Centre will need to provide evidence of support from funders for capital costs, before further investment is recommended to develop the concept. Māngere Ōtāhuhu Netball Centre currently has a live landowner approval application for a portacom facility in the central court location. The portacom facility would provide a lower cost, small scale facility. This would meet some of the needs identified as part of the long-term redevelopment concept. Auckland Council community ground lease for existing facility, renewal date 30 November 2025, final expiry 30 November 2035.	Not recommended for funding in this financial year. The group has proposed a short-term facility option with further work required to establish the financial feasibility for the long-term options proposed.
High

Māngere Hawks Netball Club #23 Repair roof frame and construct male toilets	Operating for more than 20 years, the Hawks are a key satellite club for netball feeding into the Māngere Ōtāhuhu Netball Centre. The club, located at Walter Massey Park, is an offshoot of the adjacent rugby league club, catering to around 150 winter season netballers. The membership base is around 90% female tamariki, and rangatahi with a high proportion of all members identifying as Māori and Pasifika. The club delivers the traditional seasonal offering, as well as social competitions and free programmes. The identified need for male toilets requires further investigation. The investigation should establish whether solutions exist within the current infrastructure, including the public toilets adjacent to the courts. If it is determined that new toilets are still required, the club needs to consider options for reconfiguring or extending the existing building. The club will also need to understand any potential consenting requirements. Universal design should be considered, as there is a need to cater for males, females and officials. The clubroom facility was included in the 2021 Asset Advisory Group condition assessment report. The report identified defects in the roof frame with the comment “obvious sag in roof ridge line due to roof frame issues”. The remedial work required was costed at $20,000 at the time of the report. The club has requested quotes from multiple organisations. There is however a cost of quoting which the club would prefer not to fund until they have confidence that funding can be sourced to make the fixes needed. Community Leisure Management Community Sport are strongly supportive of the grant recommendation. Auckland Council community ground lease with Māngere East Rugby League Football and Sports Club Incorporated, final expiry 31 March 2033.	$20,000 To support roof repairs
Medium-High

Bridge Park Tennis Club #31 Lighting upgrade	Established as Manukau Rovers Tennis Club in 1934, the club relocated to the foot of Te Pane o Mataoho in the early 1970’s before rebranding to Bridge Park Tennis Club in 1993. This is the largest tennis club in the local board area providing opportunities for ‘Grasshopper’s’ (4-6 years) through to seniors (18 years+). In recent years the club has delivered a very popular free holiday programme and partnered with Tennis NZ to offer free ‘Love Tennis’ have-a-go days. The courts are also utilised by Māngere Bridge Vipers Netball Club. Dual court markings were an outcome achieved as part of a local board grant to renew the courts in 2016/2017. There is also a small uptake of ‘Little Sticks’ hockey, circa 50 junior players. The club has applied for community grants for the lighting upgrade and has been declined on both occasions. The total project cost is $71,820. The project would involve replacing the existing halogen lights with energy efficient LED lights. Noting that the existing poles are in good condition and would be reused. The club has secured $50,000 from a gaming trust funder. There is currently only one of the four poles offering fit-for-purpose lighting. Two poles have defunct lights, and one pole was twisted to face away from the courts, in a recent storm. The club has sourced quotes with the preferred supplier. The supplier has outlined that the project would be “straightforward” in nature, replacing the existing halide lamps with two LED luminaires per post. The lighting plan proposed would achieve International Tennis Federation requirements of Class II Club competition standard across all five courts. Community Leisure Management Community Sport are strongly supportive of the grant recommendation. Auckland Council community ground lease final expiry date 31 March 2034.	$20,000 To support the renewal of floodlights
Medium

Bridge Park Tennis Club #42 Feasibility for clubroom upgrade	Following on from the commentary for project #31, the clubroom facility has been a focal point for the club to bring the community together through tennis and other activities. Despite the modest size of the building the club manages to administer tennis and deliver a variety of programmes. The club has identified and prioritised 15 items which require maintenance work or full renewals to refresh their facility. The high priority items total $53,533 and include: · Roof renewal · Replacement of windows and doors · Spouting renewal · Roof insulation · Window security bars · Flooring repairs Community Leisure Management Community Sport have funded a number of recent programmes delivered by the club and are strongly supportive of the grant recommendation. Auckland Council community ground lease final expiry date 31 March 2034.	$40,000 To support high priority clubroom upgrades
Medium

Project

Analysis

Recommendation

Māngere Ōtāhuhu Netball Centre (MONC)

#15

Additions and modifications

In June 2022, the local board supported MONC with a grant of $22,000 to carry out a feasibility study to identify options for facility upgrades. The study, completed in late 2023, considered three options:

1. $1.5M - Refurbish existing pavilion + courtyard

2. $2.5M - Refurbish existing pavilion + courtyard + extend existing pavilion

3. $3.5M - Refurbish existing pavilion + courtyard + new pavilion

The feasibility study recommended option 3 which includes the development of a new central court pavilion with storage, a canteen and washrooms, whilst also making improvements to the existing facility. High level costings for each element are:

· $529,000 - Refurbishment of existing pavilion

· $448,000 - Courtyard

· $1,430,000 - New pavilion

· $1,150,000 - Professional fees and contingencies

The preferred option has been priced at $3.5M - $4.1M with the proposed capital funding plan below:

· $1,750,000 - $2,100,000 Auckland Council 50% - 60%

· $1,400,000 - $1,750,000 Grant funding 40% - 50%

· $175,000 - $350,000 Fundraising 5% - 10%

· $175,000 - $280,000 MONC 5% - 8%

The funding plan indicates a significant contribution from council. This type of project is a low priority for regional grants offered by council. Māngere Ōtāhuhu Netball Centre will need to provide evidence of support from funders for capital costs, before further investment is recommended to develop the concept.

Māngere Ōtāhuhu Netball Centre currently has a live landowner approval application for a portacom facility in the central court location. The portacom facility would provide a lower cost, small scale facility. This would meet some of the needs identified as part of the long-term redevelopment concept.

Auckland Council community ground lease for existing facility, renewal date 30 November 2025, final expiry

30 November 2035.

Not recommended for funding in this financial year. The group has proposed a short-term facility option with further work required to establish the financial feasibility for the long-term options proposed.

High

Māngere Hawks Netball Club

#23

Repair roof frame and construct male toilets

Operating for more than 20 years, the Hawks are a key satellite club for netball feeding into the Māngere Ōtāhuhu Netball Centre. The club, located at Walter Massey Park, is an offshoot of the adjacent rugby league club, catering to around 150 winter season netballers.

The membership base is around 90% female tamariki, and rangatahi with a high proportion of all members identifying as Māori and Pasifika. The club delivers the traditional seasonal offering, as well as social competitions and free programmes.

The identified need for male toilets requires further investigation. The investigation should establish whether solutions exist within the current infrastructure, including the public toilets adjacent to the courts. If it is determined that new toilets are still required, the club needs to consider options for reconfiguring or extending the existing building. The club will also need to understand any potential consenting requirements. Universal design should be considered, as there is a need to cater for males, females and officials.

The clubroom facility was included in the 2021 Asset Advisory Group condition assessment report. The report identified defects in the roof frame with the comment “obvious sag in roof ridge line due to roof frame issues”.

The remedial work required was costed at $20,000 at the time of the report. The club has requested quotes from multiple organisations. There is however a cost of quoting which the club would prefer not to fund until they have confidence that funding can be sourced to make the fixes needed.

Community Leisure Management Community Sport are strongly supportive of the grant recommendation.

Auckland Council community ground lease with Māngere East Rugby League Football and Sports Club Incorporated, final expiry 31 March 2033.

$20,000

To support roof repairs

Medium-High

Bridge Park Tennis Club

#31

Lighting upgrade

Established as Manukau Rovers Tennis Club in 1934, the club relocated to the foot of Te Pane o Mataoho in the early 1970’s before rebranding to Bridge Park Tennis Club in 1993.

This is the largest tennis club in the local board area providing opportunities for ‘Grasshopper’s’ (4-6 years) through to seniors (18 years+). In recent years the club has delivered a very popular free holiday programme and partnered with Tennis NZ to offer free ‘Love Tennis’ have-a-go days.

The courts are also utilised by Māngere Bridge Vipers Netball Club. Dual court markings were an outcome achieved as part of a local board grant to renew the courts in 2016/2017. There is also a small uptake of ‘Little Sticks’ hockey, circa 50 junior players.

The club has applied for community grants for the lighting upgrade and has been declined on both occasions. The total project cost is $71,820. The project would involve replacing the existing halogen lights with energy efficient LED lights. Noting that the existing poles are in good condition and would be reused. The club has secured $50,000 from a gaming trust funder.

There is currently only one of the four poles offering fit-for-purpose lighting. Two poles have defunct lights, and one pole was twisted to face away from the courts, in a recent storm.

The club has sourced quotes with the preferred supplier. The supplier has outlined that the project would be “straightforward” in nature, replacing the existing halide lamps with two LED luminaires per post. The lighting plan proposed would achieve International Tennis Federation requirements of Class II Club competition standard across all five courts.

Community Leisure Management Community Sport are strongly supportive of the grant recommendation.

Auckland Council community ground lease final expiry date 31 March 2034.

