Otara-Papatoetoe Local Board May Agenda

8/9/2019 Otara-Papatoetoe Local Board May Agenda

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Note: The reports contained within this agenda are for consideration and should not be construed as Council policyunless and until adopted. Should Members require further information relating to any reports, please contactthe relevant manager, Chairperson or Deputy Chairperson.

I hereby give notice that an ordinary meeting of the Ōtara-Papatoetoe Local Board will be held on:

Date:Time:Meeting Room:Venue:

Monday, 18 May 2015 5.00pm Manukau ChambersLevel 1Manukau Civic Centre31-33 Manukau Station RoadManukau

Ōtara-Papatoetoe Local BoardOPEN AGENDA

MEMBERSHIP

Chairperson Fa’anānā Efeso Collins Deputy Chairperson Ross Robertson Members Lotu Fuli

Stephen GreyMary GushDonna LeeJohn McCracken

(Quorum 4 members)

Carol McGarryDemocracy Advisor

11 May 2015

Contact Telephone: (09) 262 8969Email: [email protected]: www.aucklandcouncil.govt.nz


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Ōtara-Papatoetoe Local Board 18 May 2015

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ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

8.1 Deputation - Counties Manukau Sport 5

8.2 Deputation - New Zealand Leadership Institute (NZLI) Scholarships 6

9 Public Forum 6

10 Extraordinary Business 6

11 Notices of Motion 7

11.1 Notice of Motion - Christmas Tree Lights Options 7

12 Manukau Ward Councillors Update 11

13 District Licensing Committee structure review: Ōtara-Papatoetoe LocalBoard feedback 13

14 Alcohol ban review 2015 23

15 Business Association bulk funding 4516 Libraries Proposed Property Renewals Programme for 2015/2016 49

17 Papatoetoe Museum and Arts Needs and Options Analysis 55

18 Manukau Harbour Forum Work Programme for 2015/2016 59

19 Developing the Empowered Communities Approach - Next Steps 83

20 Wiri Prison - Nomination for Social Impact Fund Allocations Committee 95

21 Auckland Transport Report - April 2015 103

22 Auckland Transport Quarterly Update to Local Boards

For the quarter - 1 January to 31 March 2015 109

23 Auckland Council Property Limited Local Board Six-Monthly Update 1

July to 31 December 2014 143

24 Performance Report for the Ōtara-Papatoetoe Local Board for the ninemonths ended March 2015 163

25 Ōtara-Papatoetoe Local Board Nominations to the Maunga Authority – Local Board Forum. 241

26 Urgent Decision Report - Business Improvement Districts (BIDs) service

delivery model 245

27 Ōtara-Papatoetoe Local Board Achievements Register 2013-2016Electoral Term 251


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28 Ōtara-Papatoetoe Local Board Workshop Notes 255

29 Ōtara-Papatoetoe Local Board Reports and Actions Pending 261

30 Ōtara Papatoetoe Local Board members portfolio update 265

31 Chairpersons Announcements 269

32 Consideration of Extraordinary Items

PUBLIC EXCLUDED

33 Procedural Motion to Exclude the Public 271

C1 Special Housing Areas: Tranche 7 271


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1 Welcome

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Ōtara-Papatoetoe Local Board:

a) confirm the ordinary minutes of its meeting, held on Monday, 20 April 2015, as a trueand correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Standing Order 3.20 provides for deputations. Those applying for deputations are requiredto give seven working days notice of subject matter and applications are approved by theChairperson of the Ōtara-Papatoetoe Local Board. This means that details relating todeputations can be included in the published agenda. Total speaking time per deputation isten minutes or as resolved by the meeting.

8.1 Deputation - Counties Manukau Sport

Purpose

Russell Preston from Counties Manukau Sport will present to the board on what they canoffer in terms of dedicated sports delivery to our clubs and schools.

Counties Manukau Sport already partner with Franklin and Howick Local Boards.

Recommendation/s

That the Ōtara-Papatoetoe Local Board thank Russell Preston from Manukau Counties

Sport for his attendance and presentation.


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8.2 Deputation - New Zealand Leadership Institute (NZLI) Scholarships

Purpose

Matt Wilson, Corporate Relations Manager, DB Breweries Ltd and Wilmason Jensen, apast recipient of the scholarship, will present to the board on the launch of this year’s NewZealand Leadership Institute (NZLI) scholarship for leaders from the South AucklandCommunity.

Recommendation/s

That the Ōtara-Papatoetoe Local Board thanks Matt Wilson and Wilmason Jensen for theirattendance and presentation.

Attachments

A Media Release - Leadership development scholarships ........................... 275

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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


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

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

discussion.”

11 Notices of Motion

11.1 Notice of Motion - Christmas Tree Lights Options

In accordance with Standing Order 3.11.1, the following Notice of Motion has beenreceived from Member Stephen Grey and Member Donna Lee for inclusion on the agendafor the Ōtara-Papatoetoe Local Board meeting being held on day, Monday, 18 May 2015:


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Recommendation/s


a) receive the Notice of Motion – Christmas Tree Lights Options.

b) revoke resolution OP/2015/31 being,

a) approve in principle the idea of developing a signature event for Ōtara-Papatoetoe, in preference to the options for lights or other seasonaldecorations.

b) request Events staff to develop event ideas for discussion with the board.

c) agree to dismantle the redundant Christmas lights in the next financial year,and to include a budget for this in the local board agreement for 2015/16.

c) agree to dismantle the Christmas lights at Burnside Park.

d) agree to dismantle and replace with LED lights, the Christmas lights at Tupu Library(Dawson Road) and the Christmas lights at the Papatoetoe RSA (Wallace Road).

e) agree the type of LED lights to be installed to be Triklite LED lights and include abudget up to $120,000 for this in the draft local board agreement for 2015/16.

f) request Council officers to confirm the cost in resolution d) above and advise theannual cost to maintain the LED lights.

Background

1. At its 16 March 2015 business meeting the Ōtara-Papatoetoe Local Board resolvedto:

Resolution number OP/2015/31

MOVED by Member SC Grey, seconded by Chairperson E Collins:

That the Ōtara-Papatoetoe Local Board:a) approve in principle the idea of developing a signature event for Ōtara-

Papatoetoe, in preference to the options for lights or other seasonaldecorations.

b) request Events staff to develop event ideas for discussion with the board.

c) agree to dismantle the redundant Christmas lights in the next financial year,and to include a budget for this in the local board agreement for 2015/16.

2. The board has traditionally funded three Christmas tree lighting projects at BurnsidePark, Tupu Library (Dawson Road)and Papatoetoe RSA, however, in October 2014the board resolved to not support the Christmas lights at Burnside Park in 2014.

