2.8 Kaipātiki Local Board
Message from the Chair
Thank you for your strong interest in the issues that face Aucklanders at both regional and local level. Your input has helped shape regional priorities and local projects planned for delivery in 2018/2019.
This agreement covers the first financial year after the adoption of the Kaipātiki Local Board Plan 2017 and the first of Council's new 10-year Budget 2018-2028. The Kaipātiki Local Board is committed to putting into action the key initiatives you helped prioritise in our Local Board Plan.
We look forward to commencing feasibility of the Shepherds Park to Tui Park coastal connection as part of the Kaipātiki Connections Network Plan. We anticipate seeing improvements in our environment through the likes of the Pest Free Kaipātiki group, park volunteers and other council-led environmental initiatives. We hope to see more of our communities shaping the look-and-feel of their neighbourhoods with an increased focus on placemaking.
We are advocating to the Governing Body for the investment required to redevelop Birkenhead War Memorial Park, which includes the replacement of the condemned grandstand with a multi-purpose community facility. We are also advocating for Kaipātiki to be a focused area of investment for kauri dieback prevention.
We will continue to deliver on facility and park improvements, including updated playgrounds, new shade-sails, improved signage and track upgrades.
We are committed to keeping the community informed about board and council activities. We want those who are impacted by a decision to be fully informed and for their feedback to be meaningfully considered. We will be working on local guidelines for community engagement and look forward to hearing how you would like to be consulted.
John Gillon
Chairperson, Kaipātiki Local Board
Introduction
Auckland Council's shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board's budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council's governing body.
The Kaipātiki Local Board Plan 2017 is a three-year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.
Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A.
About this area
Kaipātiki means 'to eat flounder', or the 'feeding ground of the flounder'.
The area's boundaries are the northern motorway to the east, the inner Waitematā Harbour to the south and west, and Glendhu and Sunset roads to the north. It includes the suburbs of Beach Haven, Birkenhead, Chatswood, Bayview, Birkdale, Northcote, Glenfield, Hillcrest, Totara Vale and Marlborough.
Kaipātiki is defined by its green and blue taonga. It has one of the largest areas of continuous urban native vegetation remaining in Auckland's ecological region, forming part of the North-West Wildlink. It has 30 per cent tree cover spread between public and private land owners. Kaipātiki boasts about 540 hectares of local reserves, including destination parks like Onepoto Domain and Chelsea Heritage Park. The sparkling waters of the Waitematā form part of the Kaipātiki rohe (area).
Kaipātiki has three main town centres – Birkenhead, Glenfield and Northcote – complemented by smaller local centres. Just over 65 per cent of Kaipātiki residents are employed. Of these, 29 per cent work within the local board boundary. Wairau Valley is a significant area of employment and industry. Other important destinations for employment are the city centre, Devonport-Takapuna and Albany.
Our closeness to the harbour bridge and the city centre makes Kaipātiki attractive to young families, professionals and students. There are higher proportions of people in the 25-44 age group and children under five than the Auckland average. Two thirds of the population are of European ethnicity, with just over a quarter of Asian ethnicity, higher proportions than the Auckland average; while the Māori and Pacific populations, at 8.5 and 5.9 per cent respectively, are smaller.
Local Board Plan outcomes
The Kaipātiki Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Kaipātiki Local Board Plan are:
Outcome 1: Our people identify Kaipātiki as their kāinga (home)
Our people have a sense of belonging, are connected to one another and are proud to live in Kaipātiki.
Outcome 2: Our natural environment is protected for future generations to enjoy
People can get to and take pleasure in the Kaipātiki coastline, green spaces and waterways. Our community acts as kaitiaki (guardians) of the environment so that future generations can do the same.
Outcome 3: Our people are active and healthy
It's easy to make healthy lifestyle choices in Kaipātiki.
Outcome 4: Getting to and around Kaipātiki is easy
Kaipātiki has many transport options, and it's easy to move around and find your way.
Outcome 5: Our urban centres are vibrant
Our villages, town centres and business areas provide local employment and bring people together.
Outcome 6: Our community facilities and infrastructure are high quality and well managed
We feel fortunate to be home to many great community facilities, so we want to ensure they're well looked after and continue to meet community needs.
Outcome 7: Services are well managed and meet community needs
Residents are able to benefit from relevant and high-quality community services and events.
The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.
Working with Māori
Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi and its boarder statutory obligations to Māori. As part of this commitment, Kaipātiki Local Board intends to work with mana whenua and iwi on a range of projects and activities, particularly in the areas of parks and town centres. The board recognises that projects in these areas impact on issues that are of importance to Māori, such as improving and maintaining the natural environment e.g. reducing plant and animal pests.
Kaipātiki Local Board Agreement 2018/2019
Priorities by activity area
Auckland Council's 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Kaipātiki local board area are set out below under each local activity.
Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.
Local Community Services
Local community services is a broad activity area, which includes:
- Supporting local arts, culture, events and sport and recreation
- Providing grants and partnering with local organisations to deliver community services
- Maintaining facilities, including local parks, libraries and halls.
Our annual budget to deliver these activities includes operating costs of $15.0 million and capital investment of $7.6 million.
The key initiatives we have planned for 2018/2019 include:
- Continuing development of the Birkenhead War Memorial Park masterplan as a locally driven initiative
- Providing funding for increased place-making initiatives over and above what had been previously allocated
- Development of an Open Space Management Plan to inform our planning for the efficient use, protection and management of our parks and open spaces
- Providing funding and staff support for our parks volunteers
- Partnering with the Kaipātiki Community Facilities Trust to deliver events and community development projects and services
- Providing funding to community groups through service agreements or through our contestable grants rounds
- Responding to the needs of our community groups, such as governance training, Māori responsiveness planning or capacity building
- Continued renewal and enhancement of our public facilities, connections and playgrounds.
The local community services and key initiatives outlined contribute towards achieving the following outcomes in the Kaipātiki Local Board Plan:
- Outcome 1: Our people identify Kaipātiki as their kāinga (home)
- Outcome 2: Our natural environment is protected for future generations to enjoy
- Outcome 3: Our people are active and healthy
- Outcome 6: Our community facilities and infrastructure are high-quality and well-managed
- Outcome 7: Services are well-managed and meet community needs.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life | The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million) | 0.37 | 0.37 | 0.37 |
| The number of visits to library facilities (million) | 0.70 | 0.68 | 0.65 |
| Percentage of customers satisfied with the quality of library service delivery | 80% | 81% | 85% |
We fund, enable and deliver community events and experiences that enhance identity and connect people | The percentage of attendees satisfied with a nominated local community event | N/A | New measure | 70% |
| The number of attendees at Council-led community events | N/A | New measure | 1,500 |
We fund, enable and deliver arts and culture experiences that enhance identity and connect people | The percentage of arts and culture programmes, grants and activities that are community led | N/A | New measure | 85% |
Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities | The percentage of Empowered Communities activities that are community led | N/A | New measure | 35% |
| The percentage of Empowered Communities activities that build capacity and capability | N/A | New measure | 30% |
Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities | Percentage of Aucklanders that feel their local town centre is safe | Day: 82% | Day:87% | Day: 82% |
| | Night: 34% | Night: 39% | Night: 34% |
We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection | The number of participants in activities at art facilities, community centres and hire venues | N/A | New measure | 114,823 |
| The percentage of art facilities, community centres and hire venues network that is community led | N/A | New measure | 78% |
We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often | The percentage of park visitors who are satisfied with the overall quality of sports fields | 82% | 75% | 82% |
| The customers' Net Promoter Score for Pool and Leisure Centres | 7 | 15 | 7 |
We provide safe and accessible parks, reserves and beaches | The percentage of users who are satisfied with the overall quality of local parks | 81% | 75% | 81% |
| The percentage of residents who visited a local park in the last 12 months | 82% | 85% | 82% |
We showcase Auckland's Māori identity and vibrant Māori culture | The percentage of local programmes, grants and activities that respond to Māori aspirations | N/A | New measure | 6.8% |
Local Planning and Development
This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives.
Our annual operating budget to deliver these activities is $535,000.
The key initiatives we have planned for 2018/2019 include:
- Continuing support for the BIDs in our local board area
- Continuing development of the Sunnynook – Tōtara Vale Centre Plan as a locally driven initiative through our local board operational budget
- Supporting our youths with entrepreneurial aspirations to develop their ideas into actual businesses
The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Kaipātiki Local Board Plan:
- Outcome 1: Our people identify Kaipātiki as their kāinga (home)
- Outcome 5: Our urban centres are vibrant.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We help attract investment, businesses and a skilled workforce to Auckland | The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations | 50% | 100% | 100% |
Local Environmental Management
Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.
These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.
Our annual operating budget to deliver these activities is $258,000.
The key initiatives we have planned for 2018/2019 include:
- Development of a kauri dieback plan as a locally driven initiative through our local board operational budget.
- Establish a stream monitoring programme through working with community as a locally driven initiative.
- Continued Implementation of the Pest Free Kaipātiki strategy
- Supporting the operations of the Kaipātiki Project, including delivery of environmental programmes, and volunteer support
- Delivering the industrial pollution prevention and small building site ambassador programmes.
The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Kaipātiki Local Board Plan:
- Outcome 1: Our people identify Kaipātiki as their kāinga (home)
- Outcome 2: Our natural environment is protected for future generations to enjoy.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We manage Auckland's natural environment | The proportion of local programmes that deliver intended environmental actions and/or outcomes | 100% | 90% | 100% |
Local Governance
Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.
The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.
Our annual operating budget to deliver these activities is $955,000.
Local Funding
Auckland Council has a shared governance model for making decisions on local activities. Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:
1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library.
2. Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.
3. Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.
Funding priorities for local activities
Capital spend
By activity area
- Local Community Services: 7.6M
By category
- Renewals: 6.6M
- Improvements: 640.2K
- Growth: 333.2K
Key projects
- Parks - Asset renewals: 6.3M
- Local Board discretionary capex: 617.9K
- Parks - Coastal asset renewals: 465.0K
- Birkenhead War Memorial Park (OLI): 200.0K
Operating spend
By activity area
- Local Community Services: 14.9M
- Local Planning: 534.6K
- Local Environment Services: 258.4K
- Local Governance: 954.5K
Funding Impact Statement
This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.
$000 Financial year ending 30 June | Annual Plan 2017/18 | Annual Plan 2018/19 |
Sources of operating funding: | | |
General rates, UAGCs, rates penalties | 12,120 | 12,993 |
Targeted rates | 306 | 309 |
Subsidies and grants for operating purposes | 865 | 908 |
Fees and charges | 4,759 | 4,806 |
Local authorities fuel tax, fines, infringement fees and other receipts | 347 | 17 |
Total operating funding | 18,397 | 19,033 |
| | |
Applications of operating funding: | | |
Payment to staff and suppliers | 14,039 | 14,727 |
Finance costs | 1,433 | 1,450 |
Internal charges and overheads applied | 2,802 | 2,476 |
Other operating funding applications | 0 | 0 |
Total applications of operating funding | 18,274 | 18,653 |
| | |
Surplus (deficit) of operating funding | 123 | 380 |
| | |
| | |
Sources of capital funding: | | |
Subsidies and grants for capital expenditure | 0 | 0 |
Development and financial contributions* | 0 | 0 |
Increase (decrease) in debt | 7,634 | 7,177 |
Gross proceeds from sale of assets | 0 | 0 |
Lump sum contributions | 0 | 0 |
Other dedicated capital funding | 0 | 0 |
Total sources of capital funding | 7,634 | 7,177 |
| | |
Application of capital funding: | | |
Capital expenditure: | | |
- to meet additional demand | 626 | 333 |
- to improve the level of service | 1,693 | 640 |
- to replace existing assets | 5,438 | 6,583 |
Increase (decrease) in reserves | 0 | 0 |
Increase (decrease) in investments | 0 | 0 |
Total applications of capital funding | 7,757 | 7,557 |
| | |
Surplus (deficit) of capital funding | (123) | (380) |
| | |
Funding balance | 0 | 0 |
Appendix A: Advocacy initiatives
A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.