$20,000

To support the renewal of floodlights

Medium

Bridge Park Tennis Club

#42

Feasibility for clubroom upgrade

Following on from the commentary for project #31, the clubroom facility has been a focal point for the club to bring the community together through tennis and other activities.

Despite the modest size of the building the club manages to administer tennis and deliver a variety of programmes.

The club has identified and prioritised 15 items which require maintenance work or full renewals to refresh their facility. The high priority items total $53,533 and include:

· Roof renewal

· Replacement of windows and doors

· Spouting renewal

· Roof insulation

· Window security bars

· Flooring repairs

Community Leisure Management Community Sport have funded a number of recent programmes delivered by the club and are strongly supportive of the grant recommendation.

Auckland Council community ground lease final expiry date 31 March 2034.

$40,000

To support high priority clubroom upgrades

Medium

29. Considering the level of local board investment proposed the recommended projects are anticipated to commence within the next 12 months.

30. The recommendation is to support three priority projects, as summarised below.

Table 4: Summary of grant recommendations for financial year 2024/2025

Lead	Project	Recommendation
Māngere Hawks Netball Club	Repair of roof frame	· $20,000
Bridge Park Tennis Club	Floodlighting renewal	· $20,000
Bridge Park Tennis Club	Clubroom upgrades	· $40,000

Amendment of scope for previous grant

31. In addition to facility grant allocations, there is a recommendation to amend a previous grant to achieve community outcomes across two sites.

32. On 15 June 2022 Māngere-Ōtāhuhu Local Board approved a grant of $40,000 to Tennis Auckland Region Incorporated.

33. The grant was accepted on behalf of Māngere Combined Tennis Club Incorporated, to clean courts and investigate multi-sport opportunities at House Park.

34. The initial grant recommendation was presented as part of “Quick-win” project #3 – Ōtāhuhu and Māngere Combined Tennis Clubs – Club court repairs and cleaning.

35. Both Māngere Combined Tennis Club, located at House Park, and Ōtāhuhu Tennis Club, located at Portage Canal Foreshore Reserve, have experienced a downturn in club activity.

36. The lack of activity has resulted in courts being underutilised and other assets in poor condition.

37. The courts at House Park have been professionally cleaned and there is a balance of funding that would be sufficient to clean the courts at Portage Canal Foreshore Reserve.

38. There is also adequate funding to make minor facility repairs or additions at either site.

Ōtāhuhu Tennis Club

39. Ōtāhuhu Tennis Club own four tennis courts, fencing, floodlighting and a clubroom facility.

40. The site, including club owned assets and council surrounds, is in poor condition. The fencing on court one is damaged with a significant lean into the playing court.

41. The club is situated on council owned land under a community ground lease, with a renewal date of 1 December 2025 and a final expiry date of 30 November 2035.

42. The club was dissolved as an incorporated society on 2 May 2016.

43. Given the dissolved status of the club, non-compliant activity at the site, and years of under performance against the community outcomes plan within the lease, there has been an investigation into how to revitalise the site.

44. Staff from the Sport and Recreation Team have been working with the Leasing Team to explore options to remedy the leasing issue, as well as bringing the assets back to a playable condition.

45. Broadening the scope of funding to include two sites, House Park and Portage Canal Foreshore Reserve, will enable staff to coordinate investment required to bring assets up to a safe, playable condition.

46. Staff recommend an additional resolution to broaden the scope of the original grant to Tennis Auckland as part of resolution MO/2022/96.

47. It is recommended to use a portion of the remaining funding of $34,350 towards court cleaning and facility repairs at House Park and Portage Canal Foreshore Reserve.

48. The additional resolution would take effect through a variation of the existing funding agreement, to ensure that the outcomes intended for both resolutions can be achieved.

49. Court cleaning and facility repairs will not be undertaken until the leasing issue is resolved. It is also subject to any tenant of the site demonstrating an ability to activate and maintain the improved assets.

Table 5: Existing resolution and proposed additional resolution

Existing resolution

15 June 2022

MO/2022/96

That the Māngere-Ōtāhuhu Local Board approve the following grants from the 2021/2022 Māngere-Ōtāhuhu Sport and Active Recreation Facilities grants budget:

v) Tennis Auckland Region Incorporated, on behalf of Māngere Combined Tennis Club Incorporated, $40,000 for court upgrades and multi-use investigation

Proposed additional resolution

Following direction from the board

Tauākī whakaaweawe āhuarangi

Climate impact statement

50. The renewal of the floodlighting at Bridge Park Tennis Club will improve energy efficiency by replacing the existing halogen lights with LED luminaires.

51. Recommendations for roof repairs at Mangere Hawks Netball Club and clubroom renewals at Bridge Park Tennis Club relate to the built environment.

52. The built environment is one of the eight key priorities outlined in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

53. Roof repairs support the concept of a circular economy, a key component of the strategy to reduce emissions, minimise waste and improve sustainability.

54. Investing now to address the roof issue will prolong the facility's lifespan and help prevent unnecessary waste before its end of life.

55. The clubroom renewals at Bridge Park Tennis Club will enhance the facility's energy efficiency by lowering heating and cooling costs, while also improving rainwater management.

56. Traveling to and from both sites will generate carbon emissions, primarily from the transportation used by participants, suppliers, and contractors.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

57. There are no wider council group impacts from the grant recommendations for financial year 2024/2025.

58. Staff continue to work collaboratively to give effect to the direction given by the local board regarding the leasing issues at Portage Canal Foreshore Reserve.

59. As outlined in the analysis section, no work will be undertaken at the Portage Canal Foreshore Reserve site until there are assurances that any tenant is able to maintain the improved assets.

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

Local impacts and local board views

60. On 23 October 2024, staff workshopped recommendations with the local board who gave in principle support to the recommendations as shown in this report.

61. The grant recommendations and the additional resolution to broaden the scope of a previous grant will realise investment that will support local communities to get active.

62. Recommendations will deliver on the Māngere-Ōtāhuhu Local Board Plan 2023 objective to achieve ‘provision of high-quality community facilities for easy access and use’.

Tauākī whakaaweawe Māori

Māori impact statement

63. According to the 2018 census, the Māngere-Ōtāhuhu Local Board has the fifth-largest Māori population among all Auckland local board areas, with 12,861 individuals identifying as Māori.

64. Bridge Park Tennis Club is located adjacent to Te Pane o Mataoho / Māngere Mountain, a site of cultural significance to Māori.

65. In recent years, the club has supported the local Māori community by offering free school holiday programme registrations, and is working to strengthen its relationship with Te Puea Memorial Marae.

66. Māngere Hawks Netball is located at Walter Massey Park which is not identified as a site of cultural significance to Māori.

67. In the 2024 season, 46 per cent of the club's playing members identified as Māori.

Ngā ritenga ā-pūtea

Financial implications

68. This work programme line item has $80,000 Locally Driven Initiatives operational budget allocated for the 2024/2025 financial year.

69. The grant recommendations total $80,000 utilising the full budget available, and as such there are no adverse financial implications on the local board budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

70. The non-contestable nature of the funding, coupled with the level of funding recommended, provide risks as outlined below.

Table 6: Risks and mitigations

Risks	Mitigations
Community groups who do not receive funding may feel aggrieved	Community consultation was undertaken to develop the plan. There is a transparent process to have projects included in the prioritised list which was independently assessed in alignment with council’s investment priorities for community sport. Given the annual nature of the budget, groups have the opportunity to strengthen their case for investment every financial year. Staff are available to provide groups with advice regarding facility projects.
Cost escalation of roof repairs at Māngere Hawks facility	Staff will work alongside the club to identify potential partner funders to gain the funding required to carry out the roof repairs. Staff will help the club connect with Netball Northern and Community Leisure Management Community Sport for further support if required.

Ngā koringa ā-muri

Next steps

71. Following the formal allocation of funding, staff will work alongside the recipient(s) to prepare a funding agreement and project plan to achieve the desired outcomes.

72. Outcomes of the projects supported will be reported back to the local board as part of the implementation line in financial year 2025/2026.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Māngere-Ōtāhuhu Sport and Active Recreation Faciltiies Plan 2021 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Kieran Nevey - Sport & Recreation Lead

Authorisers

Pippa Sommerville - Manager Sport & Recreation

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Community Arts Broker Programme Annual Report 2023/2024

File No.: CP2024/19570

Te take mō te pūrongo

Purpose of the report

1. To provide the Māngere-Ōtāhuhu Community Arts Broker Programme annual report for financial year 2023/2024.

Whakarāpopototanga matua

Executive summary

2. The Māngere-Ōtāhuhu Local Board funds a Community Arts Broker who is responsible for supporting a diverse work programme of community art activities.

3. On 26 July 2023, as part of its Customer and Community Services work programme adoption, the local board allocated $100,000 from their Locally-driven Initiatives (LDI) operational budget to support the Community Arts Broker Programme to enable community-led art activities.

4. As part of the programme 14 projects were successfully delivered in the 2023/2024 financial year, with positive audience figures and outreach to many community artists.

5. Attached to this report is the Community Arts Broker Programme annual report for financial year 2023/2024 which summarises the delivery and figures of each of the projects.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whiwhi / receive the Māngere-Ōtāhuhu Arts Broker Programme annual report for 2023/2024 financial year.