3. The attachment to the original report gave details of the costing options for TrikliteLEDs and Mini festoon LEDs. Triklite LEDs are more expensive but have a greateroption of programmable colours compared to Mini festoon LEDs.

4. Indicative costings of this option from the attached 16 March 2015 report are set outbelow:

Site Burnside Park Tupu Library Papatoetoe RSA TOTALS

Remove Existing Lights $4,115 $16,227 $13,034 $33,376

Supply and install new

Triklite LED Lights$48,476 $40,890 $89,366

Total $122,742


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5. The 16 March 2015 report presented four options for consideration. Optionsincluded replacing the current Christmas lights with LED lights, removing theChristmas lights and putting up roadside banners, and removing the lights andpromoting an event. Moved by Member Grey, seconded by Chair Collins, the boardresolved as above (OP/2015/31)

6. Member Grey and Member Lee seek board reconsideration of this resolution. The

members advise that they did not expect or intend that the resolution would result inthe removal of the Christmas lights from all three sites. The members support havinglights at Tupu Library and Papatoetoe RSA and converting these to LED.

7. The members envisage that the LED lights would be operated throughout the year tosuit a variety of events and occasions, as well as Christmas. For example, the lightscould be green for St Patricks Day, yellow for Daffodil Day, and multi-coloured forother festivities

Attachments

A Notice of Motion ........................................................................................ 277B Christmas Tree Light Options report from 16 March 2015 meeting ........... 279


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Manukau Ward Councillors Update Page 11

Manukau Ward Councillors Update File No.: CP2015/08182

Executive Summary

A period of time (10 minutes) has been set aside for the Manukau Ward Councillors to have anopportunity to update the Otara-Papatoetoe Local Board on regional matters.

Recommendation/sThat the Ōtara-Papatoetoe Local Board:

a) receive the verbal reports.

b) receive the written report from Councillor Arthur Anae.

AttachmentsThere are no attachments for this report.

Signatories

Authors Carol McGarry - Democracy Advisor

Authorisers


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District Licensing Committee structure review: Ōtara-Papatoetoe Local Board feedback Page 13

District Licensing Committee structure review: Ōtara-Papatoetoe LocalBoard feedback

File No.: CP2015/08046

Purpose1. To provide feedback on the District Licensing Committee structure review (the review).

Executive Summary2. When the Governing Body approved the formation of the District Licensing Committee under

the Sale and Supply of Alcohol Act 2012 (the Act) in August 2013 (Governing Bodyresolution GB/2013/82), it was agreed that the structure of the Committee should bereviewed after one year of operation.

3. The objective of the review is to evaluate the current structure of the District Licensing

Committee to assess compliance with the Act, community input, consistency of approachand cost efficiency.

4. Feedback from local boards and other key stakeholders is being sought as part of the reviewprocess.

5. Any feedback provided by the Ōtara-Papatoetoe Local Board will be considered as part ofthe review and will be appended to the report on the review to the Regional Strategy andPolicy Committee in June 2015.


a) Provides feedback on the review of the District Licensing Committee structure andoperation.

Comments

Background

6. In August 2013, the Governing Body considered the formation of Auckland Council’s DistrictLicensing Committee (DLC) as required by the Sale and Supply of Alcohol Act 2012 (the

Act). In particular, the Governing Body considered whether Auckland Council shouldestablish localised DLCs or a region-wide pool of chairs and members.

7. The Governing Body approved a region-wide pool as the preferred structure, but resolvedthat a review of the structure would be conducted after a year of operation (res GB/2013/82).

8. The District Licensing Committee structure review (the review) is now underway and will bereported to the Regional Strategy and Policy Committee in June 2015. The review will cover:

an assessment of how the existing region-wide structure is working

the impact of local board objections to alcohol licence applications

feedback from the reporting agencies (New Zealand Police, Medical Officer of Health

and alcohol licensing inspectors)

feedback from staff, local boards, DLC members and chairs

any recommendations for improvement.


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Terms of Reference

9. The review’s objective (set out in attachment A) is to evaluate the current structure of theDLC and advise the council whether it is achieving the following outcomes:

decisions are made in accordance with the Act community views are able to be heard in accordance with the Act

the DLC is consistent in its approach

the structure is cost-effective for Auckland Council.

Feedback sought

10. Feedback is sought from the Ōtara-Papatoetoe Local Board (the board) on:

what is working well

what isn’t working well

what we can do to improve

the impact of local board objections to alcohol licence applications.

11. It is recognised that the board may have feedback on the operation of the DLC beyond thescope of the terms of reference for the review. Any additional feedback will be consideredand incorporated into the report to the Regional Strategy and Policy Committee.

Applications received and hearings held

12. In the first year of operation (January 2014-January 2015 inclusive), 10,121 alcohol licenceapplications were received by the DLC, including 1,638 applications relating to the

Manukau area (made up of the the Ōtara-Papatoetoe, Māngere-Ōtāhuhu, Howick,Manurewa and part of Franklin local boards). Of the total number of applications received,85 resulted in an oral hearing.

13. Up until 28 April 2015 four hearings had been held for alcohol licence applications relatingto premises in the Ōtara-Papatoetoe Local Board area. In the same period, the boardmade four objections to applications.

Consideration

Local board views and implications

14. All elected members were sent a copy of the terms of reference for the review in March2015. In early April 2015 local board chairs and relationship managers were invited toprovide feedback through their preferred forum, including workshops, business meetings orin writing.

15. Feedback from local boards will be incorporated into the review and appended to the reportto the Regional Strategy and Policy Committee in June 2015.

Maori impact statement

16. The current region-wide structure of the DLC is designed to provide broad participationacross all demographics in the Auckland region. A representative from the IndependentMāori Statutory Board was involved in the DLC member appointment process, which

included assessing candidates against criteria including the Treaty of Waitangi andcommunity awareness.

17. The review is not considered to impact significantly on Māori.


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Implementation18. The review is currently underway, with stakeholder feedback being collated and analysed

during April and May 2015.

19. The findings of the review, including local board feedback, will be reported to the RegionalStrategy and Policy Committee in June 2015.

Attachments

No. Title Page

A Terms of Reference - District Licensing Committee Structure Review 17

Signatories

Authors Elizabeth McKenzie - Principal Advisor Hearings

Authorisers Marguerite Delbet - Manager Democracy Services

Carol McKenzie-Rex - Relationship Manager


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A t t a c h m e n t A

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Alcohol ban review 2015 Page 23

Alcohol ban review 2015

File No.: CP2015/04108

Purpose1. To adopt a proposal on the review of alcohol bans in the Ōtara-Papatoetoe Local Board

area.