Key advocacy areas for this local board include:
Initiative | Description | Advocating to |
Key advocacy project - Birkenhead War Memorial Park Redevelopment | The grandstand is at the end of its life, and other facilities at the park, such as the swimming pool, are also starting to show their age. Replacing these facilities provides the opportunity to think about how the park could be redeveloped to make the most of the space available, but also to meet the needs of our community for the next 50 years. We are currently developing a masterplan to guide the future development of the park. Delivering the masterplan requires significant investment and will be completed over a number of years. Funding this is beyond the resources currently available to the local board and so we need the Governing Body to allocate funding in the 10-year Budget. The first priority is the replacement of the grandstand with a shared facility to accommodate multiple community and sporting users. The estimated cost is $7 million. The replacement of the swimming pool will be an additional cost of approximately $6 million and is required further towards the end of the 10-year Budget. A further $2 million is required for renewing ancillary infrastructure such as walking tracks and car parking. | Governing Body |
Northcote Development | The Kaipātiki Local Board has long supported and advocated for the strategic values of Northcote to deliver both housing intensification and commercial development. To support this rapid growth, the Kaipātiki Local Board advocates for the provision of a quality public realm, and community facilities investment in Northcote. Specifically, the Kaipātiki Local Board advocates for improved urban amenity, maximum public open space, a destination playground, cycling links, public art, inclusion of cultural and heritage aspects, sustainability (eg roof gardens, rain gardens), retention of mature trees, a new community building, and retention of the Northcote Library building, designed by architect David Mitchell. This will support and complement both Panuku Development Auckland Limited and Homes, Land and Community's planned investments to make Northcote an exemplar for urban renewal. | Governing Body and Panuku Development Auckland |
Kauri die-back prevention in Kaipātiki | Protection of green spaces is a key focus for our community. Kauri dieback is of immediate concern due to the significant numbers of kauri trees in our local reserves, and in light of the recent discovery of a kauri tree showing signs of the disease. The Kaipātiki Local Board area has a high proportion of bush areas containing kauri trees that currently receive minimal protection from dieback. For example, more than 75 bush entrances will require in-ground cleaning stations, and significant investment in track upgrades will be required to protect our kauri. The Kaipātiki Local Board advocates that the Kaipātiki Local Board area be included as a regionally important area of focused investment to protect our kauri. | Governing Body |
Pest Free Kaipātiki | Continued support for the implementation of the Pest Free Kaipātiki strategy (2016) by resourcing the components that are council responsibilities and refining council and council-controlled organisation delivery models to enable the successful delivery of this community-led initiative. | Governing Body |
Adequately resourced community facilities | Ensure our community and arts facilities are 'resourced for success' by providing sufficient operational funding grants and support for capital works where required to provide an equitable level of base funding to that provided elsewhere in the region. | Governing Body |
Appendix B: How to contact your Local Board
Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.
John Gillon (Chair) 90 Bentley Avenue Glenfield Auckland 0629 Ph: 021 286 2288 E: john.gillon@aucklandcouncil.govt.nz | Danielle Grant (Deputy Chair) 90 Bentley Avenue Glenfield Auckland 0629 Ph: 021 835 724 E: danielle.grant@aucklandcouncil.govt.nz |
Paula Gillon 90 Bentley Avenue Glenfield Auckland 0629 Ph: 021 529 723 E: paula.gillon@aucklandcouncil.govt.nz | Ann Hartley 90 Bentley Avenue Glenfield Auckland 0629 Ph: 027 490 6909 E: ann.hartley@aucklandcouncil.govt.nz |
Kay McIntyre 90 Bentley Avenue Glenfield Auckland 0629 Ph: 021 287 8844 E: kay.mcintyre@aucklandcouncil.govt.nz | Anne-Elise Smithson 90 Bentley Avenue Glenfield Auckland 0629 Ph: 021 729 577 E: anne-elise.smithson@aucklandcouncil.govt.nz |
Adrian Tyler 90 Bentley Avenue Glenfield Auckland 0629 Ph: 021 535 841 E: adrian.tyler@aucklandcouncil.govt.nz | Lindsay Waugh 90 Bentley Avenue Glenfield Auckland 0629 Ph: 021 287 1155 E: lindsay.waugh@aucklandcouncil.govt.nz |
The board can be contacted at the address below:
90 Bentley Avenue
Glenfield
Auckland 0629
Ph: (09) 4848383
For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz
Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas
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2.9 Māngere-Ōtāhuhu Local Board
Message from the Chair
Talofa lava and greetings
We are pleased to present our 2018/2019 Local Board Agreement. This agreement is to deliver on the first year of the three-year 2017 Local Board Plan. We have considered your feedback during the consultation on the 10-year Budget and thank you for it. We will continue to support actions in line with what you have told us.
As part of our commitment to environmental sustainability and responsible business practices, we will be monitoring our maintenance contractors, so our town centres remain clean and attractive.
Through our local grants and arts broker programme we will continue to assist community groups to run their activities and events.
We will champion community-led initiatives that result in a sense of safety and connectedness in neighbourhoods, such as working to reduce the proliferation of alcohol off-licenses.
We will continue to fund projects that support active lifestyles, along with improving our local parks and playgrounds, including the implementation of the Boggust Park concept plan.
Advocating for funding to develop Māngere East area as a vibrant community hub will be a primary focus for our board's advocacy. We will also be continuing to support free access to swimming pools for all adults, through a local targeted rate.
We will take up projects to promote local tourism and aim to promote our community's unique cultural identity and natural environment, and we remain committed to our ongoing relationships with mana whenua and will collaborate on shared interests.
Thank you for your ongoing support to achieve these results in Māngere-Ōtāhuhu.
Fa'afetai tele lava
Lemauga Lydia Sosene
Introduction
Auckland Council's shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board's budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council's governing body.
The Māngere-Ōtāhuhu Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.
Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A.
About this area
The Māngere-Ōtāhuhu area has an estimated population of 81,100 (2017) and holds distinct Māori (16 per cent) and Pasifika (60 per cent) identities that give the area a wealth of cultural vibrancy. We have the most youthful population in the city with 45 percent of the population under 24 years of age.
Our libraries, parks and sports facilities near our townships in Māngere Bridge and Māngere East, and the Māngere and Ōtāhuhu town centres, are popular community hubs where people enjoy local markets and shopping experiences.
The local board area also includes Auckland International Airport, New Zealand's largest and busiest airport, and the Ōtāhuhu heavy industrial area. These two areas are employment hubs that provide jobs for our communities as well as the wider Auckland region. There is continued residential and business growth, a slowly growing transport infrastructure and expansion is planned in the airport area.
Local Board Plan outcomes
The Māngere-Ōtāhuhu Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Māngere-Ōtāhuhu Local Board Plan are:
Outcome 1: A strong local economy
Our area attracts and supports businesses. Our community has a range of opportunities to gain skills and employment.
Outcome 2: We are the heart of Māori and Pasifika culture
We celebrate, showcase and share our many cultures, which attracts visitors to our area. Our cultural diversity and distinct Māori and Pasifika identities are reflected in, and enhance, the everyday life of our community.
Outcome 3: Protecting our natural environment and heritage
Our environment is respected. Our spectacular natural heritage sites are national treasures. They are protected and enhanced for everyone to enjoy now and in the future.
Outcome 4: A well-connected area
Māngere-Ōtāhuhu is well connected by public transport, cycleways and walkways, making it easy for everyone to get around.
Outcome 5: Facilities to meet diverse needs
Our community spaces are part of a first-class network. They are popular gathering places used for a variety of activities led by diverse local communities with many interests. They offer choices for people from different cultures and life-stages to take part in local life.
Outcome 6: A place where everyone thrives and belongs
Our communities have safe and healthy neighbourhoods. Our actions ensure positive prospects for the future of children and young people. We come together to celebrate our cultures. We are active and involved in local matters.
The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.
Working with Māori
Delivering on Auckland Council's commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.
The Māngere-Ōtāhuhu Local Board wants to increase its commitment to Māori at a local level in line with Auckland Plan aspirations. The board will continue to strengthen its relationship with mana whenua by working together on projects of common interest.
An initiative called 'Māori input into local board decision-making' is underway. The aim is to build the skills of elected members in te reo Māori, tikanga Māori (protocols and customs) and Te Tiriti o Waitangi. The board intends, through further engagement, to develop opportunities for mana whenua to set and agree expectations to further shape the local board decision-making governance model and achieve outcomes in our local board plan. Strengthening mana whenua in their customary kaitiaki (guardianship) role is important for the board, as is working together on shared interests, protecting and restoring sites of cultural significance. Another project being progressed with mana whenua is naming and developing signage for council-owned facilities, roads and parks to reflect local heritage and mana Māori.
Māngere-Ōtāhuhu Local Board Agreement 2018/2019
Priorities by activity area
Auckland Council's 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Māngere-Ōtāhuhu local board area are set out below under each local activity.
Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.
Local Community Services
Local community services is a broad activity area, which includes:
- Supporting local arts, culture, events and sport and recreation
- Providing grants and partnering with local organisations to deliver community services
- Maintaining facilities, including local parks, libraries and halls.
Our annual budget to deliver these activities includes operating costs of $12.7 million and capital investment of $4.7 million.
The key initiatives we have planned for 2018/2019 include:
- Community Arts Broker Programme
- Signature event to showcase Māori and Pasifika art and culture
- Youth Connections
- Walter Massey Park – concept plan finalisation
- Local community events and grants
- Business improvement districts – capacity building.
The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Māngere-Ōtāhuhu Local Board Plan:
- Outcome 2: Heart of Māori and Pasifika culture
- Outcome 1: A strong local economy
- Outcome 5: Facilities to meet diverse needs
- Outcome 6: A place where everyone thrives and belongs.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life | The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million) | 0.67 | 0.68 | 0.68 |
| The number of visits to library facilities (million) | 0.71 | 0.71 | 0.70 |
| Percentage of customers satisfied with the quality of library service delivery | 77% | 79% | 85% |
We fund, enable and deliver community events and experiences that enhance identity and connect people | The percentage of attendees satisfied with a nominated local community event | N/A | New measure | 75% |
| The number of attendees at Council-led community events | N/A | New measure | 2,100 |
We fund, enable and deliver arts and culture experiences that enhance identity and connect people | The percentage of arts and culture programmes, grants and activities that are community led | N/A | New measure | 80% |
Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities | The percentage of Empowered Communities activities that are community led | N/A | New measure | 35% |
| The percentage of Empowered Communities activities that build capacity and capability | N/A | New measure | 30% |
Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities | Percentage of Aucklanders that feel their local town centre is safe | Day: 63% | Day: 75% | Day:63% |
| | Night: 19% | Night: 25% | Night: 19% |
We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection | The number of participants in activities at art facilities, community centres and hire venues | N/A | New measure | 447,625 |
| The percentage of art facilities, community centres and hire venues network that is community led | N/A | New measure | 25% |
We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often | The percentage of park visitors who are satisfied with the overall quality of sports fields | 49% | 75% | 75% |
| The customers' Net Promoter Score for Pool and Leisure Centres | 51 | 15 | 51 |
We provide safe and accessible parks, reserves and beaches | The percentage of users who are satisfied with the overall quality of local parks | 57% | 75% | 75% |
| The percentage of residents who visited a local park in the last 12 months | 74% | 85% | 74% |
We showcase Auckland's Māori identity and vibrant Māori culture | The percentage of local programmes, grants and activities that respond to Māori aspirations | N/A | New measure | 75% |
Local Planning and Development
This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives.