Horopaki

Context

6. The Māngere-Ōtāhuhu Local Board funds a Community Arts Broker Programme which includes a contracted Community Arts Broker and funding for community groups to deliver community-led art projects within the local board area. The role can be understood to fulfil five strategies:

· managing the Local Board Community Arts Broker Fund for projects

· speaking to groups and individuals engaged in community arts

· connecting people through social media and newsletters

· being the community arts face for the local board

· seeking partnerships across the local board area to support the delivery and maintenance of community arts activities.

7. The Community Arts Broker role is an independent service provider, contracted to identify, curate, programme and enable community-led arts activities throughout a local board area.

8. Community Art Brokers are multi-disciplinary, experienced arts professionals with well-cultivated local and national sector networks.

9. They possess specialist skills and knowledge in the professional arts advisory space, funding application expertise, and can provide guidance in marketing to arts audiences, as well as having project and event management skills. These are skillsets that are not traditionally held within any one role in the council’s staffing pool.

10. The Community Art Broker is responsible for the development of an annual strategic plan to support a diverse work programme of art activities that support community-led placemaking projects across the local board area.

11. These projects are supported by the council resources and build relationships with creative individuals and organisations.

12. On 26 July 2023, the Māngere-Ōtāhuhu Local Board approved its Customer and Community Services work programme (resolution number MO/2023/84-a) which approved the allocation of $100,000 from their Locally-driven Initiatives (LDI) operational budget to support a Community Arts Broker Programme. The programme aims to enable community-led arts activity within the Māngere-Ōtāhuhu Local Board area with $60,000 allocated to project costs, and $40,000 towards broker fees.

13. On 27 September 2023, the Māngere-Ōtāhuhu Community Arts Broker sought direction from the local board for 14 proposals for the 2023/2024 financial year. The local board were supportive of the art broker’s work, and the breadth of various art forms the selected proposals represented.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The Community Arts Broker Programme was run through a three-week expressions of interest process which was open from 16 August 2023 to 6 September 2023.

15. The Community Arts Broker assessed each proposal, considering any local board priorities and areas of focus aligned with the local board plan and Toi Whītiki Arts and Culture Strategic Action Plan.

16. Within this assessment, consideration may also be given to types of art disciplines and where in the local board area the project is proposed to be delivered. This is to ensure that a diverse selection of art forms is represented across the local board area.

17. The Community Arts Broker selects which proposals are to be funded and meets with all applicants to determine whether their proposal can be delivered within available budget. If appropriate, the broker will consult with artists to seek additional funding that may enhance the project fund, and with artists who were unsuccessful in receiving broker funding.

18. The selected proposals were presented to the local board at a workshop in September 2023 seeking their input and direction before final approval was given to the applicants.

19. In the 2023/2024 financial year, the Māngere-Ōtāhuhu Local Board Community Arts Broker Scheme allocated $58,480 to 14 projects, and spent $1,310 on webhosting, marketing and admin costs totalling $59,790 for overall project costs.

20. The Community Arts Broker managed a work programme of activities and events between October 2023 and 30 June 2024.

21. The delivery of the funded projects was successful, with positive audience figures and outreach to many artists through funding. The details of this are summarised in table 1.

Table 1: Project, artist and audience figures summary

Project	Artist involvement	Audience figures
The Ninety5 Radio Show – music/media/radio show	· participating artists: Matt Max & members of the Ninety5 Collective	1000+
Māngere “Thanks Giving Event” – music event	· lead artist: J-Hustle & Tolo Manuel	200
Composing for Screen & Stage – Workshops with composer Poulima Salima	· lead artist: Poulima Salima	25
Ōtāhuhu 175^th Anniversary – Nostalgic walk with Ōtāhuhu Historical Society	· lead organisation: Ōtāhuhu Historical Sociey	20
Mapura Māngere Studios – Art making workshops in public spaces	· lead organisation: Mapura Studios	50
Art Battle – Visual arts competition event	· lead organisation: Rockit Art & Events · participating artists: Seven local artists	150
Māngere Z World Manu Champs	· lead artist: Manu World Champs, J-Hustle, RepFM, Moana Nui-a-kiwa	2070
Bring the Noise with Queen Shirl’e – music professional development workshops, event	· lead artist: Queen Shirl’e · participating artists: 20 local youth	220
Tu’ifonualava Kaivelata – Tongan music workshops and performance	· lead artist: Tu’ifonualava Kaivelata	30
Mara Kai & Matariki – Matariki event and community artwork project	· lead artist: Bella Tamotu	30
Aiga – Siva Afi exhibition and opening event	· lead artist: Siva Afi Aotearoa	100
The Beatdown Championships 2023	· lead artist: Ken Veaga	363
Jay Mason	· lead artists: Jay Mason & Ōtāhuhu High Students	25
Ken Veaga Studio Practice Centre	· lead artist: Ken Veaga	1050

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan sets out two core goals:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050

· to prepare the region for the adverse impacts of climate change.

23. The Community Art Broker funded projects had no identifiable significant impacts on the work towards these two core goals.

24. As none of the funded projects are permanent installations, there are no identifiable long-term climate impacts resulting from their installation and removal.

25. While the Community Arts Broker Programme does not directly address Outcome 3: ‘Protecting our environment and heritage for future generations’ of the Māngere-Ōtāhuhu Local Board Plan 2020, one of the funded projects “Mara Kai and Matariki” raised themes concerning environmental awareness and stewardship:

· The project ‘Mara Kai and Matariki included opportunity for the audience to respond to ideas of kaitiakitanga / sustainability and guardianship of the environment through learning traditional Māori planting methods. This project promoted food sovereignty, composting, sustainable harvesting techniques while using repurposed materials.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. The Place and Partner Specialist (Arts) South Delivery Team – Community Wellbeing is the council staff member responsible for appointing the Community Art Broker and holds the relationship on behalf of the local board.

27. The Community Arts Broker Programme is a local board funded initiative. The 2023/2024 programme utilised several council facilities:

· Māngere “Thanks Giving Event” – Massey Homestead

· Art Battle Auckland – Māngere Arts Centre Ngā Tohu o Uenuku

· Composing for screen & Stage with Poulima Salima - Māngere Arts Centre Ngā Tohu o Uenuku

· Ōtāhuhu’s 175th Anniversary Nostalgic walk – Ōtāhuhu Town Hall

· Māngere Z World Manu Champs – Moana Nui-a-Kiwa Pool and Leisure Centre

· Tu‘ifonualava Kaivelata workshops & performance – Māngere East Hall

· Queen Shirl’e Academy - Māngere Arts Centre Ngā Tohu o Uenuku

· Mara Kai & Matariki - Ōtāhuhu Town Hall

· Siva Afi Exhibition - Māngere Arts Centre Ngā Tohu o Uenuku.

28. The Art Broker programme has no identified impacts on other parts of the council group.

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

Local impacts and local board views

29. The Community Arts Broker programme responds directly to key objectives, outcomes and initiatives from the Māngere-Ōtāhuhu Local Board Plan 2020.

30. Detailed in table 2 below is a breakdown of the alignment of each of the 14 funded projects to the key objectives, outcomes and initiatives listed above.

Table 2: Alignment of funded projects with the local board plan

Assessment of key priority areas
Māngere-Ōtāhuhu Local Board Plan 2020
Outcome 4: Celebrating our unique Tangata Whenua and Pasifika identities
Local board objectives:	Express and support creative influences throughout our facilities and programmes		Partnering with Māori and Pasifika to enable excellence and equity
Local board initiatives:	Continue our arts broker programme to explore and mentor local artists, and develop opportunities to expose local arts and cultural talents to a wider public network including the commercial sector	Include cultural designs and local art in our facilities, promoting local storytelling and expression	Continue to prioritise developing our partnerships with Te Akitai Waiohua, Te Ahi Waru Waiohua and other local mana whenua to promote their aspirations
The Ninety5 Radio Show – music/media/radio show	✓✓✓	✓	✓
Māngere “Thanks Giving Event” – music event	✓✓	✓
Composing for Screen & Stage – Workshops with composer Poulima Salima	✓✓✓	✓✓✓	✓
Ōtāhuhu 175th Anniversary – Nostalgic walk with Ōtāhuhu Historical Society	✓	✓✓✓	✓
Mapura Māngere Studios – Art making workshops in public spaces	✓✓✓	✓✓	✓
Art Battle – Visual arts competition event	✓✓	✓✓✓	✓
Māngere Z World Manu Champs	✓✓	✓✓✓	✓
Bring the Noise with Queen Shirl’e – music professional development workshops, event	✓✓✓	✓✓✓	✓
Tu’ifonualava Kaivelata – Tongan music workshops and performance	✓✓✓	✓✓✓	✓
Mara Kai & Matariki – Matariki event and community artwork project	✓	✓✓✓	✓✓✓
Aiga – Siva Afi exhibition and opening event	✓✓✓	✓✓✓	✓
The Beatdown Championships 2023	✓✓✓	✓	✓
Jay Mason Whakairo Classes	✓	✓✓✓	✓✓✓
Ken Vaega Studio Practice Centre	✓✓✓	✓	✓
Table key: ✓✓✓ = High alignment, ✓✓ = Medium alignment, ✓ = Low alignment, - = No applicable alignment

Tauākī whakaaweawe Māori

Māori impact statement

31. The local board work programme 2023/2024 is the last of three financial years that responds to the Māngere-Ōtāhuhu Local Board Plan 2020.