Executive Summary2. The Ōtara-Papatoetoe Local Board has the delegated responsibility to review all 93 existing

local alcohol bans in its local board area by 31 October 2015.

3. The purpose of the review is to identify which existing local alcohol bans meet the newhigher statutory threshold to enable them to be retained. Alcohol bans that do not meet thethreshold will lapse on 31 October 2015.

4. As part of the review, the local board may choose to use a public submission process inorder to get a fuller understanding of the impact of alcohol use in the current alcohol banareas.

5. To assist the local board, staff have undertaken an analysis of legacy council informationand recent police data. This information has been presented at local board workshops inearly 2015. During these workshops the local board also expressed a preference for using apublic submission process to complete the review.

6. Staff recommend to:

use a public submission process to complete the review and to adopt a proposal tofacilitate this (Attachment C)

propose to retain 15 existing alcohol bans propose to lapse 78 existing alcohol bans unless sufficient evidence is provided

through the public submission process.

7. Staff will update the proposal as necessary to reflect the decisions by the local board.

RecommendationsThat the Ōtara-Papatoetoe Local Board:

a) Confirm the use of a public submission process to complete the review of alcoholbans in the local board area.

b) Adopt the proposal titled “Proposal Review of Alcohol Bans – Ōtara-PapatoetoeLocal Board May 2015” in Attachment C for the purposes of the public submissionprocess.

c) Note that the proposal contained in Attachment C is in accordance with relevantrequirements of the Local Government Act 2002 and Auckland Council AlcoholControl Bylaw 2014.

d) Authorise the Manager Social Policy and Bylaws to make any minor edits oramendments to the Proposal to correct any identified errors or typographical edits.

e) Authorise the Manager Social Policy and Bylaws, in consultation with the local boardchair, to make any amendments to the Proposal to reflect decisions made by the

local board.f) Appoints [insert name] (as chair), [insert at least two more board members names]

as a panel to receive, hear and deliberate on submissions and other relevant


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information and recommend changes to the Board.

g) Delegates to the Chairperson the ability to make changes to the panel appointedunder (e) where this becomes necessary because of the withdrawal or unavailabilityof any of those persons.

Background8. Alcohol bans are an accepted and effective way of helping to reduce alcohol related harm.

They limit the amount of alcohol consumed in public places. This helps reduce harmincluding levels of intoxication, noise, litter, harm and disorder.

9. Recent amendments to legislation to require a review of existing alcohol bans against thenew higher threshold is intended to ensure that alcohol bans are only retained in areas ofhigh alcohol related crime or disorder.

10. Alcohol bans are made under the Auckland Council Alcohol Control Bylaw 2014. Alcoholbans prohibit the consumption of alcohol in public places and are enforced by the NewZealand Police using powers of search, seizure, and arrest. Penalties include an

infringement fee of $250.

11. Local boards have the delegated responsibility to review existing local alcohol bans in theirlocal board areas by 31 October 2015. This does not include a review of existing alcoholbans in areas of regional significance which is the responsibility of the Regulatory andBylaws Committee, nor consideration of new alcohol bans which will be subject to aseparate process to commence after 31 October 2015.

12. Since the commencement of the review in November 2014, the local board at workshopshas been presented with the statutory decision making requirements, review processoptions, legacy council information, and recent police data.

13. The local board has expressed a preference to use a public submission process to complete

the review. This process requires: the local board to adopt a proposal by May 2015 (Attachment C)

the proposal (together with proposals from other local boards) will be publicly notifiedin June 2015

the local board to hold hearings, deliberations and make decisions on submissions by August 2015

any alcohol ban not deemed to meet the statutory evidence test will lapse on 31October 2015.

14. The public submission process is specifically designed to obtain evidence of alcohol-related

crime or disorder from the public for those alcohol bans where legacy council information orpolice data is limited. The decision required of the local board is to decide which existingalcohol bans to propose to retain and which to propose to lapse unless sufficient evidence isprovided through the public submission process.

Decision-making requirements

15. In making decisions, the local board must be satisfied that any existing alcohol bansproposed to be retained comply with a range of statutory and bylaw requirements.

16. Changes to the Local Government Act 2002 introduced a higher threshold to be met to allowan existing alcohol ban to be retained. Alcohol bans that do not meet the higher thresholdwill lapse on 31 October 2015.

17. The most important requirements as outlined in the bylaw are:


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evidence that the alcohol ban area has experienced a high level of crime or disorder

that can be shown to have been caused or made worse by alcohol consumption in

the area

that the alcohol ban is appropriate and proportionate in the light of the evidence

and can be justified as a reasonable limitation on people's rights and freedoms

consideration of community-focused solutions as an alternative to or to complement analcohol ban area

consideration of the views of owners, occupiers, or persons that council has reason tobelieve are representative of the interests of owners or occupiers, of premises withinthe area to which the alcohol ban will apply

consideration to using one of the following times for consistency:

o 24 hours, 7 days a week (at all times alcohol ban);

o 7pm to 7am daily (evening alcohol ban)

o 10pm to 7am daylight saving and 7pm to 7am outside daylight saving (night time

alcohol ban)

o 7pm on the day before to 7am on the day after any weekend, public holiday orChristmas/New Year holiday period (weekend and holiday alcohol ban).

18. Further detail of the decision-making requirements is appended to the proposal in Attachment C.

CommentCurrent local alcohol bans

19. There are currently 93 alcohol bans in the Ōtara-Papatoetoe Local Board area summarised

in the table below. These have been independently assessed and evidence is included in Attachments A and B.

Type of alcohol ban area (number) Alcohol ban time

Town centre (4) 24 hours, 7 days a week

Park (4) 24 hours, 7 days a week

Children’s Playground (36) 24 hours, 7 days a week

Skate park (1) 24 hours, 7 days a week

Public reserve car park and public road joining car park (20)

24 hours, 7 days a week

Road (28) 24 hours, 7 days a week

Evidence

20. Evidence of alcohol-related crime or disorder has been obtained from legacy council files,and data from the New Zealand Police for the period 1 September 2013 – 30 September2014 has also been supplied.

21. Other sources of Auckland-wide alcohol-related crime or disorder information wereinvestigated but did not provide evidence able to be linked to particular alcohol bans. Othersources included service request data lodged through the council call centre, graffiti and Ambulance and Emergency Service data.

22. Evidence may also be gathered through a public submission process. Documented evidencemay be provided by way of:


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a written account of incidents of alcohol-related crime or disorder people have

witnessed prior to, after, or recently in relation to a particular alcohol ban having

been introduced

historical media articles.