Our annual budget to deliver these activities includes operating costs of $1.6 million and capital investment of $7.4 million.
The key initiatives we have planned for 2018/2019 include:
- Ōtāhuhu town centre upgrade
- Young Enterprise Scheme
- Local economic development initiatives, e.g. '24 hour South' visitor promotion.
The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Māngere-Ōtāhuhu Local Board Plan:
- Outcome 1: A strong local economy
- Outcome 3: Protecting our natural environment and heritage
- Outcome 4: A well connected area
- Outcome 6: A place where everyone thrives and belongs.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We help attract investment, businesses and a skilled workforce to Auckland | The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations | 60% | 100% | 100% |
Local Environmental Management
Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.
These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.
Our annual operating budget to deliver these activities is $219,000.
The key initiatives we have planned for 2018/2019 include:
- Business waste minimisation education programme
- Manukau Harbour Forum
- Wai Care Schools
- Pūkaki Crater Restoration
- Restoring Mauri of the Oruarangi Creek and Tararata Creek.
The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Māngere-Ōtāhuhu Local Board Plan:
- Outcome 3: Protecting our natural environment and heritage
- Outcome 5: Facilities to meet diverse needs
- Outcome 6: A place where everyone thrives and belongs.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We manage Auckland's natural environment | The proportion of local programmes that deliver intended environmental actions and/or outcomes | 90% | 90% | 100% |
Local Governance
Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.
The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.
Our annual operating budget to deliver these activities is $963,000.
Local Funding
Auckland Council has a shared governance model for making decisions on local activities. Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:
1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library.
2. Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.
3. Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.
Funding priorities for local activities
Capital spend
By activity area
- Local Community Services: 4.7M
- Local Planning: 7.4M
By category
- Renewals: 10.1M
- Improvements: 1.2M
- Growth: 793.5K
Key projects
- Town Centre Revitalisation (Otahuhu): 7.4M
- Parks - Asset renewals: 2.5M
- Local Board discretionary capex: 1.3M
- Parks - Greenway & walkway development: 550.0K
- Parks - Sport development: 200.0K
Operating spend
By activity area
- Local Community Services: 12.7M
- Local Planning: 1.6M
- Local Environment Services: 219.0K
- Local Governance: 963.0K
Funding Impact Statement
This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.
$000 Financial year ending 30 June | Annual Plan 2017/18 | Annual Plan 2018/19 |
Sources of operating funding: | | |
General rates, UAGCs, rates penalties | 17,535 | 14,404 |
Targeted rates | 1,495 | 1,543 |
Subsidies and grants for operating purposes | 38 | 39 |
Fees and charges | 1,382 | 1,387 |
Local authorities fuel tax, fines, infringement fees and other receipts | 36 | 59 |
Total operating funding | 20,487 | 17,432 |
| | |
Applications of operating funding: | | |
Payment to staff and suppliers | 16,227 | 13,991 |
Finance costs | 1,473 | 1,194 |
Internal charges and overheads applied | 2,654 | 2,006 |
Other operating funding applications | 0 | 0 |
Total applications of operating funding | 20,354 | 17,191 |
| | |
Surplus (deficit) of operating funding | 133 | 241 |
| | |
| | |
Sources of capital funding: | | |
Subsidies and grants for capital expenditure | 0 | 0 |
Development and financial contributions* | 0 | 0 |
Increase (decrease) in debt | 8,176 | 11,852 |
Gross proceeds from sale of assets | 0 | 0 |
Lump sum contributions | 0 | 0 |
Other dedicated capital funding | 0 | 0 |
Total sources of capital funding | 8,176 | 11,852 |
| | |
Application of capital funding: | | |
Capital expenditure: | | |
- to meet additional demand | 1,656 | 794 |
- to improve the level of service | 552 | 1,181 |
- to replace existing assets | 6,101 | 10,119 |
Increase (decrease) in reserves | 0 | 0 |
Increase (decrease) in investments | 0 | 0 |
Total applications of capital funding | 8,309 | 12,093 |
| | |
Surplus (deficit) of capital funding | (133) | (241) |
| | |
Funding balance | 0 | 0 |
Appendix A: Advocacy initiatives
A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget but recognise the value it will add to the local community.
Key advocacy areas for this local board include:
Initiative | Description | Advocating to |
Māngere East Precinct: A priority focus and initiatives to enhance this centre as a thriving, liveable community (key advocacy project) | The Māngere East area requires co-ordinated investment for planning and implementation. The local community facilities are run down, old or not fit for use. A community facility needs assessment was completed in 2015 and the next steps must be progressed. For that, coordinated planning and investment is vital to shape a high-quality built area for a liveable community. The board requests the Governing Body commit to capital funding through the 10-year budget for delivery of the Community Facilities Network Plan. Further, Panuku Development Auckland and Auckland Transport should coordinate and focus on Māngere East to develop the centre as a liveable community. | Governing Body Panuku Development Auckland Auckland Transport |
To reconsider and investigate heavy and light rapid rail integration for central city (CBD) to airport | The airport to central city rapid transit project has long-term strategic importance for Auckland's future commuter and freight needs. The selection of light rail between central Auckland and Māngere fails to consider major growth implications for areas in the south, north and west. Auckland's strategic long-term transport security for both commuter and industrial heavy freight will not be well-served by current plans. The board urges that a mix of heavy and light rail from central city to the airport be reconsidered and requests the Governing Body and Auckland Transport to consider heavy rail integration. | Governing Body Auckland Transport New Zealand Transport Authority |
Waste management and our environment | Implementing the city's waste-minimisation plan requires communities to be prepared, equipped and supported to reach waste reduction targets. There is a need to get communities ready for change and to find opportunities in the way waste will be managed. Proactive support at this stage for the changes in how council manages waste is important. Multiple actions are required - communication, engagement, encouraging social enterprise and community-led initiatives. Ongoing work to develop local community recycling centres and waste reduction is a priority in the southern area. The board requests continued action for the regional scoping exercise to investigate regional resource recovery centre sites and to support local community recycling centres. | Governing Body |
Boarding houses and high-quality neighbourhoods | The Māngere-Ōtāhuhu local board area has seen a gradual proliferation of boarding houses and council's investigations have confirmed poor standards and breaches of the building code in some instances. The board recognises the pressure on land, need for affordable housing and a range of provision for all. However, the concern is that this is at the cost of deteriorating neighbourhoods and poor living standards in the area. There is a need for balanced, planned growth that is monitored for environmental impacts such as traffic and noise, because there is also "intensification by stealth" taking place. Currently, council has limited means to assess or address the impacts of the proliferation of boarding houses. The board continues to advocate for better monitoring of boarding houses. Data from regular monitoring can improve conditions for tenants. Council must ensure building code standards and a decent standard of living is maintained. | Governing Body |
Develop a Māngere- Ōtāhuhu tourism trail | Leverage key opportunities with major stakeholders like Auckland International Airport Limited (AIAL) and utilise the unique natural and cultural characteristics of Māngere-Ōtāhuhu to achieve economic outcomes. The airport is New Zealand's gateway to the world. The airport's longer-term plans to be a major hub connecting Asia and South America over the next 30 years, and to build a second runway, offer opportunities for partnerships and attracting tourism. Council's investment in the Ōtāhuhu-Middlemore Spatial Priority Area, and Local Paths (formerly 'Greenways') can be leveraged for economic and community outcomes by aligning effort with stakeholders. The board sees potential to achieve local as well as citywide aspirations of more jobs via new industry growth, support for Māori tourism and heritage tourism initiatives - such as the Ōtāhuhu Portage Crossing project at the narrowest part of the North Island. The board requests that Auckland Tourism, Events and Economic Development (ATEED) prioritise a programme in the local board area to establish and grow Auckland's cultural and heritage tourism industry. | Governing Body Auckland Tourism, Events and Economic Development (ATEED) |
Fund the Ōtāhuhu Portage route project | Allocating long-term funding for the portage route project is a priority. The site is of national significance in terms of history and culture, with huge potential to make the area accessible and connected for local and international visitors. The project is part of the Ōtāhuhu-Middlemore Spatial Priority Area; but no funding has been prioritised for this project. The board advocates that this project is funded in the 10 year budget. | Governing Body |
Alcohol harm minimisation initiatives: supporting community voice and empowerment | Reducing harm from alcohol in local communities is of high priority for the Māngere-Ōtāhuhu Local Board. The Sale and Supply of Alcohol Act (the Act) came into effect in late 2013. The Local Alcohol Policy, a key instrument for addressing the negative impacts of alcohol on our communities, is yet to be finalised. The board will continue to support communities to have their say through the hearings processes afforded them by the legislation. There are challenges for the community in reducing harm from alcohol. Inaccessible language used by the District Licencing Committee (DLC) and inconsistency in decisions across the region are key examples. The board will continue to voice its concerns to ensure these issues are identified and addressed because it is critical to assess the overall success of the Act in achieving its intent. The board seeks a framework to monitor the success of the Act in practice and consideration of legislative change. | Governing Body |
Appendix B: How to contact your Local Board
Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.
Lemauga Lydia Sosene - Chairperson Shop 17, 93 Bader Drive Māngere Town Centre Māngere Auckland 2022 Ph: 09 256 5133 or 021 287 2255 E: lemauga.sosene@aucklandcouncil.govt.nz | Togiatolu Walter Togiamua - Deputy Chairperson Shop 17, 93 Bader Drive Māngere Town Centre Māngere Auckland 2022 Ph: 09 256 5133 or 021 287 1122 E: walter.togiamua@aucklandcouncil.govt.nz |
Tauanu'u Nick Bakulich Shop 17, 93 Bader Drive Māngere Town Centre Māngere Auckland 2022 Ph: 09 256 5133 or 021 835 820 E: nick.bakulich@aucklandcouncil.govt.nz | Carrol Elliott, JP Shop 17, 93 Bader Drive Māngere Town Centre Māngere Auckland 2022 Ph: 09 256 5133 or 021 729 611 E: carrol.elliott@aucklandcouncil.govt.nz |
Makalita Kolo Shop 17, 93 Bader Drive Māngere Town Centre Māngere Auckland 2022 Ph: 09 256 5133 or 021 534 316 E: makalita.kolo@aucklandcouncil.govt.nz | Tafafuna'i Tasi Lauese, QSM, JP Shop 17, 93 Bader Drive Māngere Town Centre Māngere Auckland 2022 Ph: 09 256 5133 or 021 286 8855 E: tafafuna'i.lauese@aucklandcouncil.govt.nz |
Christine O'Brien Shop 17, 93 Bader Drive Māngere Town Centre Māngere Auckland 2022 Ph: 09 256 5133 or 021 284 3333 E: christine.o'brien@aucklandcouncil.govt.nz | |
The board can be contacted at the address below:
Shop 17, 93 Bader Drive
Māngere Town Centre
Māngere
Auckland 2022
For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz
Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas
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2.10 Manurewa Local Board
Message from the Chair
It is my pleasure to present the Manurewa Local Board's 2018/2019 Local Board Agreement. This document was agreed by the board after considering feedback that our communities gave us on our draft proposals.