32. Of the 14 funded projects, two of them had a high alignment with the local board plan objective of “Partnering with Māori and Pasifika to enable excellence and equity”. These projects were:

· Mara Kai & Matariki – Matariki event and community artwork project

· Jay Mason Whakairo Classes

Ngā ritenga ā-pūtea

Financial implications

33. Table 3 details a breakdown of the funding allocated to the 14 projects in 2023/2024 financial year.

Project name	Completion status	Budget
The Ninety5 Radio Show – music/media/radio show	Completed	$5,000
Māngere “Thanks Giving Event” – music event	Completed	$5,000
Composing for Screen & Stage – Workshops with composer Poulima Salima	Completed	$5,000
Ōtāhuhu 175th Anniversary – Nostalgic walk with Ōtāhuhu Historical Society	Completed	$980
Mapura Māngere Studios – Art making workshops in public spaces	Completed	$3,000
Art Battle – Visual arts competition event	Completed	$6,000
Māngere Z World Manu Champs	Completed	$3,000
Bring the Noise with Queen Shirl’e – music professional development workshops, event	Completed	$3,000
Tu’ifonualava Kaivelata – Tongan music workshops and performance	Completed	$5,000
Mara Kai & Matariki – Matariki event and community artwork project	Completed	$2,000
Aiga – Siva Afi exhibition and opening event	Completed	$4,000
The Beatdown Championships 2023	Completed	$5,000
Jay Mason Whakairo Classes	Completed	$5,000
Ken Veaga Studio Practice Centre	Completed	$6,500
Māngere-Ōtahuhu Arts Broker webhosting, marketing and admin costs	Completed	$1,310
	Total	$59,790

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. There are no substantive risks identified in relation to this report

Ngā koringa ā-muri

Next steps

35. There are no further steps anticipated if the local board resolves to receive this report.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Māngere-Ōtāhuhu Arts Broker annual report for financial year 2023/2024	77

Ngā kaihaina

Signatories

Author

Bobby Kennedy - Place & Partner Specialist

Authorisers

Kim Taunga - Head of Community Delivery

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

04 December 2024

Initiation Report: Ngā Tikanga Hopu Wakaahua i te Rohe o Tāmaki Makaurau - Auckland Film Protocol

File No.: CP2024/19548

Te take mō te pūrongo

Purpose of the report

1. To provide a project initiation briefing to local boards on the Auckland Film Protocol Refresh, including the approach to engagement.

Whakarāpopototanga matua

Executive summary

2. The Auckland Film Protocol outlines the commitments, conditions and guidelines for filming in Tāmaki Makaurau. The objective of the Auckland Film Protocol is to create a film-friendly culture within Auckland Council, council-controlled organisations, and Tāmaki Makaurau to support, attract and retain screen production business. It provides a one-stop shop and a comprehensive reference document for filming in Tāmaki Makaurau, including all the information needed to understand the requirements for filming and meet the needs of several audiences.

3. The refresh commenced in September 2024 and will take approximately 12 months. Screen Auckland will seek final approval of the refreshed protocol from the Policy and Planning Committee in July 2025. Local board views will inform any recommended changes when committee considers approving refreshed Auckland Film Protocol.

4. The refresh does not seek to change the requirements for filming. It will focus on outdated or missing information, including any new requirements, and identify opportunities for streamlining the document to clarify responsibilities and commitments.

5. Given the short timeframe for the refresh and budget constraints, Screen Auckland is seeking to engage with local boards in clusters rather than individually. This approach will provide sufficient opportunity for input recognising the limited scope of the refresh.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whiwhi / receive the initiation report on the Auckland Film Protocol Refresh.

b) whakarite / provide any views on the engagement plan, including a local board cluster approach.

Horopaki

Context

Purpose of Auckland Film Protocol

6. Originally developed in 2013 and revised in 2019, the objective of the Auckland Film Protocol is to create a film-friendly culture within Auckland Council, council-controlled organisations, and Tāmaki Makaurau to support, attract and retain screen production business. It provides a one-stop shop and a comprehensive reference document for filming in Tāmaki Makaurau, including all the information needed to understand the requirements for filming and meet the needs of several audiences. The Auckland Film Protocol outlines the commitments, conditions and guidelines for filming in Tāmaki Makaurau.

7. A key role of the Auckland Film Protocol is to set out the rules for filming in public places supporting the film permit requirements established under Te Ture ā-Rohe Tauhokohoko Whakahaerenga me te Tango Kiriata Tūmatanui - Public Trading, Events and Filming Bylaw, which was updated in 2022. A total of 687 film permits were issued in 2022/2023 and 631 in 2023/2024.

8. Screen Auckland, as part of Tātaki Auckland Unlimited, operates as Auckland’s Regional Film Office supporting New Zealand’s film industry and administers the film permit process to enable filming in public places. Screen Auckland is responsible for the Auckland Film Protocol and will lead the refresh.

Tātaritanga me ngā tohutohu

Analysis and advice

Reasons for refresh

9. When the current Auckland Film Protocol was adopted in 2019, it was agreed to review it at least every five years to ensure it remains up to date with relevant policies and regulations.

10. A refresh is required to incorporate new processes around consultation and permitting that have emerged from collaborative work with mana whenua and the screen industry around filming on Sites and Places of Significance to Mana Whenua.

11. The refresh will involve stakeholder engagement and buy-in to support the aspirations of the Auckland Film Industry. Engagement will be undertaken with the screen industry, iwi and hapū, wider Auckland Council whānau and the public.

12. A timeframe of 12 months is identified for the refresh, which commenced in September 2024. Engagement with local boards is required as part of the refresh because the Auckland Film Protocol guides filming in public places. Local boards decide on landowner approvals for filming in public places.

13. The Auckland Film Protocol was last reviewed in 2017/2018 with a focus on updating the content and style as well as strategic requirements. The current refresh does not seek to change the requirements for filming which are working well. It will focus on outdated or missing information, including any new requirements, and identify opportunities for streamlining the document to clarify responsibilities and commitments.

14. Refreshing the document will address the following matters:

a) clarify purpose and objectives

b) streamline the document (e.g. translating content into diagrams or flow charts)

c) remove or update outdated information

d) provide clear language and reduce detail

e) strengthen Māori lens to include Māori outcomes and Sites and Places of Significance to Mana Whenua

f) reflect recent policy or regulatory changes.

15. The refresh will not alter the current film permit process, including local board engagement and landowner approval requirements.

16. In addition, the following matters are identified as out of scope for the refresh because they have been considered through different processes or formed part of the previous review:

a) overall purpose of the document

b) requirement to obtain film permits under the Bylaw

c) Tūpuna Maunga Authority film permit process

d) film permit fees

e) the requirements for filming

f) the process for filming on Sites and Places of Significance

g) international and national comparators review

h) alterations to council bylaws, policies and plans.

Timeline and approach to engagement

17. The refresh commenced in September 2024 and will take approximately 12 months. Table 1 outlines the key milestones and indicative timing of engagement.

Table 1 Auckland Film Protocol Refresh Engagement Milestones

Milestones	Indicative timing
Engage with key internal and external stakeholders to inform the refresh	September – November 2024
Brief the Policy and Planning Committee and local boards of the refresh	November - December 2024
Workshops and report to Policy and Planning Committee for approval of documentation for public consultation	February 2025
Consult with public and key stakeholders	February – April 2005
Report back to local boards	May – June 2025
Report back to Policy and Planning Committee	July 2025
Close the loop – communicate the outcomes of the refresh and promote the refreshed Auckland Film Protocol	August 2025
Evaluate	August 2025

18. Engagement will utilise a range of methodologies to ensure opportunity for input from key stakeholders and the public. An engagement plan is being prepared by Tātaki Auckland Unlimited.

19. A survey went out in early October to those who have applied for a film permit in the last two years, seeking feedback on how the Auckland Film Protocol is used and what’s working and what’s not working. An update on the responses to this survey will be provided at the initiation meeting. Screen Auckland intends to go out for public consultation in February 2025.

Local board engagement approach

20. Given the short timeframe for the refresh and budget constraints, Screen Auckland is seeking to engage with local boards in clusters rather than individually. This approach will provide sufficient opportunity for input recognising the limited scope of the refresh. The previous review required engagement with each of the 21 local boards, including workshops and meetings, significantly adding to the time and costs of the project.

21. Screen Auckland is in the initial phase of the refresh, seeking feedback from internal stakeholders on what information needs to be updated. Screen Auckland is providing an update to local boards on the refresh content and process prior to the public consultation phase. Local board feedback will be sought on recommended amendments prior to seeking approval from the Policy and Planning Committee to adopt the refreshed protocol in July 2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. The New Zealand screen sector recognises its role in addressing climate change, with Screen Auckland serving as a vital connector, focusing on strategy development, implementation tools and practical steps for the sector.