Options

23. For each of these areas, the local board has two options. To retain the alcohol ban (with orwithout amendments to areas or times) or to allow the ban to lapse.

24. In terms of which alcohol bans to retain or lapse, the local board can review the summary ofevidence provided for individual alcohol bans in Attachments A and B and choose to:

confirm the list of alcohol bans proposed to retain (Attachment A)

confirm the list of alcohol bans proposed to lapse (Attachment B)

identify any changes to the list of alcohol bans proposed to retain (Attachment A)

identify any changes to the list of alcohol bans proposed to lapse (Attachment B).

25. It is important to note that the statutory requirements of this review means the retention ofalcohol bans must be determined on evidence of high levels of alcohol-related crime ordisorder.

Recommendation

26. Staff recommend:

the use of a public submission process to complete the review and to adopt the“Proposal Review of Alcohol Bans – Ōtara-Papatoetoe Local Board May 2015” tofacilitate this (Attachment C)

retain the following 15 existing alcohol bans (Attachment A):

o Allenby Park (children’s playground only) o Allenby Park (skate park only)

o Clayton Park

o Coombe Avenue (children’s playground only)

o East Tamaki Reserve (children’s playground only)

o East Tamaki Reserve (car park and public road adjoining car park only)

o Fergusson Oaks Reserve

o Flinders Park (children’s playground only)

o Hunters Corner

o Kohuora Park (children’s playground only)

o Manukau City Town Centre

o Otara Town Centre

o Papatoetoe Town Centre

o Rangitoto Park (children’s playground only)

o Rongamai Reserve, and associated walkways

allow the remaining 78 alcohol bans to lapse unless sufficient evidence is provided

through a public submission process to justify their retention (Attachment B). Of these78 bans, 28 were created on heavy traffic roads that were once attractive to streetracers. The New Zealand Police have used traffic bylaws to resolve this problem andwill continue to do so if the problems flare up again.


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27. The reasons for this recommendation are:

there is sufficient evidence of a high level of alcohol-related crime or disorder to retain15 existing alcohol bans

the alcohol bans retained are appropriate, proportionate, and reasonable

the hours of alcohol bans retained are aligned to those contained in the bylaw

the public submission process provides an effective and efficient way to obtain furtherevidence (in a useable format) to support decision making.

Next steps

28. The proposal (together with proposals from other local boards) will be publicly notified inJune 2015.

29. Staff will update the proposal as necessary to reflect the decisions by the local board.

Consideration

Local Board views and implications

30. Since the commencement of the review in November 2014, the local board at workshopshas been presented with the statutory decision making requirements, review processoptions, legacy council information, and recent police data.

Māori impact statement 31. Managing alcohol related harm associated with people consuming alcohol in public places

increases opportunities for health and wellbeing, which is consistent with the outcomes ofthe Māori Plan for Tāmaki Makaurau.

32. Feedback from mana whenua representatives at a hui held in March 2015 supported alcoholbans in principle, and believe that non-regulatory approaches should be considered to helpreduce alcohol related harm.

Implementation Issues33. There are no implementation issues associated with this decision to adopt a proposal.

Attachments

No. Title Page

A Alcohol bans proposed to retain 29

B Alcohol bans proposed to lapse 33

C Proposal 37

Signatories

Authors Mike Dance - Policy Analyst

Kylie Hill - Policy Analyst

Authorisers Kataraina Maki - GM - Community & Social Policy



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Business Association bulk funding Page 45

Business Association bulk funding

File No.: CP2015/03577

Purpose1. The purpose of this report is to inform the Ōtara-Papatoetoe Local Board of the financial

commitments that three of the business associations in the local board area face, and topresent funding options available to support them.

Executive Summary2. This report concerns the local board’s investment in community safety in the local area.

Specifically, public places CCTV systems and support for local business associations whomonitor the CCTV systems and carry out further community safety and economicdevelopment work.

3. As part of the local board-funded community safety work, council manages the public placesCCTV systems, providing a quality crime prevention tool to each of the three local businessassociations (BAs). Staff recommend that this arrangement continues, and that councilcontinue to manage the contract process for CCTV monitoring. This arrangement ensuresan accountable, robust and safe approach to CCTV use.

4. As well as monitoring CCTV systems, three local BAs also run community safety andeconomic development initiatives, which incur significant costs. These BAs are HuntersCorner Town Centre Society Incorporated, Papatoetoe Main Street Society Incorporated andOtara Business Association Incorporated.

5. The board currently assists the business associations by granting them money for specificpurposes. Staff propose replacing this system with bulk funding, to give the BAs a more

reliable and secure source of funding with lower administrative load for council. 6. Aside from funding for council management of the CCTV systems (value $85,000), staff

recommend that the local board’s safety funding be equally divided between the three BAsto the value of $91,666 each.


a) allocate $91,666 from the 2015/2016 local board budget to each of the followingbusiness associations towards crime prevention, safety and economic developmentinitiatives, subject to accepting the accountability detailed in their respective funding

agreements:

Hunters Corner Town Centre Society Incorporated

Papatoetoe Main Street Society Incorporated

Otara Business Association Incorporated

b) allocate $85,000 per annum of the local board’s safety budget towards councilmaintenance and management of local public places CCTV systems (to includeprocuring the required services including maintenance, network costs andmonitoring)

c) approve the Community Development and Safety unit procuring CCTV monitoring

contracts with Hunters Corner Town Centre Society Incorporated and OtaraBusiness Association Incorporated.


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Discussion7. As part of local board-funded community safety work, council manages the public places

CCTV systems, providing a quality crime prevention tool to each of the three local businessassociations (BAs). This arrangement ensures an accountable, robust and safe approach toCCTV use. The systems are mostly monitored by the BAs, with the exception of Otara,where the CCTV system is currently monitored by Manukau Institute of Technology.

8. The local BAs also run community safety and economic development initiatives, which incursignificant costs. The board currently assists the BAs by granting them money for specificpurposes. Staff propose replacing this system with bulk funding, to give the BAs a morereliable and secure source of funding with lower administrative load for council.

Bulk Funding of Business Associations

9. In preparing draft budgets for the Long Term Plan 2015-2025, local board membersdiscussed alternative methods to supporting BAs. The three BAs involved are:

Hunters Corner Town Centre Society Incorporated

Papatoetoe Main Street Society Incorporated

Otara Business Association Incorporated.

10. The local board currently pays a combined total of approximately $400,000 per annum tothese BAs, in a complex series of grants and contractual payments for various purposes.These payments are in addition to the council revenue the BAs receive from BID targetedrates.