As we move into the first year of delivery of our 2017 Local Board Plan we are looking forward to continuing our move towards supporting more community-led initiatives and building partnerships so we can achieve more together.
There is widespread community support to upgrade the fields and facilities at War Memorial Park. We presented a business case for these improvements to this historic park to the Governing Body for consideration as part of the 10-year Budget 2018-2028.
We would like to support users and volunteers in implementing the Tōtara Park masterplan over the next three years, to improve the park. We will also continue to work alongside the Manurewa Youth Council to help them realise their aspirations for creating a multi-purpose, creative youth-friendly space in the town centre.
You have told us that continued revitalisation of Manurewa town centre remains a priority for you and we agree. In addition, your feedback and support has led us to increase our focus on working alongside residents and local business owners to help build pride in our community of Clendon.
And in response to your concerns about the increased levels of illegal dumping, we will continue our advocacy to the Governing Body for an improvement to the current service delivery.
As always, we encourage you to be involved in helping us achieve Manurewa's priorities and I would like to thank you for taking the time to feedback through this 10-year Budget process.
Angela Dalton
Chair Manurewa Local Board
Introduction
Auckland Council's shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board's budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council's governing body.
The Manurewa Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.
Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A.
About this area
Manurewa is home to a diverse population of over 82,000 people, many of whom have strong loyalties to the area and have lived here a long time. Forty three percent of the population are under 25 years of age and 12 percent are aged 60 and over. Key characteristics of Manurewa include a prominent industrial area in Wiri, and leafy coastal suburbs at Wattle Downs and Weymouth. The local board area also includes the suburbs of Clendon Park, Goodwood Heights, Hill Park, Homai, Leabank, Greenmeadows, Randwick Park, Rata Vine, Wiri, The Gardens, Totara Heights and Manukau Heights. Manurewa is home to the Auckland Botanic Gardens, Vodafone Events Centre and Wero (the white-water facility), the historic Nathan Homestead, Tōtara Park, a multi-purpose sports complex at Mountfort Park and the Netball Manurewa Community Events Centre.
Local Board Plan outcomes
The Manurewa Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Manurewa Local Board Plan are:
Outcome 1: People in Manurewa are actively connecting everywhere, every day
Our communities work together to create spaces and places that meet the diverse aspirations of our community, support participation in activities, and make new connections.
Outcome 2: A prosperous local economy supporting local people
Manurewa has a thriving local economy that enables people to live, work and play close to home.
Outcome 3: Manurewa is well-connected and easy to move around
People move easily around Manurewa on linked networks of public transport, walkways, cycleways and local roads.
Outcome 4: Our environment is a source of pride and enjoyment for the community
Manurewa beats with a healthy environmental heart.
Outcome 5: We treasure our home, our community
We are proud of, and treasure, our home, our community – where we put down roots and feel we belong.
The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.
Working with Māori
Delivering on Auckland Council's commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.
The Local Board Plan, and Agreement, has a direct relationship with Māori through two key areas of activity, the first being understanding and honouring obligations under the Treaty of Waitangi. The second, and closely intertwined, is acting on the needs and aspirations of Māori.
To be a successful local board a key component is engaging with and enabling communities, which means considering and understanding Māori issues and having the capability and capacity to improve process and systems to enhance involvement and outcomes.
There are a number of initiatives underway in Manurewa that are intended to strengthen relationships and participation of mana whenua, including the continuation of the Māori Input into Local Board Decision Making project, an increased focus on environmental protection and support for the Māori naming of reserves project. The local board has also committed funding to supporting projects that benefit mataawaka and align to local board priorities such as the Manurewa Marae restoration project.
This engagement with mataawaka and mana whenua is ongoing as the local board is committed to making Manurewa a great place to live, work and play for everyone.
Manurewa Local Board Agreement 2018/2019
Priorities by activity area
Auckland Council's 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Manurewa Local Board area are set out below under each local activity.
Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a council perform in each local board area) have not changed.
Local Community Services
Local community services is a broad activity area, which includes:
- Supporting local arts, culture, events and sport and recreation
- Providing grants and partnering with local organisations to deliver community services
- Maintaining facilities, including local parks, libraries and halls.
Our annual budget to deliver these activities includes operating costs of $11.0 million and capital investment of $5.0 million.
The key initiatives we have planned for 2018/2019 include:
- Park and play space improvements at Tōtara Park, David Nathan Park, Randwick Park and Keith Park
- Localised placemaking
- Local community events and active recreation
- Lifelong learning
- Māori responsiveness
- Ecological volunteers and environmental programme in parks
- Manurewa Youth Council and youth space.
The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Manurewa Local Board Plan:
- Outcome 1: People in Manurewa are actively connecting everywhere, every day
- Outcome 5: We treasure our home, our community.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life | The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million) | 0.23 | 0.23 | 0.23 |
| The number of visits to library facilities (million) | 0.42 | 0.47 | 0.41 |
| Percentage of customers satisfied with the quality of library service delivery | 78% | 78% | 85% |
We fund, enable and deliver community events and experiences that enhance identity and connect people | The percentage of attendees satisfied with a nominated local community event | N/A | New measure | 75% |
| The number of attendees at Council-led community events | N/A | New measure | 200 |
We fund, enable and deliver arts and culture experiences that enhance identity and connect people | The percentage of arts and culture programmes, grants and activities that are community led | N/A | New measure | 32% |
Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities | The percentage of Empowered Communities activities that are community led | N/A | New measure | 35% |
| The percentage of Empowered Communities activities that build capacity and capability | N/A | New measure | 30% |
Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities | Percentage of Aucklanders that feel their local town centre is safe | Day: 67% | Day: 59% | Day: 67% |
| | Night: 11% | Night: 17% | Night: 22% |
We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection | The number of participants in activities at art facilities, community centres and hire venues | N/A | New measure | 137,750 |
| The percentage of art facilities, community centres and hire venues network that is community led | N/A | New measure | 50% |
We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often | The percentage of park visitors who are satisfied with the overall quality of sports fields | 70% | 75% | 80% |
| The customers' Net Promoter Score for Pool and Leisure Centres | 27 | 15 | 27 |
We provide safe and accessible parks, reserves and beaches | The percentage of users who are satisfied with the overall quality of local parks | 62% | 75% | 75% |
| The percentage of residents who visited a local park in the last 12 months | 78% | 85% | 78% |
We showcase Auckland's Māori identity and vibrant Māori culture | The percentage of local programmes, grants and activities that respond to Māori aspirations | N/A | New measure | 15.2% |
Local Planning and Development
This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives.
Our annual operating budget to deliver these activities is $1.0 million.
The key initiatives we have planned for 2018/2019 include:
- Town centres revitalisation implementation
- Support for youth empowerment
- Co-ordination of the integrated area plan for Manurewa-Takanini-Papakura.
The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Manurewa Local Board Plan:
- Outcome 2: A prosperous local economy supporting local people
- Outcome 3: Manurewa is well-connected and easy to move around.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We help attract investment, businesses and a skilled workforce to Auckland | The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations | 100% | 100% | 100% |
Local Environmental Management
Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.
These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.
Our annual operating budget to deliver these activities is $161,000.
The key initiatives we have planned for 2018/2019 include:
- Community waste minimisation projects
- Puhinui and Papakura Stream restoration
- Weymouth Beach (Roys Road) water quality testing
- Manukau Harbour Forum.
The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Manurewa Local Board Plan:
- Outcome 4: Our environment is a source of pride and enjoyment for the community.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We manage Auckland's natural environment | The proportion of local programmes that deliver intended environmental actions and/or outcomes | 100% | 90% | 100% |
Local Governance
Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.
The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.
Our annual operating budget to deliver these activities is $979,000 million.
Local Funding
Auckland Council has a shared governance model for making decisions on local activities. Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:
1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library.
2. Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.
3. Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.
Funding priorities for local activities
Capital spend
By activity area
- Local Community Services: 4.9M
By category
- Renewals: 3.2M
- Improvements: 997.7K
- Growth: 711.3K
Key projects
- Parks - Asset renewals: 3.1M
- Local Board discretionary capex: 1.3M
- Parks - Coastal asset renewals: 190.0K
- Manurewa War Memorial Park (OLI): 100.0K
- Parks - Playscape development: 88.0K
Operating spend
By activity area
- Local Community Services: 11.1M
- Local Planning: 978.5K
- Local Environment Services: 161.0K
- Local Governance: 1.0M
Funding Impact Statement
This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.
$000 Financial year ending 30 June | Annual Plan 2017/18 | Annual Plan 2018/19 |
Sources of operating funding: | | |
General rates, UAGCs, rates penalties | 12,167 | 10,661 |
Targeted rates | 803 | 816 |
Subsidies and grants for operating purposes | 763 | 857 |
Fees and charges | 2,526 | 2,438 |
Local authorities fuel tax, fines, infringement fees and other receipts | 290 | 107 |
Total operating funding | 16,549 | 14,879 |
| | |
Applications of operating funding: | | |
Payment to staff and suppliers | 13,208 | 12,366 |
Finance costs | 1,005 | 714 |
Internal charges and overheads applied | 2,250 | 1,674 |
Other operating funding applications | 0 | 0 |
Total applications of operating funding | 16,463 | 14,754 |
| | |
Surplus (deficit) of operating funding | 86 | 125 |
| | |
| | |
Sources of capital funding: | | |
Subsidies and grants for capital expenditure | 0 | 0 |
Development and financial contributions* | 0 | 0 |
Increase (decrease) in debt | 3,566 | 4,821 |
Gross proceeds from sale of assets | 0 | 0 |
Lump sum contributions | 0 | 0 |
Other dedicated capital funding | 0 | 0 |
Total sources of capital funding | 3,566 | 4,821 |
| | |
Application of capital funding: | | |
Capital expenditure: | | |
- to meet additional demand | 339 | 711 |
- to improve the level of service | 301 | 998 |
- to replace existing assets | 3,012 | 3,237 |
Increase (decrease) in reserves | 0 | 0 |
Increase (decrease) in investments | 0 | 0 |
Total applications of capital funding | 3,652 | 4,946 |
| | |
Surplus (deficit) of capital funding | (86) | (125) |
| | |
Funding balance | 0 | 0 |
Appendix A: Advocacy initiatives
A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.
Key advocacy areas for this local board include:
Initiative | Description | Advocating to |
War Memorial Park (key advocacy project) | Create Manurewa War Memorial Park as a multi-purpose shared space with improved utilisation of its playing fields and provision of greater access to community facilities. Manurewa War Memorial Park is a well-loved and utilised park but it needs an upgrade. The community gave us strong feedback that it supports a focus on developing this park as a multi-purpose shared space with improved utilisation of its playing fields and greater access to the park's community facilities. There are several components to the project including conducting a needs assessment, generation of a park masterplan, sand carpeting the playing area, adding more playing field lighting and building a multi-purpose community facility. The indicative cost of this upgrade would be around $12 million. | Governing Body |
Illegal dumping | The Manurewa Local Board area has experienced a significant increase in illegal dumping and this has been evidenced with data from the Waste Solutions team. The board is therefore advocating for the following: - that south Auckland be a priority for a community recycling centre
- a variation to the inorganic collection. Residents and businesses are calling for the return of the traditional inorganic collection
- support for a change to the Crimes Act 1961 to target commercial and entrepreneurial illegal dumpers
- application of the Lean Model of continuous improvement to create efficiencies and identify savings within existing budgets
- support for the development of a rubbish reporting Global Positioning System (GPS) app that interacts with Auckland Council's Customer Record Management reporting tool. This app will allow anyone to take a photo of illegal dumping and will log it using GPS co-ordinates
- an increase in community engagement and participation in waste management by providing high quality, accessible and relative waste management education.