23. Following a study by Arup in 2022 on New Zealand’s baseline emissions of the screen sector, the sector embraces a vision that aligns with te ao Māori worldview for a sustainable, low-carbon future. This commitment extends beyond local environmental stewardship to international production competitiveness, as the sector implements six key recommendations ranging from purposeful climate action to developing a detailed carbon reduction roadmap and maintaining robust data collection systems.

24. Refreshing the Auckland Film Protocol will provide an opportunity to address any potential policy gaps in the current framework and integrate Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan priorities for climate change mitigation and adaptation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. Staff from the following business units and council-controlled organisations will be engaged through the refresh to ensure they are aware of the impact of the Auckland Film Protocol and have the opportunity to input:

· Planning and Resource Consents (including Heritage)

· Building Consents

· Environmental Services

· Parks and Community Facilities (including Co-governance and Tūpuna Maunga Authority)

· Regulatory Practice (bylaws)

· Auckland Transport (including Harbourmaster)

· Eke Panuku Development Auckland

· Screen Auckland.

26. Initial contact has been made with some of these business units with engagement progressing through October and November 2024.

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

Local impacts and local board views

27. The Auckland Film Protocol outlines the code of conduct that enables filming in public places. A core commitment of the document is that Auckland Council and members of the wider council organisation will say yes to filming unless there are good reasons not to.

28. Local boards decide on landowner approvals for filming in public places. Authority to grant film permits under the Public Trading, Events and Filming Bylaw is delegated to Screen Auckland.

29. Once approved, a film permit grants use of a public place to an agreed level of access. Continued public access, to the extent that is possible and reasonable, while filming is underway is required. Screen Auckland acts as the ‘go-between’ for production companies and the local boards to obtain landowner approvals.

30. A survey of Auckland Council’s People’s Panel in June 2023 indicates the Auckland Film Protocol is working well:

a) 87 per cent agreed filming creates job opportunities

b) 81 per cent agreed it’s good for tourism

c) Seven out of 10 (70 per cent) would like more professional film productions in Auckland

d) 85 per cent of those who encountered filming were either not impacted or positively impacted by the most recent filming encountered

e) For those negatively impacted, common pain points were limited access to a public area (46 per cent), road closures/having to use alternative route (44 per cent), and parking being blocked (43 per cent)

f) Comments for reducing negative impacts included improved signage, more notice, and taking up less parking

g) Residents identified that they would like to be contacted with information on days/times the production will be there (91 per cent), contact details if there are any issues (76 per cent), what impacts to expect (76 per cent).

Tauākī whakaaweawe Māori

Māori impact statement

31. Refreshing the Auckland Film Protocol will provide an opportunity to:

· strengthen the Māori lens to reflect mana whenua consultation requirements

· incorporate the new film permit process developed for filming on Sites and Places of Significance to Mana Whenua.

32. Engagement with mana whenua will continue in the collaborative manner undertaken to develop Proposed Plan Change 106 Filming on Sites and Places of Significance to Mana Whenua notified on 26 September 2024. Through engagement on the plan change, a new process has been established for consultation with mana whenua for film permit applications, with supporting email templates to notify mana whenua of all filming activities and require engagement on certain filming activities. Further refinement of the specific film permit process for Sites and Places of Significance will be an outcome of this refresh.

33. Many Māori are involved in the screen industry both in front and behind the camera, and the film industry provide opportunities for Māori to share their stories both locally and internationally. Engagement with the screen industry will include Ngā Aho Whakaari Māori in Screen.

34. Screen Auckland has been working with Te Kawerau ā Maki to develop a cultural competency course as a pilot programme to support Māori location/production managers in engaging with local iwi and hapū. This course helps to support better outcomes for mana whenua by ensuring that appropriate tikanga is followed.

Ngā ritenga ā-pūtea

Financial implications

35. The refresh will be undertaken within current budgets and includes budget for a consultant to assist in the refresh including engagement.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. Potential risks and mitigations are outlined below:

If…

Then…

Level

Possible mitigations

Engagement focus takes a long time

Increases the timeframe for completing the project

Likelihood rating is unlikely

Moderate

· a well-developed approach including indicative timeframe goals that are articulated to all parties

· remain flexible in approach due to nature of engagement

Stakeholders do not agree with the merits and/or timing of a refresh

Scope of the refresh increases requiring more time, engagement and resources to complete the project

Likelihood rating is possible

Moderate

· a well-developed vision proposition and communications planning

· a clear stakeholder engagement plan

· be clear on scope and deliverables

· important that a change process is followed with all required approvals

Ngā koringa ā-muri

Next steps

37. Screen Auckland will attend a local board briefing in December 2024. A draft document will be taken to Policy and Planning Committee for approval prior to going out for public consultation. Local boards will be engaged to provide formal feedback on any changes to the film protocol before final approval by the Policy and Planning Committee in July 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Initiation report: Ngā Tikanga Hopu Wakaahua i te Rohe o Tāmaki Makaurau - Auckland Film Protocol	109

Ngā kaihaina

Signatories

Author

Marie Jenkins - Project Manager, Screen Auckland

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

04 December 2024

Auckland Transport Kōkiri / Local Board Transport Agreement Quarterly Update - December 2024

File No.: CP2024/19578

Te take mō te pūrongo

Purpose of the report

1. To provide an update on projects in the local board’s Kōkiri / Local Board Transport Agreement 2024-2025 (Kōkiri Agreement).

Whakarāpopototanga matua

Executive summary

2. The Kōkiri Agreement 2024-2025 is a local board’s engagement plan with Auckland Transport’s (AT) work programme.

3. Developing the agreement is an annual process. During this process AT provides advice on its work programme, seeks feedback from the local board, responds to this feedback, and establishes an endorsed plan for engaging on work in the local board area.

4. This report provides an update on projects in the local board’s Kōkiri Agreement.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whiwhi / receive the December 2024 quarterly update on the Kōkiri / Local Board Transport Agreement 2024-2025.

Horopaki

Context

5. In mid-2023, development of the Kōkiri Agreement was initiated to build a more structured and supportive relationship between local boards and Auckland Transport. The Kōkiri Agreement is formed through an annual process that includes the following steps:

October/November	AT provides quality advice to local boards on the next financial year’s work programme.
March	Local boards provide their feedback, prioritise projects or programmes, and request levels of engagement for each project.
April/May	AT responds to that feedback, and a Kōkiri Agreement is written for each local board.
June/July	AT seeks formal endorsement of the Kōkiri Agreement from local boards.

6. AT reports quarterly on the prioritised projects and programmes listed in the local board’s Kōkiri Agreement.

7. This process provides a clear annual structure for engaging with AT. Local boards are able to influence Auckland Transport’s work programme through the annual Kōkiri Agreement process.

Tātaritanga me ngā tohutohu

Analysis and advice

8. Kōkiri Agreements prioritise the projects or programmes that are of most interest to the local board. Clear local board prioritisation provides Auckland Transport with expectations of transport related objectives, in addition to the objectives provided in the local board plan. This information helps AT to either inform its planning or to offer better explanations for why certain projects or programmes cannot be delivered.

9. However, plans evolve and change, so AT reports quarterly on progress of projects in the Kōkiri Agreement. This means that local boards are kept informed and have a regular opportunity to provide formal feedback to AT about their work programme.

10. The levels of engagement in the Kōkiri Agreement are derived from the International Association for Public Participation’s (IAP2) doctrine and are as follows:

Collaboration	AT and the local board work together to deliver the project or programme. The local board leads the process of building community consensus. The local board’s input and advice are used to formulate solutions and develop plans. Local board feedback is incorporated into the plan to the maximum extent possible.
Consultation	AT leads the project or programme but works with the local board, providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan, and if it is not able to, provides clear reasons for that decision.
Informing	AT leads the project or programme informing the local board about progress. Local board members may be asked to provide their local knowledge and insight by AT, however there is no expectation that the project must be modified based on that input.

11. Attachment A provides updates about all projects and programmes currently listed in this local board’s Kōkiri Agreement 2024-2025.This report also includes the following attachments:

· Attachment B is a quarterly update on road maintenance activities.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. This report does not have a direct impact on climate, however the projects it refers to will.

13. AT engages closely with the council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and the council’s priorities.

14. AT reviews the potential climate impacts of all projects and works hard to minimise carbon emissions. AT’s work programme is influenced by council direction through Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The Kōkiri Agreement is a product of the Local Board Relationship Project. AT started the project in response to a 2022 ‘Letter of Expectation’ directive from the Mayor that stated in part that:

“The Statement of Intent 2023-2026 must set out how AT will achieve closer local board involvement in the design and planning stage of local transport projects that affect their communities.”

16. The Kōkiri Agreement gives effect to this intent. AT receives local board feedback via regular engagement. AT also surveys local board members quarterly about engagement, providing an indication of satisfaction.

17. The Kōkiri Agreement was developed working closely with Auckland Council’s Governance and Engagement Department.

18. The Kōkiri Agreement is reported to the Local Board Chair’s Forum on a regular basis.

19. This work relies on historical engagement with both Auckland Council and with other major council-controlled organisations (CCO) through the previous joint CCO engagement plans.

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

Local impacts and local board views

20. The local board endorsed the Kōkiri Agreement 2024-2025 at their 4 December business meeting. This report provides a quarterly update on projects in the agreement.