11. The three BAs all have differing needs and requirements, but all incur significant costs intheir economic development roles, as well as running crime prevention and safety initiativesin their respective areas. Last year, the local board supported all three BAs with safety andeconomic development funding, which included the following:

Table One: Local Board Funding for Safety and Economic Development funding to

Business Associations in 2014/2015

BA Budget Amount granted

Hunters Corner Crime prevention officer funding $55,000

Ambassador contributions $21,500

Economic development discretionary funding $30,000

Otara Crime prevention officer funding $70,000

Ambassador contributions $21,500


Papatoetoe Ambassador contributions $21,500


12. The local board has considered paying each BA a fixed sum in 2015-2016. This wouldreplace the current BID top-up and mixture of grants for specific purposes. The bulk fundingproposal arose as a solution to a number of issues:

bulk funding fits in with the Auckland Plan policies of empowered communities andcommunity led development

the system of making grants for specific purposes is becoming increasingly complicated

and costly. Bulk funding would be simpler anomalies have crept in between the level of support given to the three BAs, so bulk

funding would re-establish equity


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the BAs are restricted by the specific nature of the current grants, allowing no flexibilityto identify where and how to appropriately apply the funding. Bulk funding would enablethem to make rational choices that optimise results from the resources available.

13. Bulk funding would require the BAs to be accountable to the local board for the way they usethe funding and the results obtained. The accountability process can be incorporated intofunding agreements and can be managed by council staff.

14. The bulk funding option would not preclude the BAs from applying for other forms of funding,for example events funding.

Local Board support for CCTV systems

15. Currently the local board supports the operational expenses associated with running thecouncil’s public places CCTV systems operating in Otara and Hunters Corner (which is alsolinked to Papatoetoe’s business association system). These costs include maintenance,network costs and monitoring contracts to a value of approximately $85,000. These systemsare currently managed by council staff, but not monitored by them.

16. Staff recommend the local board continue to use the safety budget to fund council staff tomanage the CCTV systems, to ensure continued provision of a quality crime prevention tool

to each of the three BAs. The proposed bulk funding model suggests the local board setaside $85,000 for CCTV operating costs.

17. Hunters Corner Town Centre Society Incorporated is currently contracted (until June 2015)to monitor council’s public places cameras at certain times in the Papatoetoe area. In Otara,the CCTV monitoring contract currently sits with the Manukau Institute of Technology (untilJune 2015) due to Otara Business Association Incorporated previously being unable toresource the operation.

18. The Otara Business Association Incorporated has recently made positive steps towardsimproving safety, including the recruitment of a crime prevention officer. Staff nowrecommend shifting the monitoring contract for Otara to the Otara Business AssociationIncorporated premises. This would allow the crime prevention officer to better coordinate the

ambassadors, better align safety services in the town centre and improve interaction with thepolice and other agencies. This more effective use of CCTV monitoring would help improvesafety across the local board area.

19. Staff recommend that the Community Development and Safety unit procure new CCTVmonitoring contracts with Hunters Corner Town Centre and Otara Business Association, toensure continued CCTV monitoring when the current contracts expire. The new contractswould commence in July 2015 for the period of one year, and would be funded from theCCTV operating expenses component of the proposed funding allocation below.

Proposed bulk allocation of funding – incorporating CCTV monitoring20. With $360,000 potentially available to the local board from the current safety budget,

removing the CCTV component first (of $85,000, which includes monitoring contracts) wouldleave $275,000 to be divided equally between the BAs. The proposed financial split is shownbelow.

Table Two: Proposed allocation of local board safety budget

Expense Recipient Amount

CCTV operating expenses (incl.monitoring contracts)

Council staff (to manage on behalf of the LB)$85,000

Bulk fundingHunters Corner Town Centre SocietyIncorporated

$91,666

Bulk funding Papatoetoe Main Street Society Incorporated $91,666

Bulk funding Otara Business Association Incorporated $91,666

TOTAL $359,998


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ConsiderationLocal Board Views

21. The crime prevention and town centre safety issues have been workshopped with the localboard on a number of occasions in late 2014 and early 2015. The local board has supportedthe ambassador programme and also the empowering of the BAs to influence perceptions ofsafety in their respective areas (through a variety of locally driven safety initiatives – such asCCTV monitoring).

Maori Impact Statement

22. While this project is not specifically targeting Maori, it is noted that Maori are generally over-represented as both victims and perpetrators in crime statistics. Maori are likely to benefitalongside other groups in the community. The three town centres involved are frequented bysignificant numbers of Maori living in the localities. By supporting thriving town centrebusiness associations, it would indirectly benefit Maori.

General23. There is sufficient funding available in the local board’s CCTV and town centre safety

initiatives budget to support a contribution of $91,666 to each of the three BAs and coverbasic monitoring contracts.

24. The decision sought does not invoke the Auckland Council Significance Policy.

Implementation25. Staff would implement the local board’s decision through funding agreements with each of

the BAs.

AttachmentsThere are no attachments for this report.

Signatories

Authors Mark Evans - Team Leader Safety South

Authorisers Graham Bodman - Manager - Community Development, Arts and Culture



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Libraries Proposed Property Renewals Programme for 2015/2016 Page 49

Libraries Proposed Property Renewals Programme for 2015/2016

File No.: CP2015/07002

Purpose1. This report seeks approval from the Ōtara-Papatoetoe Local Board for proposed 2015/16

property renewal capital works for Libraries.

Executive Summary2. The property renewals programme is an annual capital works programme. The programme

ensures that each Council facility can operate to the current level of service articulated in therelevant asset management plan.

The Ōtara-Papatoetoe Local Board proposed property renewals programme for 2015/16 is

detailed in this report as Attachment 1.In the 2015/16 financial year, the Ōtara-Papatoetoe Local Board’s budget for each Librariesproperty renewal and Fixtures, Fittings and Equipment (FF&E) programme is $134,045.

A list of all Libraries’ proposed property renewal projects for all Auckland Council LocalBoards for 2015/16 is provided for your information as Attachment 2.


a) Receive the Ōtara-Papatoetoe Local Board 2015/16 Proposed Property Renewalsreport

b) Approves the property renewals programme 2015/16 as listed in Attachment 1

c) Delegates responsibility to Valerie Brown, Service Delivery & Logistics SupportManager, to approve any moderate changes to the budget in the event that there is avariation to identified costs for its property renewals programme

d) Allows for any project surplus to be held as contingency for other renewals projectsincluded within this report for this board.

Comments3. Community facilities are an important part of realising the vision of Auckland to become theworld’s most liveable city. They contribute to building strong, healthy, and vibrantcommunities by providing spaces where Aucklanders can connect, socialise, learn, andparticipate in a wide range of social, cultural, art, and recreational activities. These activitiesfoster improved lifestyles and a sense of belonging and pride among residents.