In order to improve and reduce illegal dumping the board supports retaining a weekly cycle for 'pay as you throw' pick-ups. | Governing Body |
Appendix B: How to contact your Local Board
Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.
Angela Dalton (Chair) Shop 3-5, 7 Hill Road Manurewa 2102 Ph: (09) 262 5403 or 021 283 3311 E: angela.dalton@aucklandcouncil.govt.nz | Rangi McLean (Deputy Chair) Shop 3-5, 7 Hill Road Manurewa 2102 Ph: (09) 262 5403 or 021 514718 E: rangi.mclean@aucklandcouncil.govt.nz |
Joseph Allan Shop 3-5, 7 Hill Road Manurewa 2102 Ph: (09) 262 5403 or 021 532 762 E: joseph.allan@aucklandcouncil.govt.nz | Stella Cattle Shop 3-5, 7 Hill Road Manurewa 2102 Ph: (09) 262 5403 or 021 524 070 E: stella.cattle@aucklandcouncil.govt.nz |
Sarah Colcord Shop 3-5, 7 Hill Road Manurewa 2102 Ph: (09) 262 5403 or 021 725 408 E: sarah.colcord@aucklandcouncil.govt.nz | Angela Cunningham-Marino Shop 3-5, 7 Hill Road Manurewa 2102 Ph: (09) 262 5403 or 021 283 2879 E: angela.cunningham-marino@aucklandcouncil.govt.nz |
Ken Penney Shop 3-5, 7 Hill Road Manurewa 2102 Ph: (09) 267 0110 or 021 287 2244 E: ken.penney@aucklandcouncil.govt.nz | Dave Pizzini Shop 3-5, 7 Hill Road Manurewa 2102 Ph: (09) 262 5403 or 021 193 8905 E: dave.pizzini@aucklandcouncil.govt.nz |
The board can be contacted at the address below:
Shop 3-5, 7 Hill Road
Manurewa 2101
For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz
Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas
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2.11 Maungakiekie-Tāmaki Local Board
Message from the Chair
This agreement is guided by what our communities have told us in 2017 during the development of our local board plan and in consultations in 2018. We are grateful to those members of our communities who take the time to give us feedback to help guide the decisions we make for the local board area.
Our focus for the 2018/2019 financial year is to get some runs on the board with regard to some of our flagship projects and programmes. We are keen on the development of a strategic partnerships programme that will see us using our discretionary budgets to leverage large investment that will deliver projects and programmes that our community wants. We are keen to undertake meaningful engagement with our community so that we are keeping their concerns and aspirations at the forefront of our decision-making.
Our local board area is set to undergo significant growth. We will remain fearless advocates for good urban design outcomes and development that does not compromise our natural environment.
We thank our communities for their continuous support.
Chris Makoare
Maungakiekie-Tāmaki Local Board Chair
Introduction
Auckland Council's shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board's budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council's governing body.
The Maungakiekie-Tāmaki Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.
Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A.
About this area
Maungakiekie-Tāmaki covers the south-eastern part of the isthmus, including the suburbs of One Tree Hill, Royal Oak, Onehunga, Penrose, Mt Wellington and Glen Innes. Bordered by two bodies of water, the Manukau Harbour to the South and the Tāmaki Estuary to the east, it is home to more than 70,000 people and is a culturally rich and diverse community. It is an economic hub, with more than 80,000 people working daily in the area. Maungakiekie-Tāmaki is home to many outstanding natural features including Kaiahiku (Panmure Basin) and Waipuna (Van Dammes Lagoon) and has five significant maunga (volcanic cones) including Maungakiekie (One Tree Hill) and Maungarei (Mt Wellington). It also has the large retail areas of Sylvia Park, Onehunga, Royal Oak and Panmure town centres.
Local Board Plan outcomes
The Maungakiekie-Tāmaki Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Maungakiekie-Tāmaki Local Board Plan are:
Outcome 1: Maungakiekie-Tāmaki is an active and engaged community
We believe that a community is made stronger and a better place for all its members when we have a shared sense of identity and values, and can find unity in our diversity.
Outcome 2: Maungakiekie-Tāmaki is a community that cares about its environment
We encourage our community to be kaitiaki (guardians) of our natural environment. They have told us that a cleaner environment is essential to their quality of life. It is important that we protect our environment from further degradation and ensure we mitigate any adverse effect from current and future developments taking place in our area. We will work with mana whenua and mataawaka, our community and industry to achieve these environmental outcomes.
Outcome 3: Maungakiekie-Tāmaki is the place to be
Our area has a distinct identity that attracts people from all over Auckland and beyond to live, do business and play.
Outcome 4: Maungakiekie-Tāmaki has quality infrastructure to match growth
Our current infrastructure is barely coping as it is. It is crucial that we receive appropriate investment to put in place infrastructure that keeps pace with the massive amount of development in our area. We will work with key partners to ensure development plans consider the impact on our area, ensure our needs can be met and any adverse effects are mitigated.
The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.
Working with Māori
Delivering on Auckland Council's commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.
We are committed to formalising our partnership with Ngāti Paoa this year. We will continue to support Ruapotaka Marae to plan for the much-needed upgrade to the marae.
There is a standing invitation to mana whenua groups and iwi with interests in our local board area to partner with us in the delivery of programmes and activities that will improve our communities and natural environment.
Maungakiekie-Tāmaki Local Board Agreement 2018/2019
Priorities by activity area
Auckland Council's 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Maungakiekie-Tāmaki local board area are set out below under each local activity.
Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.
Local Community Services
Local community services is a broad activity area, which includes:
- Supporting local arts, culture, events and sport and recreation
- Providing grants and partnering with local organisations to deliver community services
- Maintaining facilities, including local parks, libraries and halls.
Our annual budget to deliver these activities includes operating costs of $10.4 million and capital investment of $5.6 million.
The key initiatives we have planned for 2018/2019 include:
- continued maintenance and upkeep of our local parks and facilities
- fund programmes and services provided through our community centres and libraries
- support community-led initiatives through our local grants programme and strategic partnerships, e.g. partnerships that progress outcomes for young people
- support a community-led programme of free, local, community events and activities throughout the year
- initiatives designed to make our centres, neighbourhoods and facilities more connected, accessible and feel safer.
The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Maungakiekie-Tāmaki Local Board Plan:
- Outcome 1: Maungakiekie-Tāmaki is an active and engaged community
- Outcome 3: Maungakiekie-Tāmaki is the place to be.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life | The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million) | 0.47 | 0.47 | 0.47 |
| The number of visits to library facilities (million) | 0.55 | 0.53 | 0.50 |
| Percentage of customers satisfied with the quality of library service delivery | 78% | 74% | 92% |
We fund, enable and deliver community events and experiences that enhance identify and connect people | The percentage of attendees satisfied with a nominated local community event | N/A | New measure | 85% |
| The number of attendees at Council-led community events | N/A | New measure | 6,400 |
We fund, enable and deliver arts and culture experiences that enhance identity and connect people | The percentage of arts and culture programmes, grants and activities that are community led | N/A | New measure | 80% |
Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities | The percentage of Empowered Communities activities that are community led | N/A | New measure | 35% |
| The percentage of Empowered Communities activities that build capacity and capability | N/A | New measure | 30% |
Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities | Percentage of Aucklanders that feel their local town centre is safe | Day: 64% | Day: 77% | Day: 77% |
| | Night: 18% | Night: 27% | Night: 30% |
We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection | The number of participants in activities at art facilities, community centres and hire venues | N/A | New measure | 360,000 |
| The percentage of art facilities, community centres and hire venues network that is community led | N/A | New measure | 22% |
We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often | The percentage of park visitors who are satisfied with the overall quality of sports fields | 79% | 75% | 80% |
| The customers' Net Promoter Score for Pool and Leisure Centres | 30 | 15 | 45 |
We provide safe and accessible parks, reserves and beaches | The percentage of users who are satisfied with the overall quality of local parks | 78% | 75% | 78% |
| The percentage of residents who visited a local park in the last 12 months | 90% | 85% | 95% |
We showcase Auckland's Māori identity and vibrant Māori culture | The percentage of local programmes, grants and activities that respond to Māori aspirations | N/A | New measure | 9.1% |
Local Planning and Development
This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives.
The annual operating budget to deliver these activities is $828,000. This amount comprises of targeted rates collected for Business Improvement District (BID) programmes. We will work closely with our BIDs to ensure that their activities are aligned to the outcomes in our local board plan.
The local planning and development activity contribute towards achieving the following outcome in the Maungakiekie-Tāmaki Local Board Plan:
- Outcome 3: Maungakiekie-Tāmaki is the place to be.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We help attract investment, businesses and a skilled workforce to Auckland | The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations | 100% | 100% | 100% |
Local Environmental Management
Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.
These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.
Our local activities are complemented by substantial regionally-funded water quality improvement and natural environment programmes including those funded through targeted rates.
Our annual operating budget to deliver local activities is $140,000.
The key initiatives we have planned for 2018/2019 include:
- community awareness and community led riparian restoration
- contributions to the work of the Manukau Harbour Forum and Tāmaki Estuary Environmental Forum
- experiential learning and pest management education programmes for local schools.
The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome in the Maungakiekie-Tāmaki Local Board Plan:
- Outcome 2: Maungakiekie-Tāmaki is a community that cares about its environment.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We manage Auckland's natural environment | The proportion of local programmes that deliver intended environmental actions and/or outcomes | 100% | 90% | 100% |
Local Governance
Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.
The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.
Our annual operating budget to deliver these activities is $935,000.
Local Funding
Auckland Council has a shared governance model for making decisions on local activities. Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:
1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library.
2. Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.
3. Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.
Funding priorities for local activities
Capital spend
By activity area
- Local Community Services: 5.6M
By category
- Renewals: 3.1M
- Improvements: 1.4M
- Growth: 1.1M
Key projects
- Parks - Asset renewals: 2.6M
- Local Board discretionary capex: 1.0M
- Parks and Sport Recreation - General park development: 850.0K
- Parks - Coastal asset renewals: 750.0K
- Parks and Sport Recreation - Sport development: 100.0K
Operating spend
By activity area
- Local Community Services: 10.4M
- Local Planning: 827.8K
- Local Environment Services: 140.0K
- Local Governance: 935.4K
Funding Impact Statement
This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.