Tauākī whakaaweawe Māori

Māori impact statement

21. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsible or effective to Māori.

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

23. The Kōkiri Agreement is focused on AT’s interaction with local boards, as such Māori input was not sought at a programme level. However, when individual projects or operational activities have impact on water or land, Auckland Transport engages with iwi to seek their views. These views are shared in reports seeking decisions from the local board.

Ngā ritenga ā-pūtea

Financial implications

24. Generally, this report has limited financial implications for the local board because Auckland Transport funds all projects and programmes. However, local boards do have a transport budget, called the Local Board Transport Capital Fund.

25. Updates about Local Board Transport Capital Fund projects are included in this report, but financial implications are reported separately, in project specific decision reports.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. If a local board provides any formal direction on changes to the Kōkiri Agreement, there are risks to consider. First, the local board needs to be able to commit to the time required for the level of engagement requested. If decisions are not able to be made or are slowed down by local board decision-making, there can be significant financial costs.

27. Auckland Transport suggests that this risk is mitigated by the local board providing sufficient workshop time to allow for timely discussion of activities listed in Kōkiri Agreement.

Ngā koringa ā-muri

Next steps

28. After local boards receive this report, AT will respond to any additional resolutions.

29. The next quarterly report is planned for March 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Transport’s Quarterly Update	119
b ⇩	Maintenance and Renewals - December	125

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Principal Advisor, Auckland Transport

Authorisers

John Gillespie – Head of Stakeholder and Community Engagement, Auckland Transport

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

04 December 2024

Annual Budget 2025/2026 - local board consultation content

File No.: CP2024/19567

Te take mō te pūrongo

Purpose of the report

1. To approve local consultation document content and supporting information as part of the Annual Plan 2025/2026 process, along with a local engagement event.

Whakarāpopototanga matua

Executive summary

2. Each financial year, Auckland Council must have a local board agreement that is agreed between the Governing Body and the local board in each local board area. These agreements set out local board priorities and the local activities to be provided for the year. The 21 local board agreements for 2025/2026 will be included in the Annual Plan 2025/2026.

3. Consultation on the Annual Plan 2025/2026 is planned to take place from late February – late March 2025. Content relating to each local board agreement must be included as part of that consultation.

4. This report seeks approval from the local board for local consultation content (tabled on the night of the business meeting). It also seeks approval of a Have Your Say event to be held in the local board area to give Aucklanders an opportunity to provide face-to-face feedback during the consultation period.

5. The Governing Body will approve regional items for consultation on 4 December 2024. The regional and local consultation items will then be incorporated into the Annual Plan 2025/2026 consultation document and supporting information, which is planned to be adopted by the Governing Body on 19 February 2025.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakaae / approve local consultation document content (Attachment A) and local supporting information content (Attachment B), both tabled on the night of the business meeting, for inclusion in the Annual Plan 2025/2026 consultation material.

b) tautapa / delegate authority to the local board Chair to approve any changes required to finalise the local consultation document and supporting information content for the Māngere-Ōtāhuhu Local Board for the Annual Plan 2025/2026.

c) whakaae / approve the following Have Your Say event in the local board area during the Annual Plan 2025/2026 consultation period:

i) Ōtāhuhu Family Fun Day, March 15, 2025.

d) tautapa / delegate authority to the local board Chair to approve any necessary changes to the Have Your Say event, as well as any additional engagement events aimed at consulting with the local community.

e) tautapa / delegate to the following elected members and staff the power and responsibility to hear from the public through “spoken (or New Zealand sign language) interaction” in relation to the local board agreement at the council’s public engagement events during the consultation period for the Annual Plan 2025/2026:

i) local board members and Chair

ii) General Manager Governance and Engagement, Local Area Manager, Local Board Senior Advisor, Local Board Advisor, Local Board Engagement Advisor.

iii) any additional staff approved by the General Manager Governance and Engagement or the Group Chief Financial Officer.

Horopaki

Context

6. The Annual Budget 2025/2026 will contain the budget and funding impact statement for the year, identify any variations from the financial statements and funding impact statement in the 10-year plan for the relevant year, and provide for integrated decision-making and coordination of the council’s resources. The Governing Body is responsible for adopting the annual plan and will be adopting the Annual Plan 2025/2026 in June 2025.

7. Auckland Council is required to consult on the Annual Plan 2025/2026. The Budget Committee will be deciding on items for consultation for the Annual Plan 2025/2026 on 4 December 2024. Local Boards have the opportunity to provide input into the regional topics for consultation for consideration by the Budget Committee.

8. For each financial year, Auckland Council is required to have a local board agreement (as agreed between the Governing Body and the local board) for each local board area. These local board agreements are included in each year’s annual plan, or the 10-year plan (every three years).

9. Local board agreements set out how the council will reflect the priorities and preferences in the local board’s plan through the local activities to be provided in the local board area.

10. Content relating to each local board agreement must be included in the Annual Plan 2025/2026 consultation document and supporting information.

11. Public consultation on the Annual Plan 2025/2026 is planned to take place from late February to late March 2025.

12. Aucklanders will be able to provide feedback during the consultation period through a variety of channels, which include face-to-face (for spoken and New Zealand sign language interaction), written and social media.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Local boards held workshops during November 2024 to determine their proposed priorities for their 2025/2026 local board agreement. Each local board is now requested to approve its local consultation document content and supporting information content for inclusion in the consultation material for the Annual Plan 2025/2026 (Attachments A and B respectively).

14. Should changes be required to the local consultation content during the document production, they will be provided to the local board chair for approval.

15. Aucklanders who wish to have their views on the proposed content of the local board agreement 2025/2026 and Annual Plan 2025/2026 considered by Auckland Council should be provided a reasonable opportunity to present those views in a manner and format that is appropriate to their preferences and needs.

16. The recommended Have Your Say events, along with the recommended delegation to elected members and staff to hear from the public ensures that the council is meeting its obligations relating to consultation.

17. The Have Your Say event recommended to be held in the Māngere-Ōtāhuhu Local Board area is:

i) Ōtāhuhu Family Fun Day, March 15, 2025

18. Other Have Your Say events will also take place across the region along with a range of ways for people to engage with the council during the consultation period. There will also be online information available and the opportunity to submit written or digital feedback. Note that the proposed date for the Have Your Say event will be checked with Ward Councillor/s to ensure they are able to attend.

19. The consultation period does not begin for a couple of months. If circumstances change between now and the consultation period requiring any changes to the approved Have Your Say event, these will be provided to the local board chair for approval in line with the recommended delegation.

20. There are unavoidable material increases in the cost of delivering existing services in 2025/2026. The exact amount of cost pressures the local board is facing is currently unknown and will depend on final Governing Body decisions on allocation of funding to local boards. The local board may need to prioritise what they do and where they invest so that they manage spend within the available funding.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

22. However, where practicable, events proposed will be in locations accessible by public transport, to reduce private vehicle travel and increase opportunities for attendance.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. The Annual Plan 2025/2026 is an Auckland Council group document and will include budgets at a consolidated group level.

25. Consultation items and updates to budgets to reflect decisions and new information may include items from across the group. This will be reflected in the report on regional consultation items going the Budget Committee on 4 December 2024.

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

Local impacts and local board views

26. Local board chairs have been invited to be involved in the development of the regional topics for consultation by attending Budget Committee workshops. Local board members were provided recordings of the Budget Committee workshops for the Annual Plan 2025/2026.

27. Local boards will have further opportunities to provide information and views as the council progresses through the Annual Plan 2025/2026 process.

28. Aucklanders will have the opportunity to give feedback on regional and local proposals through the public consultation on the Annual Plan 2025/2026. All feedback received from submitters that indicate that they reside in the local board area will be analysed by staff and made available for consideration by the local board, prior to the local board finalising its local board agreement.

Tauākī whakaaweawe Māori

Māori impact statement

29. Many local board decisions are of importance to and impact on Māori. The local board agreement and Annual Plan 2025/2026 are important tools that enable and can demonstrate the council’s responsiveness to Māori. The local board plan adopted in November 2023 forms the basis for local priorities.

30. The approach to Māori engagement for Annual Plan 2025/2026 will be finalised once consultation topics are confirmed, including development of bespoke materials.

31. There is a need to continue to build local board relationships with iwi and the wider Māori community. Ongoing conversations will assist the local board and Māori to understand each other’s priorities and challenges.

Ngā ritenga ā-pūtea

Financial implications

32. There may be marginal costs associated for Have Your Say events including venue hire (where council premises cannot be utilised).

33. After consultation local boards will make decisions on local spending in the local board agreement with financial impacts that affect local communities.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. The Local Government (Auckland Council) Act 2009 requires content relating to each local board agreement to be included in the Annual Plan 2025/2026 consultation document. Under the Local Government Act 2002, the consultation document for the Annual Plan must be audited. The draft consultation document (including local consultation content) will be prepared by staff and audited in December and January ahead of adoption by the Budget Committee in mid-February. Therefore, local boards need to approve their local consultation content for inclusion in the draft consultation document by the beginning of December 2024.

Ngā koringa ā-muri

Next steps

35. The Budget Committee will agree items for consultation and approve the consultation approach for the Annual Plan 2025/2026 on 4 December 2024.