Investment in this property renewals programme will ensure that Council facilities remainvaluable, well-maintained community assets that continue to meet user expectations. Notundertaking timely property renewals will have an undesirable impact on the customerexperience and put asset performance at risk, and ultimately increase the cost to maintainthe facility.

The property renewals programme is a planned and documented process comprising ofseven project management framework phases. These phases are: data collection, feasibility,initiation, planning, execution & transition, closure, and benefits realisation. Local Boardsign-off is within the third phase (initiation) of the Property Renewals Programme process.


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The property renewals programme process ensures that the proposed work-lists(Attachment 1) have received extensive input and assessment from both property andactivity officers.

Consideration

Local Board views and implications4. Council officers are seeking Local Board approval for the proposed Ōtara-Papatoetoe Local

Board property renewals programme for 2015/16. Council officers will report quarterly to theLocal Board, including any reduction in project costs, to enable a review of budget options.

Māori impact statement 5. The Ōtara-Papatoetoe Local Board 2015/16 Proposed Property Renewals property renewals

programme will ensure that all facilities continue to be well-maintained community assetsbenefiting the local community, including Māori.

Implementation6. Council officers have consulted with Local Board representatives and relevant Council

departments in order to formulate both the property renewals process and the attached listsof proposed renewals. Consultation will continue with all stakeholders throughout thefinancial year while this programme is implemented.

This work will be implemented as part of Council’s Property Department’s usual businesspractice and delivered in partnership with Libraries.

Attachments

No. Title Page

A Attachment 1 51 B Attachment 2 53

Signatories

Authors Hannah Alleyne - Principal Special Asset Planning

Authorisers Kim Taunga - Manager Cust. Experience - South and East Libraries



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Papatoetoe Museum and Arts Needs and Options Analysis Page 55

Papatoetoe Museum and Arts Needs and Options Analysis

File No.: CP2015/08128

Purpose1. To present the findings of the Papatoetoe museum and arts needs and options analysis.

Executive Summary2. The purpose of the museum and arts needs and options analysis was to provide advice to

the board to inform decision-making in relation to:

Options for the future of the Papatoetoe Historical Society’s existing museum which isnot fit for purpose and whose premises in a council-owned depot are earmarked fordemolition and commercial redevelopment.

The board’s aspirations for a more fit-for-purpose museum and arts facility whichresulted in the allocation of $3.148m capex funding in the 2012-2022 Long-term Planfor a new or redeveloped museum and arts facility in Papatoetoe.

Any other options available to meet local needs in relation to museum and artsservices.

3. Since the needs analysis work commenced in 2014, there have been two significantdevelopments that impact on the study drivers and options:

The capex funding is not included in the draft 2015-2025 LTP.

The redevelopment of the depot site is yet to commence. Auckland Council PropertyLimited are negotiating with developers at present and have indicated that the

occupants of the depot will not be required to relocate for at least another 2 years.4. While the findings of the needs and options analysis supports the potential need for a multi-

use community facility with a museum and arts focus in Papatoetoe, the lack of capexfunding means this option is unable to be progressed at this time.

5. However, the study report provides findings and information that can inform the board’sconsideration of museum and arts services in Papatoetoe should capital funding becomeavailable in the future.

6. It also outlines a range of alternate non-facility options that could go some way to addressingmuseum and arts needs in the area. Staff recommend that these be considered further bythe Papatoetoe Historical Society and explored further with the arts services providers in thearea.


a) Receives the Papatoetoe Museum and Arts Needs and Options Analysis Report(Attachment A).

b) Notes that the needs and options report has been provided to the PapatoetoeHistorical Society to consider options to improve the delivery of its museum serviceslocally.

c) Notes that council’s arts and culture advisor for the Otara-Papatoetoe area will work

with arts service providers in Papatoetoe to look at options to improve arts services.


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Comments

Background

7. The Ōtara-Papatoetoe Local Board Plan 2014-6 states an intention to promote the heritageof old Papatoetoe through a new museum and arts facility.

8. The Papatoetoe Historical Society is a key provider of museum and arts services in the areaand currently leases space in the council-owned depot at 91 Cambridge Road, Papatoetoe.The local board has provided the society $20,000 per annum since 2013 to deliver theseservices.

9. Auckland Council has plans to develop the land at 91 Cambridge Terrace and the depot is tobe demolished. This will necessitate the termination of leases on the site, including the leaseheld by Papatoetoe Historical Society.

10. The impending relocation of the existing museum and the need to find a larger more fit-forpurpose space was a key driver for the board’s advocacy to the governing body for capexfunding. This resulted in the allocation of $3.148m in capital funding as part of the 2012-2022 Long-term Plan.

11. In April 2014 the board allocated $15,000 for the museum and arts needs analysis. Theboard also requested that 17 George St, Papatoetoe be considered as a potential option tohouse a new facility.

12. Staff engaged Visitor Solutions to undertake the study and consider both built and non-builtoptions for meeting the museum and arts needs. Their report is provided as Attachment A.

13. Subsequent to the work commencing there have been two significant developments whichimpact on the study drivers and options:

Firstly, Auckland Council Properties Limited who are managing the redevelopment ofthe depot site are still negotiating timelines with developers. They have advised that

the occupants of the depot will not have to move for at least another 2 years.Consequently, the Papatoetoe Historical Society has no immediate need to relocate.

Secondly, the $3.148m in capex budget is not included in the draft 2015-2025 budget.

Discussion

14. The needs and options analysis focused on the Papatoetoe subdivision of the local boardarea. The key findings were:

The ethnic, religious and socio-economic profile of Papatoetoe makes it a separatecommunity of interest to Otara, and this difference should be reflected in facility andservice provision. Fresh Galley in Otara and the Mangere Arts Centre are examples of

facilities catering for unique local communities. Significant population growth of 56% and increasing demographic change projected

for Papatoetoe between 2011 and 2023 is likely to increase the demand for communityspace.

The four key facilities that provide for arts and cultural needs in Papatoetoe are theSpotlight Theatre, the public library, Youthline Manukau and the Papatoetoe Museumat Cambridge Terrace.

A simple, adaptable multi-use facility with a museum and arts emphasis was thecommunity’s preferred option. This is consistent with Auckland Council’s draftCommunity Facilities Network Plan which indicates that community and arts activities

will be provided within existing and new multi-use facilities, rather than bespokespaces.


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The key priorities for the Historical Society are to find sufficient storage space for theirmuseum collection, improved exhibition and work space, regular opening hours andincreased outreach services to the community.