$000 Financial year ending 30 June | Annual Plan 2017/18 | Annual Plan 2018/19 |
Sources of operating funding: | | |
General rates, UAGCs, rates penalties | 13,985 | 12,882 |
Targeted rates | 1,007 | 833 |
Subsidies and grants for operating purposes | 19 | 18 |
Fees and charges | 415 | 360 |
Local authorities fuel tax, fines, infringement fees and other receipts | 92 | 66 |
Total operating funding | 15,519 | 14,159 |
| | |
Applications of operating funding: | | |
Payment to staff and suppliers | 12,171 | 11,479 |
Finance costs | 1,174 | 745 |
Internal charges and overheads applied | 2,156 | 1,898 |
Other operating funding applications | 0 | 0 |
Total applications of operating funding | 15,501 | 14,122 |
| | |
Surplus (deficit) of operating funding | 18 | 37 |
| | |
| | |
Sources of capital funding: | | |
Subsidies and grants for capital expenditure | 0 | 0 |
Development and financial contributions* | 0 | 0 |
Increase (decrease) in debt | 7,517 | 5,536 |
Gross proceeds from sale of assets | 0 | 0 |
Lump sum contributions | 0 | 0 |
Other dedicated capital funding | 0 | 0 |
Total sources of capital funding | 7,517 | 5,536 |
| | |
Application of capital funding: | | |
Capital expenditure: | | |
- to meet additional demand | 2,125 | 1,054 |
- to improve the level of service | 623 | 1,403 |
- to replace existing assets | 4,788 | 3,116 |
Increase (decrease) in reserves | 0 | 0 |
Increase (decrease) in investments | 0 | 0 |
Total applications of capital funding | 7,535 | 5,573 |
| | |
Surplus (deficit) of capital funding | (18) | (37) |
| | |
Funding balance | 0 | 0 |
Appendix A: Advocacy initiatives
A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.
Key advocacy areas for this local board include:
Initiative | Description | Advocating to |
Onehunga transit-oriented development (key advocacy project) | A transit-oriented development at Onehunga that combines rail and bus stops, and provides for future public transport connections, as part of the Onehunga Transform project | Governing Body Panuku Development Auckland Auckland Transport |
Support local marae upgrade | Support for the Ruapotaka marae relocation and rebuild | Governing Body |
Increased investment in local budgets | Increased investment in the Maungakiekie-Tāmaki Local Board asset-based services budget allocation to allow for better upkeep of our local assets and for increasing the service levels and quality of programmes and other services offered at our community facilities | Governing Body |
Coastal erosion | Support for addressing coastal erosion in the local area prioritising erosion at Wai-o-Taiki Nature Reserve | Governing Body |
Appendix B: How to contact your Local Board
Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.
Chris Makoare, Chairperson 7-13 Pilkington Road, Panmure Auckland 1142 Ph: (021) 0206 2990 or (09) 570 3840 E: chris.makoare@ aucklandcouncil.govt.nz | Debbie Burrows 7-13 Pilkington Road, Panmure Auckland 1142 Ph: (021) 534 930 or (09) 570 3840 E:debbie.burrows@ aucklandcouncil.govt.nz |
Don Allan 7-13 Pilkington Road, Panmure Auckland 1142 Ph: (021) 715 349 or (09) 570 3840 E: don.allan@ aucklandcouncil.govt.nz | Alan Verrall 7-13 Pilkington Road, Panmure Auckland 1142 Ph: (021) 069 1547 or (09) 570 3840 E: alan.verrall@ aucklandcouncil.govt.nz |
Nerissa Henry 7-13 Pilkington Road, Panmure Auckland 1142 Ph: (021) 729 422 or (09) 570 3840 or E: nerissa.henry@ aucklandcouncil.govt.nz | Bernie Diver 7-13 Pilkington Road, Panmure Auckland 1142 Ph: (021) 537 337 or (09) 570 3840 E: bernie.diver@ aucklandcouncil.govt.nz |
Maria Meredith 7-13 Pilkington Road, Panmure Auckland 1142 Ph: (09) 570 3840 | |
For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz
Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas
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2.12 Ōrākei Local Board
Message from the Chair
This is the first Local Board Agreement, essentially our budget and work to be done from July 2018 to June 2019, under our new Ōrākei Local Board Plan 2017-2020, and will be the first agreement of the new 10-year Budget 2018-2028.
This past year we have consulted with our communities on the Ōrākei Local Board Plan, Auckland's 10-year budget and a number of local initiatives. The Ōrākei Local Board has listened to your feedback and designed our plan around what you have told us.
This coming year we have prioritised improved environmental outcomes and safety within our communities. We will continue to review how we can remain prudent within our budget and ensure we get the best value for our ratepayers. The spending of ratepayer money wisely is something we take very seriously.
We have successfully advocated to the Governing Body and Auckland Transport for additional funding to improve our local transport network and paths, in particular the Gowing Drive linkage and Tāmaki Drive improvements. We will continue many multi-year projects including the ongoing planning and design of the Meadowbank Community Centre redevelopment, and will commence new initiatives that you have asked for. These are detailed in the following pages.
As a Board, we look forward to continuing to serve our communities.
Kit Parkinson
Ōrākei Local Board Chair
Introduction
Auckland Council's shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board's budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council's governing body.
The Ōrākei Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.
Local boards also provide input to the Governing Body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A.
About this area
The Ōrākei Local Board area lies just east of Auckland's central business district and is bounded to the north by the Waitematā Harbour and Hauraki Gulf. The local board area is largely residential, made up of the suburbs of Ōrākei, Mission Bay, Kohimarama, St Heliers, Glendowie, St Johns, Stonefields, Meadowbank, Remuera and part of Ellerslie. The Ōrākei Local Board area has a population of 86,400 with estimated population of 109,100 by 2033.
Local Board Plan outcomes
The Ōrākei Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Ōrākei Local Board Plan are:
Outcome 1: Our local parks and open space areas are valued and enjoyed.
We will continue to develop our sports parks, reserves and playgrounds. Our beaches must continue to be a source of pride and enjoyment for people. We will work with neighbouring residents and businesses, taking into account the wider communities, to ensure the recreational needs of different users can be met well into the future.
Outcome 2: Our residents are proud of their community facilities and public places.
Local centres and public places should be attractive, safe and easy to access. We aim to make it easier for community groups, clubs, churches and associations to come together. We will ensure our public places are attractive and vibrant with the right mix of enhanced community facilities, public art, heritage. Community health is also important and we should strive to keep our public places clean, chemical free and smoke free.
Outcome 3: People can move around our area easily and safely.
Having integrated transport choices means opportunities are available to travel whenever and wherever needed. We will continue to advocate to, and work with Auckland Transport, which is responsible for local roads and public transport networks, to improve transport options for our residents. We will continue to advocate for investment in the shared walking and cycling path network, and work to ensure they are developed to provide exemplary commuting and recreational experiences for all users.
Outcome 4: The natural environment is valued, protected and enhanced by our communities.
Ōrākei is fortunate to have many attractive beaches and ecologically significant waterways and reserves. We aim for a holistic, kaitiakitanga (guardianship) approach to caring for our natural areas, recognising that the health of all our beaches, waterways and green spaces is interlinked.
Outcome 5: A thriving economy which supports local businesses and town centres.
The Ōrākei Local Board area has several distinct town centres, each with its own character that should be retained and enhanced. It is important that these centres maximise their potential, are attractive and continue to offer a diverse range of retail options, services and experiences for local residents and visitors to enjoy. We will continue to support our business improvement districts (BIDs) and business associations. We want to work with our business areas to help strengthen our town centres to ensure they thrive and prosper.
The Ōrākei Local Board Agreement outlined in this document reflects how the board plans to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, the board will carry out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the Ōrākei Local Board Plan.
Working with Māori
Delivering on Auckland Council's commitment to Māori at a local level is important for the Ōrākei Local Board. The board is committed to meeting its statutory responsibilities under Te Tiriti o Waitangi/ the Treaty of Waitangi.
Ōrākei Local Board Agreement 2018/2019
Priorities by activity area
Auckland Council's 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Ōrākei Local Board area are set out below under each local activity.
Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans.
Local Community Services
Local community services include:
- Supporting local arts, culture, events, sport and recreation
- Providing grants and partnering with local organisations to deliver community services
- Maintaining facilities, including local parks, libraries and halls.
Our annual budget to deliver these activities includes operating costs of $9.4 million and capital investment of $6.8 million.
The key initiatives we have planned for 2018/2019 include:
- Develop feeder links to the Glen Innes to Tāmaki Drive Shared Path from Tahapa Reserve
- Name and begin development of new reserves in the Stonefields area
- Upgrading and developing of paths in and around our local parks and reserves
- Renew the carpark and surrounding area for Waiatarua Wetland Reserve
- Start the review of the northern-end of Crossfield Reserve which includes the playgrounds, skate park and community hall.
The local community services and key initiatives outlined above contribute towards achieving the following outcomes in the Ōrākei Local Board Plan:
- Outcome 1: Our local parks and open space areas are valued and enjoyed
- Outcome 2: Our residents are proud of their community facilities and public places
- Outcome 3: People can move around our area easily and safely.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life | The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million) | 0.15 | 0.15 | 0.15 |
| The number of visits to library facilities (million) | 0.57 | 0.56 | 0.55 |
| Percentage of customers satisfied with the quality of library service delivery | 86% | 84% | 85% |
We fund, enable and deliver community events and experiences that enhance identity and connect people | The percentage of attendees satisfied with a nominated local community event | N/A | New measure | 70% |
| The number of attendees at a nominated local community event | N/A | New measure | 3,000 |
We fund, enable and deliver arts and culture experiences that enhance identity and connect people | The percentage of arts and culture programmes, grants and activities that are community led | N/A | New measure | 85% |
Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities | The percentage of Empowered Communities activities that are community led | N/A | New measure | 35% |
| The percentage of Empowered Communities activities that build capacity and capability | N/A | New measure | 30% |
Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities | Percentage of Aucklanders that feel their local town centre is safe | Day: 93% | Day: 86% | Day: 93% |
| | Night: 46% | Night: 41% | Night: 46% |
We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection | The number of participants in activities at art facilities, community centres and hire venues | N/A | New measure | 280,000 |
| The percentage of art facilities, community centres and hire venues network that is community led | N/A | New measure | 56% |
We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often | The percentage of park visitors who are satisfied with the overall quality of sports fields | 65% | 75% | 65% |
We provide safe and accessible parks, reserves and beaches | The percentage of users who are satisfied with the overall quality of local parks | 72% | 75% | 72% |
| The percentage of residents who visited a local park in the last 12 months | 85% | 85% | 85% |
We showcase Auckland's Māori identity and vibrant Māori culture | The percentage of local programmes, grants and activities that respond to Māori aspirations | N/A | New measure | 4.9% |
Local Planning and Development
This group of activities covers improvements to town centres, the local street environment as well as local heritage protection. These activities also include working with business and community associations to improve local economic development.
Our annual operating budget to deliver these activities in the Ōrākei Local Board area is $505,000.
The key initiatives we have planned for 2018/2019 include:
- Deliver a Local Business Awards for the Ōrākei Local Board area businesses
- Local community empowerment programmes
- Investigate options for protecting the heritage value and improving the community provision of St Heliers and Remuera libraries
- Contribute to funding the Young Enterprise Scheme for year 12 and 13 students, delivered by ATEED
- Local board contestable grants funding..
The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcomes in the Ōrākei Local Board Plan:
- Outcome 2: Our residents are proud of their community facilities and public places.
- Outcome 3: People can move around our area easily and safely.
- Outcome 5: A thriving economy which supports local businesses and town centres.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We help attract investment, businesses and a skilled workforce to Auckland | The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations | 100% | 100% | 100% |
Local Environmental Management
Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. The focus is on indigenous biodiversity, healthy waterways and sustainable living.
These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.
Our annual operating budget to deliver these activities in the Ōrākei Local Board area is $300,000.
The key initiatives we have planned for 2018/2019 include:
- Develop an environmental enhancement plan which sets out all the existing and future ecological work being done in our area
- Develop an integration plan for Waiatarua Wetland Reserve
- Funding for the Streamside Assistance project for Newmarket Stream in Remuera
- Restoring the Significant Ecological Area (SEA) by Victoria Avenue and Portland Road, Remuera
- Supporting the Eastern Songbird Initiative for ecological restoration and pest management.