36. Following the decisions of the local board to approve local consultation content, and the decisions of the Budget Committee on regional items for consultation, staff will prepare the consultation document and supporting information for the Annual Plan 2025/2026. These will be adopted by the Budget Committee in mid-February 2025.

37. Following consultation, the Governing Body and the local board will make decisions on the Annual Plan 2025/2026 and local board agreements respectively in June 2025.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Phoebe Peguero - Senior Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

04 December 2024

Proposed policy refresh: Business Improvement District (BID) Policy (2022)

File No.: CP2024/19480

Te take mō te pūrongo

Purpose of the report

1. To seek feedback on proposed changes to the Business Improvement District (BID) Policy (2022) (Kaupapa Here ā-Rohe Whakapiki Pakihi).

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Business Improvement District (BID) programme team oversees the BID programmes ongoing development accountability and governance. The refresh process will not include a review of these roles or resources.

3. BID programmes provide sustainable funding to business associations by applying a targeted rate to business rated properties within a defined geographical area and granting these funds to the relevant business association.

4. BID-operating business associations sign a three-year targeted rate grant agreement which requires compliance with the Auckland Council Business Improvement District (2022) Policy (Kaupapa Here ā-Rohe Whakapiki Pakihi) (the Policy) as attached as Appendix A.

5. Staff are proposing changes to the BID Policy 2022 to clarify minimum requirements, including adding an issues resolution option (the ability to terminate funding agreements in cases of ongoing non-compliance where other concerns are evident), and a requirement for unallocated funds to be reported in the annual report for transparency. Additionally, the deadline for annual accountability reporting will shift from 10 March to 1 December. Other minor changes are also proposed. A summary of proposed changes as part of the policy refresh are attached as Appendix B.

6. Key stakeholders including local boards, BID-operating business associations and relevant council departments will be engaged in the process with feedback sought by 28 February 2025.

7. The updated policy is scheduled for submission to the Governing Body in April 2025 with implementation commencing on 1 July 2025.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) tūtohi / receive the report and information regarding the proposed refresh of the BID Policy (2022) and agree to provide formal feedback on the changes proposed.

Horopaki

Context

Overview of the Auckland BID programme

8. BID-operating business associations are membership-based organisations independent of Auckland Council. The Auckland Council Business Improvement District (BID) Policy (2022) (Kaupapa Here ā-Rohe Whakapiki Pakihi) (the policy) sets out the framework for the governance, accountability, and management of a BID programme and targeted rate funding.

9. The policy supports the independent nature of the BID-operating business associations who are responsible for the BID programme delivery, its success, and are accountable to BID members/BID affiliates.

10. Local boards have the primary relationship with BID-operating business associations in their area:

· local boards and business associations have a vested interest in a particular place and share similar goals

· local boards have allocated decision-making responsibility for BID programme establishments, amending existing BID programmes, BID boundary changes, continuation/discontinuation, and issue resolution.

Auckland Council Business Improvement District Policy (Kaupapa Here ā-Rohe Whakapiki Pakihi)

11. The policy was last substantially reviewed and updated in 2021/2022 and approved by the Finance and Performance Committee on 26 July 2022. The policy will be approved for adoption by the Governing Body.

12. Auckland Council requires BID-operating business associations to fully comply with the policy and the three-year BID Targeted Rate Grant Agreement (Appendix A)

13. The policy describes the reason for the BID programme and sets out the process for:

· establishing, continuing/discontinuing BID programmes;

· changes to the BID programme boundary area/map;

· changes to the BID targeted rating mechanism;

· issue resolution;

· key stakeholder roles and responsibilities.

14. The policy sets out the engagement and reporting requirements for BID-operating business associations to ensure all BID members/BID affiliates have access to the relevant BID programme information. BID-operating business associations must use their Annual General Meeting (AGM) process to obtain formal member approval for the BID programme delivery, budget and to confirm their BID targeted rate grant amount for the following financial year.

15. The three-year BID Targeted Rate Grant Agreement sets out the conditions of the BID targeted rate grant funding and the relationship between Auckland Council and a BID-operating business association.

16. There are currently 51 BID programmes within the region.

BID Targeted Rate

17. BID programmes are supported by a BID targeted rate grant providing sustainable funding to BID-operating business associations. A BID targeted rate is applied to business rated properties within a defined geographic area. The rates collected are then provided to the relevant BID-operating business association via an annual grant.

18. The amount of BID targeted rate grant is decided each year at the BID-operating business associations annual general meeting (AGM) as part of the income and expenditure budget for the following financial year.

19. BID targeted rates are set according to the procedure defined in the Local Government (Rating) Act 2002, Section 23.

Local Board role with BID programmes

20. The policy recognises local board decision-making responsibilities in relation to:

· approval of the establishment of a new BID programme and boundary area

· approval of any changes to or amendments to an existing BID programme boundary area

· annually recommending BID programme targeted rate grant amounts to the Governing Body

· recommending to the Governing Body proposed changes to a BID targeted rating mechanism.

21. The BID Policy (2022) is an effective document and includes the provision for local boards to receive an annual BID compliance and accountability report (in May each year). The report provides the local board with information on any issues that may be impacting on the BID programme or BID-operating business association.

22. The May 2024 BID annual compliance report presented to local boards with BID programmes highlighted:

· compliance with the 10 March 2024 due date for accountability reporting was lower than previous years.

· fifty-one per cent (26) of BIDs successfully completed their annual accountability reporting by the due date of 10 March 2024

· forty-one per cent (21) were notified of missing information or documents and received an extension

· four BIDs failed to meet BID Policy Requirement 11 and did not complete annual accountability reporting.

23. These situations are of concern and undermines the BID Policy and the relationship between the organisations and Auckland Council. The BID-operating business associations that receive an allocation of public funds (BID targeted rate grants) should as a minimum reach the BID policy requirements.

24. Of the four BIDs that failed to meet the policy requirement 11, Hunters Corner and Māngere East Village BID were situations of continued non-compliance with the policy over multiple years.

Hunters Corner BID

25. For two years, the BID Team and the local board, dealt with a complex governance and management situation within the Hunters Corner BID involving:

· non-compliance with the BID Policy

· missing financial reporting and association financial records

· accumulating liabilities

· unauthorised changes to bank signatories

· absence of accountability reporting for grant funds received by the BID from local board and a CCO, over several years

· ineffective governance and management processes.

26. Whilst the existing policy issue resolution (section five) could have responded to these situations individually, the issues were long-term, undisclosed, and had no visibility due to governance practices within the business associations committee at the time. Once understood, these factors culminated in the need for effective and immediate decision making by Auckland Council.

27. The situation had moved beyond mere non-compliance with the BID Policy into actions that council deemed a significant risk to the funding and the associations obligations under the three-year BID Targeted Rate Grant funding agreement.

Māngere East Village BID

28. For the past 18 months, staff and the local board have been working through governance and management issues with this BID which has included continued non-compliance with the policy. The BID has also failed to undertake governance processes as set out in their constitution.

29. The outcome of this situation has been the delay of targeted rate payments to the BID due to the concern that BID rate payers (BID affiliates) are receiving no value from the BID programme. The executive committee of Māngere East Village BID has taken no actions to regain compliance with the BID Policy.

30. The local board has been involved in the process and has instructed staff, under resolution, to work with the association towards BID discontinuation from June 2025.

Broadening the definition of an “issue” to include other factors

31. The combination of circumstances in both the examples above have contributed to the need to refresh and add clarity to the issue resolution options in the ‘issues’ section of the policy (Section 5). The existing BID Targeted Rate Grant Agreement document allows for the option for council to not set the target rate and terminate the funding agreement.

32. The situations above (Hunters Corner BID and Mangere East BID) were more nuanced than purely non-compliance with the BID Policy. These situations were identified as:

· a failure to communicate relating to the non-compliance.

· debt accumulation with no actions towards reduction.

· disharmony within a business community.

33. The Introduction of the BID Policy (2022) notes that executive committees “must operate with the principles of trust, respect and democracy, and values of transparency and accountability, and good faith” (pg. 6). The lack of these factors is sometimes difficult to prove but their absence will have an impact on the reputation of a BID programme.

34. The purpose of the additional issue resolution option is to be able to consider factors other than non-compliance.

35. Feedback from local boards is particularly welcomed regarding what other circumstances could undermine the integrity of a BID programme and use of targeted rate.

36. The current policy notes that where an issue is identified, council will work with the BID to achieve compliance. Council staff will communicate with local boards when an issue is identified. This approach will remain unchanged.

37. The proposed new option for issue resolution aligns with current wording in the three-year grant agreement under the section ‘Termination”. The proposed policy wording would allow council to ‘Stop/ End’ (terminate) the three-year BID Targeted Rate Grant Agreement and/or not set the BID targeted rate for subsequent years.

38. The business association would no longer be considered as operating a BID programme under the policy.

39. The proposed additional resolution option should not be of any concern to BID programmes that are compliant with the policy and do not have other act or thing that council deems a significant risk to the associations funding or the associations obligations under this agreement.

BID Policy refresh

40. Communication about the refresh of the current policy began in October 2024 to all stakeholders involved in the management and operation of BID programmes across Tāmaki Makaurau. Stakeholders include all local boards, both BID-operating and non-BID business associations, council departments and interested parties.