The key priority for the local arts sector is to improve their services locally and increaseparticipation in the arts.

Built options15. Six options were considered for a built option within the Long-term Plan 2012-22 budget.

Only 17 St George Street, Papatoetoe met the spatial and locational needs for a flexiblemulti-use facility with a museum and arts emphasis in Papatoetoe.

16. The report considered it unlikely that the strategic advantages of 17 St George Street couldbe easily duplicated and recommends that council should consider retaining the building inthe long-term to meet future community needs.

17. As the draft Long-term Plan 2015-25 does not include any capital or operational costs for anew community facility in Papatoetoe, further work to explore built options is not able to beprogressed at this time.

Non-built options

18. The needs and options analysis also identified options to improve museum and arts servicesin Papatoetoe that did not require significant capital investment.

19. Options for the museum are:

Virtual (online) services including the development of a digitised collection, onlineexhibitions, online publication of research and the promotion of programmes andevents. The costs are estimated at $50,000 for set up and $5,000 annually formaintenance.

Pop-up/mobile exhibitions in the community. This will require exhibition furniture for thesecure display of the collection, which could later be used within a museum if one was

developed. The costs of this option are dependent on the specification, number, typeand style of exhibition furniture.

Storage options to accommodate the physical collection and archive include acommercial lease, containers located in council or light industrial sites, or in the homesof Historical Society members. The costs, risks and benefits of these options arediscussed further in the attached report.

20. Options for the improved delivery of arts services and local participation in the arts include:

Providing programmes catering for local needs by using specialist arts facilities outsideof the Papatoetoe area. This partnership and outreach approach is dependent on anumber of factors such as the availability of additional capacity at other venues and

the willingness of Papatoetoe residents to travel outside of the area.

The use of existing school or community facilities for more general arts activities inorder to increase local participation in the arts.

21. The needs and options analysis report recommends that non-built options are progressedimmediately to foster the growth and reach of the Historical Society, facilitate the public’sparticipation in arts in Papatoetoe and develop assets such as portable displays which canbe used later within a facility.

Next Steps

22. On 9 March 2015, staff met with the key representatives of the Papatoetoe Historical Societyto outline the findings of the study report. Staff advised that funds have not been allocatedfor a new facility. The Historical Society agreed to review the analysis and consider thefeasibility of the non-built options that adequately meet its needs.


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23. The museum will not be required to relocate for at least two years which allows the HistoricalSociety time to plan and implement service improvement solutions without the immediateneed to find alternative accommodation.

24. As an incorporated society the Historical Society can also seek alternate capital and projectfunding from philanthropic or business organisations for a new facility or services.

25. The board can consider the Historical Society’s prefer red approach to meet its immediateand future needs, including the need for any further support, as part of the board’s ongoingfunding relationship with the Society.

26. Council’s arts and culture advisor for the Otara-Papatoetoe area is willing to work with thelocal arts sector to consider the findings of the needs and options analysis and plan forimproved services in the future.

Consideration

Local Board views and implications

Local Board views and implications27. The Ōtara-Papatoetoe Local Board Plan 2014-16 outlines the board’s intention to promote

the heritage of old Papatoetoe through a new museum and arts facility and by creating newevents.

28. As noted earlier, funding for a new museum and arts facility is not included in the draft 2015-25 Long-term Plan.

29. The study report can inform the board’s future consideration of support for museum and artsservices in Papatoetoe.

Māori impact statement 30. Maori comprise approximately 14 % of the total Ōtara-Papatoetoe population. Of that the

13% live in Papatoetoe and 20% live in Ōtara.

31. In November 2014 guidance was sought from mana whenua on the best way to engage inthe project. Kaitiaki nominated Te Akitai to provide input into the needs and options analysis. A one to one interview was conducted with Te Akitai to inform the report.

Implementation32. There are no specific implementation issues as a result of the recommendations of this

report.

Attachments

No. Title Page

A Papatoetoe Museum and Arts Needs and Options Analysis (UnderSeparate Cover)

Signatories

Authors Rhoda Fowler - Policy Analyst

Authorisers Kataraina Maki - GM - Community & Social Policy



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Manukau Harbour Forum Work Programme for 2015/2016 Page 59

Manukau Harbour Forum Work Programme for 2015/2016

File No.: CP2015/07456

Purpose1. To forward the recommendations of the Manukau Harbour Forum to all nine member boards

requesting funding for the forum’s 2015/2016 work programme, including its communicationplan. The full report is appended as Attachment A.

Executive Summary2. At its meeting of 14 July 2014, the Manukau Harbour Forum (the forum) resolved on a work

programme to deliver on the Manukau Harbour Action Plan 2013-2015, recommending thatthe forum’s nine member boards contribute funding for this work programme for the threeyears. The work programme is comprised of the flagship sites programme, research hui and

the communications plan (see Attachments B and C).

3. The forum’s recommendations for funding of the first year of the work programme(2014/2015) were circulated to member boards in August 2014. At its meeting of 18 August2014 the Ōtara-Papatoetoe Local Board resolved as follows:

Resolution number OP/2014/1

MOVED by Chairperson E Collins, seconded by Member LT Fuli:


a) Accord the Chairperson of the Manukau Harbour Forum speaking rights for this itemb) Support the Manukau Harbour Forum action plan and work programme in principle.

c) Agree to contribute $8,500 in the 2014/15 financial year towards the action plan andwork programme, to be paid from the board’s Environmental Project budget. d) Agree in principle to provide additional funding for these purposes, of $15,800 in

2015/16 and $15,800 in 2016/17, subject to budget being provided in the new long-term plan.

4. The forum’s resolution of 14 July 2014 estimated that the second year of the workprogramme (2015/2016) would cost $15,800 per member board. The forum hassubsequently been provided with three options for year 2 of the communication plan withdetailed costings, and the forum resolved to recommend an option which would result in alower overall cost to member boards for the 2015/2016 work programme than estimated inits July 2014 resolution.

5. At its 13 April meeting, the forum resolved on the second year of the work programme,recommending that member boards:

Resolution number MHFJC/2015/2

MOVED by Member BM Graham, seconded by Member D Wrightson:

a) That the Manukau Harbour Forum notes the information in the Update on WorkProgramme report.

b) That the Manukau Harbour Forum recommends to member boards that funding beallocated to support a flagship sites programme and research hui in 2015/2016.

c) That the Manukau Harbour Forum recommends option 2 for year 2 of thecommunication and activation plan for recommendation to member boards for funding.

d) That the Manukau Harbour Forum thank officers for their attendance.