The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcomes in the Ōrākei Local Board Plan:
- Outcome 1: Our local parks and open space areas are valued and enjoyed
- Outcome 3: People can move around our area easily and safely
- Outcome 4: The natural environment is valued, protected and enhanced by our communities.
Levels of Service
Performance is measured against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We manage Auckland's natural environment | The proportion of local programmes that deliver intended environmental actions and/or outcomes | 100% | 100% | 100% |
Local Governance
Activities in this group support the 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of local board plans, support in developing local board agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.
The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.
The annual budget for the Ōrākei Local Board area to deliver these activities includes operating costs of $832,000.
Local Funding
Auckland Council has a shared governance model for making decisions on local activities. Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:
1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library.
2. Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.
3. Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.
Funding priorities for local activities
Capital spend
By activity area
- Local Community Services: 6.8M
By category
- Renewals: 4.1M
- Improvements: 1.3M
- Growth: 1.3M
Key projects
- Parks - Asset renewals: 2.2M
- Greenway and walkway development: 1.6M
- Parks and Sport Recreation - Sport development: 1.3M
- Parks - Coastal asset renewals: 657.0K
- Local Board discretionary capex: 536.4K
Operating spend
By activity area
- Local Community Services: 9.4M
- Local Planning: 505.0K
- Local Environment Services: 299.5K
- Local Governance: 831.9K
Funding Impact Statement
This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in the Ōrākei Local Board area and how it is plan to apply them.
$000 Financial year ending 30 June | Annual Plan 2017/18 | Annual Plan 2018/19 |
Sources of operating funding: | | |
General rates, UAGCs, rates penalties | 13,243 | 11,582 |
Targeted rates | 527 | 472 |
Subsidies and grants for operating purposes | 15 | 12 |
Fees and charges | 182 | 275 |
Local authorities fuel tax, fines, infringement fees and other receipts | 197 | 789 |
Total operating funding | 14,164 | 13,130 |
| | |
Applications of operating funding: | | |
Payment to staff and suppliers | 10,798 | 10,148 |
Finance costs | 1,313 | 889 |
Internal charges and overheads applied | 2,040 | 2,066 |
Other operating funding applications | 0 | 0 |
Total applications of operating funding | 14,150 | 13,103 |
| | |
Surplus (deficit) of operating funding | 14 | 27 |
| | |
| | |
Sources of capital funding: | | |
Subsidies and grants for capital expenditure | 0 | 0 |
Development and financial contributions* | 0 | 0 |
Increase (decrease) in debt | 7,060 | 6,727 |
Gross proceeds from sale of assets | 0 | 0 |
Lump sum contributions | 0 | 0 |
Other dedicated capital funding | 0 | 0 |
Total sources of capital funding | 7,060 | 6,727 |
| | |
Application of capital funding: | | |
Capital expenditure: | | |
- to meet additional demand | 3,187 | 1,338 |
- to improve the level of service | 1,132 | 1,295 |
- to replace existing assets | 2,754 | 4,121 |
Increase (decrease) in reserves | 0 | 0 |
Increase (decrease) in investments | 0 | 0 |
Total applications of capital funding | 7,074 | 6,754 |
| | |
Surplus (deficit) of capital funding | (14) | (27) |
| | |
Funding balance | 0 | 0 |
[1] Funding impact statements do not include non-cash items such as depreciation. It includes the local board's share of council's overall interest expense ($889,000) based on the local board's capital expenditure which council funds by way of borrowings and corporate overheads ($2.066 million).
Appendix A: Advocacy initiatives
A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.
Key advocacy areas for this local board include:
Initiative | Description | Advocating to |
Gowing Drive linkage | A walking and cycling linkage from Gowing Drive in Meadowbank to the Glen Innes to Tamaki Drive Shared Path and across to Kohimarama. The linkage would connect the communities of Meadowbank/St Johns and Kohimarama/Mission Bay to each other, as well as decrease the number of vehicles on St Johns and Kohimarama roads. This would also provide many students a more direct and safe option to travel to school. | Governing Body and Auckland Transport |
Colin Maiden Park | Implementing the masterplan by retaining its previously funded, growth-related projects. | Governing Body |
Tāmaki Drive improvements | Improvements to Tāmaki Drive including mitigating flooding risks. | Governing Body and Auckland Transport |
Meadowbank Community Centre redevelopment | The budget for the Meadowbank Community Centre redevelopment needs to remain in 2020/2021 (and not pushed out again). | Governing Body |
Merton Reserve | To continue to advocate for the retention of Merton Reserve. | Governing Body |
Community Space | Investigate the provision of further community space in Remuera. | Governing Body |
Shore Road Reserve | Funding to sand-carpet Field 3 at Shore Road Reserve needs to remain in the upcoming financial year. | Governing Body |
Appendix B: How to contact your Local Board
Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.
Kit Parkinson Chairman 027 274 9688 kit.parkinson@aucklandcouncil.govt.nz | Carmel Claridge Deputy Chairman 021 701 062 carmel.claridge@aucklandcouncil.govt.nz |
Troy Churton 021 042 1110 troy.churton@aucklandcouncil.govt.nz | Colin Davis 09 575 5265 colin.davis@aucklandcouncil.govt.nz |
Toni Millar 021 727 948 toni.millar@aucklandcouncil.govt.nz | Rosalind Rundle 021 522 147 rosalind.rundle@aucklandcouncil.govt.nz |
David Wong 021 723 846 david.o.wong@aucklandcouncil.govt.nz | |
Office Address:
25 St Johns Road
Meadowbank
Auckland
Phone: 09 521 7021
Email: orakeilocalboard@aucklandcouncil.govt.nz
For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz
Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas
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2.13 Ōtara-Papatoetoe Local Board
Message from the Chair
I am pleased to present our local board agreement for 2018/2019. Thank you to everyone who gave feedback on our draft proposals.
You confirmed that there is widespread support for our following key priorities:
- Advocating to Auckland Transport for construction of light rail from the airport to Manukau and on to Botany. This will transform transport linkages, improving access to jobs, education, shopping and recreation for our local residents
- Investing in improved sports field playing surfaces and lighting in Ōtara and Papatoetoe parks, to deal with the growth in demand for sports fields
- Developing land at Hunters Corner shopping centre, on the corner of Sutton Crescent and Great South Road, for public open space and recreational use
- Continuing free adult entry to swimming pools to secure important social and public health benefits, paid for again this year by a targeted rate
- Advocating for Colin Dale Park to be recognised as a key regional motorsport facility and to become a regional park, with past development debt taken over regionally. I am delighted that the governing body has agreed with this advocacy.
Our ongoing support for the health and well-being of our communities remains strong. We will maintain our local facilities, libraries and parks as well as possible and we will continue our successful grants programme. We will build on the success of our first diversity festival, held at Hayman Park in 2018, to develop the event into a major Auckland festival over future years.
We are confident this draft plan will make Ōtara-Papatoetoe a better place to live, work, study, play and visit.
Lotu Fuli
Chair Ōtara-Papatoetoe Local Board
Introduction
Auckland Council's shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board's budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council's governing body.
The Ōtara-Papatoetoe Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.
Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A.
About this area
The Ōtara-Papatoetoe Local Board area includes the suburbs of Ōtara, East Tāmaki, Papatoetoe, Middlemore, Puhinui and Manukau. In June 2017 our population was estimated to be 87,800, up 7,500 since 2013.
It is an area with diverse and vibrant ethnic communities, with strong community networks. Ōtara and Papatoetoe residents live in established residential areas with local shopping centres in Ōtara town centre, Old Papatoetoe and Hunters Corner.
Manukau centre has good access to the main motorways to the north, south and west regions, and commuter rail. It is a major shopping hub, with good dining and entertainment options, including Rainbows End family theme park.
Local Board Plan outcomes
The Ōtara-Papatoetoe Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Ōtara-Papatoetoe Local Board Plan are:
Outcome 1: Manukau transformation
Manukau metropolitan centre becomes the thriving heart of our area, an attractive visitor destination, business centre and place to shop, live, learn, work and play.
Outcome 2: Revitalising town centres
Revitalised town centres in Ōtara, Old Papatoetoe and Hunters Corner will reinforce their place at the core of our communities.
Outcome 3: Parks and facilities that meet people's needs
Our communities have access to parks and facilities to help build a sense of identity and belonging, boost participation in community activities, and promote healthy lifestyles.
Outcome 4: Healthy natural environment
We enjoy attractive natural environments that are healthy and free from pests, litter and pollution.
Outcome 5: Empowered, inclusive and prosperous communities
People in Ōtara-Papatoetoe are proud of their area, feel welcome and safe, support each other and have better access to transport.
Outcome 6: Honouring youth and seniors
Youth and seniors are valued and can participate in work and community activities.
Outcome 7: It's easy to get around
Everyone can easily get around on foot, cycle, bus, train and car.
The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.
Working with Māori
Delivering on Auckland Council's commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.
The board will work with mana whenua and mataawaka to meet shared aspirations. There are ongoing discussions to develop the 'Māori input into local board decision making project', that evaluates and progresses opportunities for Māori to contribute to local board decision-making. This is a shared initiative with other southern local boards and we are positive it will enhance relationships between mana whenua and local boards by developing a collaborative governance model.
The board has programmes that contribute to Māori development, including a substantial commitment to develop a marae and multi-sport complex at Ngati Ōtara Park. We will continue to support the idea of developing a national marae at Colin Dale Park.
We will continue to support mana whenua in their customary kaitiaki role. We will support Māori priorities for protecting and restoring sites of cultural significance, the Manukau Harbour, the Tamaki Estuary and other waterways. We will work with mana whenua in naming new council-owned facilities, roads and parks to reflect our local cultural heritage.
Ōtara-Papatoetoe Local Board Agreement 2018/2019
Priorities by activity area
Auckland Council's 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Ōtara-Papatoetoe local board area are set out below under each local activity.
Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.
Local Community Services
Local community services is a broad activity area, which includes:
- Supporting local arts, culture, events and sport and recreation
- Providing grants and partnering with local organisations to deliver community services
- Maintaining facilities, including local parks, libraries and halls.
Our annual budget to deliver these activities includes operating costs of $14.1 million and capital investment of $6.4 million.
The key initiatives we have planned for 2018/2019 include:
- Funding to deliver programmes and activities at the Ōtara Music and Arts Centre
- Develop and deliver the Diversity Festival at Hayman Park
- Ongoing operations and exhibitions at the Fresh Gallery, Otara
- Capacity building for seniors, including access to facilities, resources, opportunities and activities
- Teaching people at four teaching gardens about how to grow their own food
- Improve amenity, landscape, biodiversity, and shade through a parks tree planting programme.