41. This report is part of that process and seeks feedback from each local board. A summary of proposed changes to the BID Policy 2022 is attached as Appendix B. Although the refresh focuses on specific areas of the policy, feedback on any section of the policy is welcome.

42. The feedback period is open until 28 February 2025.

43. If approved by the Governing Body in April 2025, the 2025 BID Policy will become operational from 1 July 2025.

44. There are no expected additional financial costs associated with undertaking this refresh.

Tātaritanga me ngā tohutohu

Analysis and advice

Rationale for the refresh

45. The refresh process is based on observations and feedback from working with the policy (2022), annual compliance requirements reporting, and as noted, complex governance and management issues.

46. The aim of the refresh is to:

a) add in more content and clarification to sections of the policy regarding the minimum requirements, including the sections relating to establishments and expansion projects.

b) For clarity purposes, to strengthen parts of the policy (and appendix documents) relating to issue resolution (section five).

Summary of proposed changes suggested for BID Policy (2025) and appendix documents

47. The key proposed changes proposed for BID Policy (2025) are set out in Table 1.

Table 1 - Key changes made to the BID Policy (2025) and appendix documents

Change from 2022 BID Policy	Description	Note	2022 section, Requirement
New Wording Proposed
Section 5 Issue resolution.	Clarifying what would be deemed an ‘issue’ in addition to non-compliance with the policy.	New wording for an additional option to strengthen this section. These changes should be of no concern to the majority of BIDs compliant with the policy.	Section 5 Requirement 22
	New wording added to: Requirement 22 ‘… or if Auckland Council becomes aware of any act or thing that is a significant risk to the funding or the obligations under the Three-year BID Targeted Rate Grant Agreement’.	Adding the ability for Auckland Council to act in situations where not only non-compliance with the policy is clear, but where there is a potential for serious risk to BID programme funding and the business associations obligations. Examples could include: · a failure to communicate relating to a non-compliance. · debt accumulation with no actions towards reduction. · disharmony within a business community. · a society not prepared to work with Auckland Council.
	‘Stop and End’ (terminate) the three- year target rate agreement and/ or not set the target rate for subsequent years.	‘Last case’ option for BIDs that are non-compliance and/ or with significant risk to the funding or the obligations under the Three-year BID Targeted Rate Grant Agreement.
New Section 2.6.3	Accumulated BID targeted rate grant/unspent BID targeted rate grant	To provide more clarity and transparency within the BID Treasurer report presented at the BID AGM. Treasurers report to include information on any BID targeted rate grant accumulated or unspent.	Added to Section 2.6
2.7	BID grant used to guarantee, secure, or repay borrowed or raised money. New wording to align with the Three-year BID Targeted Rate Grant Agreement.	Aligning the policy and the Three-year BID Targeted Rate Grant Agreement regarding the use of BID grant to guarantee, secure or repay borrowed or raised money.	Added to Section 2.6, and aligning with Requirement 6
Section 3, Table One	Updated tables - BID programme annual accountability reporting.	Table format updated, new headings and numbering. New wording to provide a better understanding of the minimum requirements and transparency of information reported.	Section 3
	New deadline for annual accountability reports to be with council	Change date of annual accountability reporting from 10 March to the earlier date of 1 December. BIDs can complete post AGM reporting within a shorter period. Enables better alignment between a) council confirmation of compliance with policy and b) council annual draft budget/10year plan engagement process.
4.1.2 and Requirement 14	Audit review option removed	Advice sought from Risk and Assurance Team recommended that all BIDs be required to undertake an annual full audit.	Section 4.1.2 and Requirement 14
Minor changes – to accommodate administration changes and updates, additional wording to provide clarification to support a better understanding of the requirements of the policy.
Various places in the policy		Updating references to the date of the Incorporated Societies Act 2022
	Removal of council website references	Information has been updated or is longer relevant.
	New wording or updated wording	Wording and sentence structure tidied up and align throughout the policy and appendix documents.
Section 3, Table One	Treasurer’s written report	Information transferred from Appendix D and amalgamated into Table One.	Section 3, Table One
4.1.2	Governance practices	New item due to changes within the Incorporated Societies Act 2022. New wording sets the notice requirements for AGM as a minimum of 14 days’ notice and SGM as a minimum of 21 days’ notice.	Section 4.1.2 and aligning with Requirement 13
Section 6	Table Three – BID ballot processes New Table Four – BID ballot process and mandate	Table Three captures information for the Eligible BID Voter list. New Table Four captures BID ballot process and mandate. Table format updated, wording added to tidy sentence structure and understanding of the processes associated with BID ballots.	Section 6.4, Table Three and new Table Four
Appendix A	Tidied up wording	To align with the policy
Appendix B	Tidied up wording	Tidied up form layout and sentence structure, wording and added in numbering
Appendix C	Tidied up wording
Appendix D	Removed	Information transferred and merged into Section 3, Table One
New Appendix D	Summary of policy requirements	Updated to align with policy
Appendix E	Abbreviation and definitions	Updated to align with policy

48. A detailed summary of the proposed changes to the policy and appendix documents is set out in Appendix B.

Draft BID Policy (2025) and appendix documents

49. The draft BID Policy (2025) and appendix documents will be presented to the Governing Body at the April 2025 meeting.

50. Once approved, BID Policy (2025), the appendix documents and changes document will be made available on the BID Auckland Council website www.bid.aucklandcouncil.govt.nz

Tauākī whakaaweawe āhuarangi

Climate impact statement

51. The BID Policy (2025) focuses on the governance and accountability for BID-operating business associations. Individually the BID programme, through targeted rate-funding, can focus on advocacy and activities relating to climate factors at the request of their members.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52. Formal feedback will be sought from council teams and those who work and have an interest in the BID programme and business community space.

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

Local impacts and local board views

53. Local boards strongly contributed to the development of BID Policy (2022). The refresh process for the development of BID Policy (2025) presents an opportunity for local board feedback that can shape the content of the policy.

54. Local boards are asked to provide formal feedback on the changes proposed for BID Policy (2025). Local boards are encouraged to engage with BID-operating business associations in their local board area to help to inform this feedback process.

Tauākī whakaaweawe Māori

Māori impact statement

55. Officers are working with Auckland Council’s Ngā Mātārae Unit to ensure that the BID Policy (2025) aligns with the Auckland Council’s Kia Ora Tāmaki Makaurau performance measurement framework.

Ngā ritenga ā-pūtea

Financial implications

56. There are no financial implications for local boards under the refresh of the BID Policy (2022).

57. Targeted rates for BID-operating business associations are raised directly from business rated ratepayers 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.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. There are no direct financial risks to the local board or the council that could result from the refresh of the BID Policy (2022) and appendix documents.

59. The BID Policy describes the balance between the independence of the BID-operating business association, and the accountability role council has for monies collected as a public sector organisation. This balance is necessary to sustain public trust and confidence with the Auckland Council BID programme.

60. At the completion of the refresh, BID Policy (2025) and appendix documents will set out the requirements and obligations for BID-operating business associations and are intended to help minimise the potential for business associations to misuse BID targeted rate funds by requiring each BID to plan for their intended use, report on its activities to its members, to undertake and meet all requirements set out in the policy.

Ngā koringa ā-muri

Next steps

61. All BID-operating business associations and non-BID business associations will be advised of the refresh and invited to provide feedback on the changes proposed. The policy refresh, and engagement information will also be published on the council BIDs website www.bid.aucklandcouncil.govt.nz

62. Feedback from local board representatives on BID programmes is particularly valuable for policy development. Upon request, a workshop session could be organised. Appendix C details the stakeholders which the refresh will engage with.

63. Following formal feedback received from local boards, CCOs, BID-operating business associations, non-BID business associations, council departments, other external stakeholders, and those with an interest in BID programmes, the proposed BID Policy (2025) and appendix documents will be put before the Policy and Governing Body in April 2025 for approval.

64. The BID Policy (2025), if approved by the Governing Body, BID Policy (2025) would become operational on 1 July 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Business Improvement District (BID) Policy (2022) (Under Separate Cover)
b	Changes between current Business Improvement District (BID) Policy and proposed BID Policy 2025 (Under Separate Cover)
c	Stakeholder Engagement Programme (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Claire Siddens - Principal Advisor Business Improvement District Programme (BIDs)

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

No.	Title	Page
a ⇩	Māngere-Ōtāhuhu Local Board Workshop Record - 6 November 2024	147
b ⇩	Māngere-Ōtāhuhu Local Board Workshop Record - 13 November 2024	149
c ⇩	Māngere-Ōtāhuhu Local Board Workshop Record - 20 November 2024	151
d ⇩	Māngere-Ōtāhuhu Local Board Workshop Record - 27 November 2024	153

Chairperson	Tauanu’u Nick Bakulich
Deputy Chairperson	Togiatolu Walter Togiamua
Members	Harry Fatu Toleafoa
	Joe Glassie-Rasmussen
	Makalita Kolo
	Christine O'Brien
	Papaliitele Lafulafu Peo, JP

Author	Jacqueline Robinson - Democracy Advisor
Authoriser	Victoria Villaraza - Local Area Manager