6. The forum’s recommendation that member board fund year 2 of the work programme withoption 2 of the communication brings the overall cost per member board to $11,889 for the


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2015/2016 year. It should be noted that the cost per board of the work programme withoption 2 of the communications plan is incorrectly stated in Attachment A as being $12,300.

Recommendation/s


a) support the request from the Manukau Harbour Forum and agree to allocate $11,889to enable the Manukau Harbour Forum’s work programme for 2015/2016 to proceed.

Attachments

No. Title Page

A Report on to the Manukau Harbour Forum on the 2015/2016 WorkProgramme and Communications Plan

61

B Flagship Sites Update 67 C Communications Plan 79

Signatories

Authors Mary Binney - Local Board Advisor - Maungakiekie-Tamaki

Authorisers Victoria Villaraza - Relationship Manager



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Developing the Empowered Communities Approach - Next Steps Page 84

15. The final PAG meeting is on 4 May 2015. Feedback from that meeting is either attached tothis report, or where local board meetings are early in May, will be tabled at the meeting.

16. The transition timeline is for work to be done on models and roles from now until the end ofJune. From July to December the approach will be implemented to meet local board needsand in 2016 as the approach matures and evolves it will be extended across the councilfamily.

17. This report enables the Ōtara-Papatoetoe Local Board to make resolutions on the ECA .These resolutions will be reported to the Regional Strategy and Policy Committee on 4 June2015.


a) make resolutions on the proposed Empowered Communities Approach, forconsideration as part of the report to the Regional Strategy and Policy Committee inJune.

CommentsBackground

18. The Mayor’s Proposal for the Long Term Plan 2015-2025 (LTP) includes developing a moreempowered community approach to the work of Auckland Council. The proposed changes tothe community development function are:

to transition delivery to a more empowered community approach

to move away from direct delivery (and therefore save overheads) and fund community

groups to deliver more

for local boards to play a much more active role by allocating more funding throughthem.

19. The purpose of the ECA is to develop a new, more effective and empowering approach tothe way council delivers services and supports community activities. The ECA will establisha new operating model for the Community Development and Safety (CDS) unit which willshift its service delivery to have a greater focus on local and community empowerment, witha view to embedding this way of working across the council family.

20. The proposed approach builds on the Thriving Communities Action Plan Ngā HaporiMomoho (April 2014). It will bring to life the principles, focus areas and actions by providing

a clear operational direction to enable implementation of the plan across council.21. The approach also provides an implementation framework for the High Performing Council’s

special focus area ‘Engaging and Enabling Communities’. The approach could play asignificant role in building best practice across the organisation in the four high performancebehaviours: develop, serve, collaborate and achieve.

22. The approach is guided by the principle of Empowered Communities: Enabling Councilresulting in improved outcomes for Aucklanders. The approach identifies what will change,what council will do and enabling ways of working. This approach was reported to localboards and the Regional Strategy and Policy Committee in April 2015. More information isprovided in attachment A.

The new operating model

23. A primary focus for the new unit will be on working with other parts of council to providecommunity development support, expertise and assistance to local board projects andactivities so that every opportunity for council to work in ways that are enabling of


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communities is maximised. There will be a shift from delivering community developmentactivities directly to communities, to using community development practices to achieve localboard and governing body aspirations.

24. The key functions of the new operating model are to:

support the council to work seamlessly together at local board level

build community capacity and capability

increase diverse community input into the work of council

embed the approach across the whole of council and build the capacity of theorganisation

to work in ways that empower communities.

25. The proposed operating model will consist of three components which together will better

support the delivery of local board plans as well as address complex community issuesacross Auckland. These components are provisionally called: local community brokers, thecommunity practice hub and Auckland-wide response.

26. The local community brokers are strategic roles. They will be co-located alongside localboard services teams. They will work alongside local board advisors to support and join upthe work of all departments delivering on local board outcomes and will support devolvingmore resources to the community. The broker’s work programme will be based on localboard outcomes. The role will be tailored to meet local board and community needs and theywill provide a portal into council for the community.

27. The community practice hub consists of a dedicated team of expert practitioners with skillsincluding community development, facilitation and project management. They will work

alongside the local board teams to deliver programmes and tools, capacity building forcommunities, inclusive engagement and participation programmes and also provideoperational support for local community brokers, local boards and across the council family.

28. The local community brokers will work with the local board members and advisors to identifywhich projects offer opportunities to work in a more empowered communities way and arepriorities for support from the community practice hub. The hub will then develop a workprogramme incorporating priorities from across local boards.

29. If new community priorities start to emerge, the local community brokers will work with localboard members and staff to agree next steps. The community practice hub will have somecapacity to support work on emerging issues if they become local board priorities.

30. The Auckland-wide response will be a team of people with specialist skills. They will work onsignificant and/ or complex issues that would benefit from an all of Auckland approach,internal systems and processes and barriers and activity where a regional response deliversefficiency/ effectiveness benefits.


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31. Different responses will be needed around Auckland taking into account communitycapacity, strength and resilience. This range of responses will need to cover those areaswhere there is well developed community capacity to opportunities to further developmentcommunity capacity and newly formed communities.

32. The impact of the approach will be that:

local boards are able to access tailored and strategic support community development practice enhances the work of the whole of the council family

communities have more access to resources and support to do things for themselves

the empowered communities approach is embedded throughout the organisation.

33. There are a number of empowering initiatives and activities, both new and existing, whichcould be further developed to empower communities.

34. A reduction in the cost to deliver community development over time is expected, starting withsavings in the 2015/2016 financial year.

35. Community development and engagement is at the heart of the role of local boards. Thelocal board plans all include a focus on developing strong communities. Proposed changesto council’s community development approach are of significant interest to local boards.


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36. This report provides the opportunity to provide formal feedback. This will be reported to theRegional Strategy and Policy Committee on 4 June 2015.

Political Advisory Group

37. A Political Advisory Group (PAG) has provided strategic advice and guidance to staff duringthe development of the empowered communities approach.

38. At their meeting on 16 April 2015 the PAG supported:

the key functions of the new unit

the three components of the new operating model (local community brokers, communitypractice hub and Auckland-wide response).

39. Other feedback from the PAG included the need to consider the relationship with the Māor iResponsiveness Framework and the need for staff to have cultural competencies. Therewas also discussion around whether the local community brokers should be located withinCommunity Development and Safety or Local Board Services, and comment that local boardoutcomes are the same as community aspirations.

40. Staff will report back to the PAG on 4 May with the following:

revised approach and model

approach to devolving resources

tools to support implementing the approach.

41. Feedback from the PAG meeting on 4 May forms

Otara-Papatoetoe Local Board May Agenda

Documents