The local community services and key initiatives outlined above contribute towards achieving the following outcomes in the Ōtara-Papatoetoe Local Board Plan:
- Parks and facilities that meet people's needs
- Healthy natural environment
- Empowered, inclusive and prosperous communities
- Honouring youth and seniors.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life | The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million) | 0.55 | 0.56 | 0.56 |
| The number of visits to library facilities (million) | 0.77 | 0.76 | 0.70 |
| Percentage of customers satisfied with the quality of library service delivery | 75% | 75% | 85% |
We fund, enable and deliver community events and experiences that enhance identify and connect people | The percentage of attendees satisfied with a nominated local community event | N/A | New measure | 70% |
| The number of attendees at Council-led community events | N/A | New measure | 2,200 |
We fund, enable and deliver arts and culture experiences that enhance identity and connect people | The percentage of arts and culture programmes, grants and activities that are community led | N/A | New measure | 25% |
Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities | The percentage of Empowered Communities activities that are community led | N/A | New measure | 35% |
| The percentage of Empowered Communities activities that build capacity and capability | N/A | New measure | 30% |
Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities | Percentage of Aucklanders that feel their local town centre is safe | Day: 62% | Day: 81% | Day: 62% |
| | Night: 17% | Night: 21% | Night: 17% |
We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection | The number of participants in activities at art facilities, community centres and hire venues | N/A | New measure | 273,192 |
| The percentage of art facilities, community centres and hire venues network that is community led | N/A | New measure | 33% |
We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often | The percentage of park visitors who are satisfied with the overall quality of sports fields | 71% | 75% | 71% |
| The customers' Net Promoter Score for Pool and Leisure Centres | 57 | 15 | 57 |
We provide safe and accessible parks, reserves and beaches | The percentage of users who are satisfied with the overall quality of local parks | 67% | 75% | 70% |
| The percentage of residents who visited a local park in the last 12 months | 76% | 85% | 76% |
We showcase Auckland's Māori identity and vibrant Māori culture | The percentage of local programmes, grants and activities that respond to Māori aspirations | N/A | New measure | 15% |
Local Planning and Development
This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives.
Our annual operating budget to deliver these activities is $1.1 million.
The key initiatives we have planned for 2018/2019 include:
- Provide financial support for our business associations at Ōtara, Hunters Corner and Old Papatoetoe to build capacity, improve safety, develop economically, and for place-making of town centres
- Develop a plan for the refresh of the Manukau Sports Bowl facilities based on sport and recreation needs
- Support business sustainability and young enterprise initiatives.
The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcomes in the Ōtara-Papatoetoe Local Board Plan:
- Manukau transformation
- Revitalising town centres
- Parks and facilities that meet people's needs
- Empowered, inclusive and prosperous communities.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We help attract investment, businesses and a skilled workforce to Auckland | The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations | 100% | 100% | 100% |
Local Environmental Management
Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.
These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.
Our annual operating budget to deliver these activities is $162,000.
The key initiatives we have planned for 2018/2019 include:
- Support community groups to care for and restore local streams through the Adopt a Spot programme
- Continue work towards positive environmental outcomes for the Ōtara Lake and waterways
- Deliver a Neat Streets project to promote neighbourhood action on litter, combined with Neighbours Day
- Increase awareness of the Manukau Harbour, and improve water quality through the Manukau Harbour Forum.
The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcomes in the Ōtara-Papatoetoe Local Board Plan:
- Healthy natural environment
- Empowered, inclusive and prosperous communities.
Levels of Service
We measure our performance against the following measures for each local activity.
Level of service | Performance measure | Actual 2016/17 | Annual Plan Target 2017/18 | LTP Target 2018/19 |
We manage Auckland's natural environment | The proportion of local programmes that deliver intended environmental actions and/or outcomes | 100% | 100% | 100% |
Local Governance
Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.
The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.
Our annual operating budget to deliver these activities is $950,000.
Local Funding
Auckland Council has a shared governance model for making decisions on local activities. Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:
1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library.
2. Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.
3. Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.
Funding priorities for local activities
Capital spend
By activity area
- Local Community Services: 6.4M
By category
- Renewals: 4.7M
- Improvements: 1.1M
- Growth: 678.1K
Key projects
- Parks - Asset renewals: 4.6M
- Local Board discretionary capex: 1.1M
- Parks - General park development: 500.0K
- Parks and Sport Recreation - Multi-sport facility (Ngati Otara Park): 150.0K
- Parks and Sport Recreation - Sport development: 90.0K
Operating spend
By activity area
- Local Community Services: 14.1M
- Local Planning: 1.1M
- Local Environment Services: 162.0K
- Local Governance: 949.6K
Funding Impact Statement
This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.
$000 Financial year ending 30 June | Annual Plan 2017/18 | Annual Plan 2018/19 |
Sources of operating funding: | | |
General rates, UAGCs, rates penalties | 14,546 | 12,936 |
Targeted rates | 1,569 | 1,630 |
Subsidies and grants for operating purposes | 960 | 1,067 |
Fees and charges | 1,760 | 2,611 |
Local authorities fuel tax, fines, infringement fees and other receipts | 1,186 | 219 |
Total operating funding | 20,022 | 18,463 |
| | |
Applications of operating funding: | | |
Payment to staff and suppliers | 15,764 | 15,217 |
Finance costs | 1,427 | 830 |
Internal charges and overheads applied | 2,725 | 2,173 |
Other operating funding applications | 0 | 0 |
Total applications of operating funding | 19,916 | 18,220 |
| | |
Surplus (deficit) of operating funding | 106 | 243 |
| | |
| | |
Sources of capital funding: | | |
Subsidies and grants for capital expenditure | 0 | 0 |
Development and financial contributions* | 0 | 0 |
Increase (decrease) in debt | 6,262 | 6,196 |
Gross proceeds from sale of assets | 0 | 0 |
Lump sum contributions | 0 | 0 |
Other dedicated capital funding | 0 | 0 |
Total sources of capital funding | 6,262 | 6,196 |
| | |
Application of capital funding: | | |
Capital expenditure: | | |
- to meet additional demand | 1,053 | 678 |
- to improve the level of service | 1,113 | 1,059 |
- to replace existing assets | 4,203 | 4,702 |
Increase (decrease) in reserves | 0 | 0 |
Increase (decrease) in investments | 0 | 0 |
Total applications of capital funding | 6,368 | 6,439 |
| | |
Surplus (deficit) of capital funding | (106) | (243) |
| | |
Funding balance | 0 | 0 |
Appendix A: Advocacy initiatives
A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.
Key advocacy areas for this local board include:
Initiative | Description | Advocating to |
Fit for purpose sports fields and community facilities | Seek funding to upgrade our local sports (sand-carpet, artificial or hybrid) fields and lights at Papatoetoe Recreational Reserve, Rongomai Reserve and Ngati Otara Park, and the development, renewals and/or refurbishment of: - Ngati Otara Multi Sport Complex
- Papatoetoe Town Hall and Chambers
- East Tāmaki Community Centre
- Te Puke o Tara Sports Park new changing room / toilet block
- Roof renewals, Tui room, Fresh Gallery Otara Library and Tupu Library
- Hayman Park – new playground (Stage 2)
- Acquire and redevelop Sutton Crescent land for public open space and Kolmar use
- Manukau Sports Bowl – redevelop in accordance with new master plan
- Cooper Park refresh (Cooper Crescent)
Museum and Art facility (new facility). | Governing Body |
Colin Dale Park | - Advocating for Colin Dale Park to become a regional park, recognising it is a key regional motorsport facility with regional benefit.
| Governing Body |
Reduce alcohol harm | - Advocate for the local alcohol policy to be made operative as soon as possible
- Advocate to make Otara-Papatoetoe a 'Dry Area' around local schools and dairies
- Support community groups to build their capacity to participate in District Licensing Committee hearings
- Advocate to reduce the barriers to community participation in District Licensing Committee hearings, including District Licensing Committee hearing procedures
- District Licensing Committee membership should reflect the diversity and values of community it serves
- Continue to advocate to strengthen the Sale and Supply of Alcohol Act.
| Governing Body, Central Government, Community |
Reducing gambling outlets | Continued support of the 'sinking lid' policy and building capacity of community groups that support gambling addiction initiatives. | Governing Body |
Target 2025 to be Smokefree | Continue to implement Smokefree conditions on all events and grants from the board. Support community groups and programmes that encourage a Smokefree environment. | Community groups |
Manage the impact of street prostitution | On-going advocacy to mitigate the neighbourhood effects, and for review of government and council policies. On-going advocacy to social services to support vulnerable people. | Governing Body, Police, Central Government |
Improve water quality of the harbours and waterways | Advocate for funding for remediation of the Ōtara Lake, and streams flowing into the lake, including through the Water Quality targeted rate to improve water quality of the Puhinui Stream and Tamaki Estuary as well as Manukau Harbour. | Governing Body, Central Government, Panuku |
Improve regional Waste Management | Higher waste disposal levy, a concentration on commercial waste streams construction and demolition waste, organic waste and plastic waste, which contribute 80 per cent of Auckland waste. More resources put towards Illegal dumping. Advocate for product stewardship as well as elimination of single use plastics. Progress Resource Recovery Centre in the south and explore alternative methods of rubbish disposal- clean burning. | Governing Body, Central Government |
Support the inclusion of social, affordable and well insulated housing in the local area | Work with potential developers, council, central government and mana whenua with a focus on achieving a better urban design, as well as providing affordable, well insulated housing within the development mix. Advocate for solutions to homelessness including overnight shelters and emergency housing. | Governing Body, Central Government |
Improve development, employment and training opportunities for young people and encourage entrepreneurship | Seek/leverage opportunities for youth especially those classified as NEET (people not in employment, education or training.) Advocate for TSI (the Southern Initiative) and other council departments to work together to find funding opportunities within council as well as externally, including education providers in the area: Manukau Institute of Technology, AUT University, and private training establishments (PTE). Support Youth Connections. Encourage youth leadership development opportunities through groups like TOPS (The Otara-Papatoetoe Squad) | Governing Body, Central Government |
Safer roads and connectivity within our local area | Advocate for prioritisation of route protection, design and construction of: - Light rail from Auckland Airport to Puhinui Station through State Highway 20B to Manukau and to Botany, before considering any other corridors
- Redevelopment of Puhinui Station
- Development of the Southern Spur rail line.
Intersection upgrades: - Ormiston Rd/Preston Rd/East Tamaki Rd
- Realignment – Portage Rd/Gray Ave/Station Rd
- Realignment – St George/Kolmar Rd/Wallace Rd
- Continued implementation of Greenways plan (better cycling and walking tracks)
- Ensuring our local transport network is accessible and safe for people of all communities especially disabled and school students in high risk area (Papatoetoe North).
| Auckland Transport, Governing Body, Central Government |
Promote Transform Manukau and other potential unlock locations | Promote the Transform Manukau project to create an exciting and vibrant lifestyle, academic hub and business centre. Continue to advocate for Te Papa Manukau in Hayman Park. Advocate to the Governing Body that funds generated within the transform area should stay within the local board area in which it resides. Advocate to the Governing Body for Otara Town Centre to become an Unlock location. | Panuku, Auckland Transport, Governing Body |
Appendix B: How to contact your Local Board
Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.
Your Ōtara-Papatoetoe Local Board Members
Lotu Fuli - Chairperson Phone: 021 242 3713 lotu.fuli@aucklandcouncil.govt.nz | Ross Robertson - Deputy Chairperson Phone: 027 492 3245 ross.robertson@aucklandcouncil.govt.nz |
Apulu Reece Autagavaia Phone: 021 723 146 reece.autagavaia@aucklandcouncil.govt.nz | Ashraf Choudhary Phone: 021 799 573 ashraf.choudhary@aucklandcouncil.govt.nz |
Mary Gush Phone: 021 287 8800 mary.gush@aucklandcouncil.govt.nz | Donna Lee Phone: 021 285 6611 donna.lee@aucklandcouncil.govt.nz |
Dawn Trenberth Phone: 021 729 302 dawn.trenberth@aucklandcouncil.govt.nz | |
The board can be contacted at the address below:
Level 1,
Manukau Civic Building,
31 Manukau Station Road
Manukau 2104
For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz
Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas
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