Common use of Governance services Clause in Contracts

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads.

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads. Papakura Local Board Part two: Papakura Local Board‌ Message from the Chair‌ It is my pleasure to present Papakura Local Board’s 2019/2020 Local Board Agreement, which covers the second year of our adopted local board plan. You have advised us that transport and congestion continue to be key concerns within our community and we will continue to advocate for a multi-storey park and ride at the Papakura train station. We will also continue to advocate to Auckland Transport and central government for route protection and funding of stage two of the Mill Road project as an alternative route to the congested southern motorway. Growth continues to happen at a significant rate in and around Papakura. One of the key challenges is to ensure that the necessary infrastructure is provided at the right time. The board is looking for investors to develop Papakura as a metropolitan centre in line with the Auckland Plan, and the adopted Papakura Local Board Metropolitan Centre Framework for Action. It is important that our sports parks and community facilities are fit for purpose. We will continue to work with the community to deliver on stage one of the Smiths Avenue Reserve Concept Plan and progress the Papakura Local Paths (Greenways) Plan. We also look forward to the scheduled opening of the Takanini Community Hub and Library in late 2020. The Sports Needs Assessment commissioned by the board will continue to guide council in prioritising investment in sport. We will be working with community and sports organisations to progress this. The board is also committed to the continued development of Opaheke Park and Pulman Park. Thank you for your continued support, we look forward to working with you throughout the year on our key priorities. Xxxxx Xxxxxxxxx Chair, Papakura Local Board 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 2019/2020 which has been agreed with Auckland Council’s governing body. The Papakura 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. Xx Xxxx ā-Poari o Papakura Papakura Local Board area‌ <.. image(A screenshot of a cell phone screen with text Description automatically generated) removed ..> The Papakura Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Papakura Local Board Plan are: Outcome 1: A vibrant and prosperous metropolitan centre Our town centre is a great place to shop, relax and enjoy the company of family and friends. Papakura town centre. Outcome 4: Papakura is well-connected and easy to move around Our roads should be free from congestion, public transport convenient and reliable, walkways and cycleways safe and connected. Papakura train station. Outcome 2: People in Xxxxxxxx lead active, healthy and connected lives We have great parks and places to play and do the things that we enjoy. Outcome 5: Treasured for its environment and heritage We value our natural environment and heritage, protecting and nourishing it for future generations. Xxxxxx Park athletics track. Outcome 3: A strong local economy Papakura businesses prosper, creating employment opportunities for local people. Pahurehure Inlet.

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads.. Whau Local Board It is my pleasure to present the Whau Local Board’s 2019/2020 Local Board Agreement, which outlines the board’s intentions for that period. Our priorities for the 2019/2020 financial year reflect the things that you’ve said are important to you and will help to make the Whau a great place to live, work and enjoy. Recent feedback from the community has confirmed that our priorities – including our strong advocacy for delivery of a pool and recreation facility – are about right Having secured long-term budget funding for a pool and recreation facility in the Whau area, the board are now focused on identifying potential sites to progress to the next step of acquiring suitable land for future construction. With your support, we have also undertaken to continue the good work we currently have underway and advocacy for our significant community projects: • Continue to work with various Council departments, Council Controlled Organisations (CCO’s), Housing New Zealand, private developers and our local community to ensure quality development for Avondale as part of the Panuku Development Auckland ‘Unlock’ programme • Continue to support the delivery of a suite of environmental projects in the Whau • Strengthen and connect communities through implementation of our Ethnic and Pacific Peoples Plans • Deliver more effectively on our commitments to Maori through the Waitākere ki tua programme. The board continues to work with many council departments and external organisations to enable a healthy, safe and economically stable, inclusive environment in our town centres, parks and open spaces for all to enjoy. As elected members, we aim to be the voice of the Whau’s diverse communities and we remain committed to ensuring that this voice is heard by council’s Governing Body, so that all the communities of the Whau can be recognised, celebrated and supported. Xxxxx Xxxxxxxxxx Whau Local Board Chair

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads.. Ōtara-Papatoetoe Local Board Part two: Ōtara-Papatoetoe Local Board‌ He kōrero mai i te Heamana Message from the Chair‌‌ Our focus in 2019/2020 continues to be on delivering community aspirations listed in our local board plans and ensuring that the health and well-being of our communities is improved by any investment we make. Through our annual plan consultation, our communities have once again confirmed the issues that matter to them. They include provision of good quality accessible facilities, programmes that support our seniors, youth and diverse communities. We are grateful for this feedback and look forward to continuing engagement throughout the year with our communities. Key areas we will focus on in 2019/2020 are: • ensuring our local facilities are well maintained where resources are insufficient, we will strengthen our advocacy for more funding and seek opportunities from regional projects so that we can deliver and manage fit for purpose facilities that are warm, dry and safe for our residents • partnering with mana whenua to rename our parks, develop our plans and ensure we understand and honour cultural values of our local whenua • improving our natural environment through our local environmental programmes, Neat Streets projects and continued support for Enviroschools • growing our Diversity Festival and ensuring we facilitate, where we can, enough opportunities for our residents to come together to celebrate and strengthen the cohesiveness of our community • planning a programme to develop sportsfield playing surfaces and lighting. I am delighted to note that we will be receiving some funding to assist with this work • continue upgrading our playgrounds with guidance from the needs assessment we had undertaken in 2018/2019 • continuing our local programmes that are working well in the community including our grants and other support programmes. There is much to do in our community, but I am confident we are tracking well towards making Ōtara- Papatoetoe a better place to live, work, study, play and visit. Lotu Fuli Chair Ōtara-Papatoetoe Local Board 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 2019/2020 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. Xx Xxxx ā-Poari o Ōtara ki Papatoetoe Ōtara-Papatoetoe Local Board area‌ 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 Outcome 5: Empowered, inclusive and prosperous

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads.. Franklin Local Board Part two: Franklin Local Board‌ Message from the Chair‌ In 2017, the Franklin Local Board set out how we planned to make Xxxxxxxx a better community in our Local Board Plan. I am pleased to share some of our achievements for year two, 2018/2019 as we embark on year three. Goal one of our plan is to enhance, protect and maintain our natural environment. In this past year, we continued to fund community-led programmes such as the waterways protection fund and delivery of the Wairoa River Action Plan. We have actively supported the return of the “Be a Tidy Kiwi” campaign alongside Xxxxxxxx and Manurewa local boards, focussing our communities on the “put litter in its place” message. We also partnered with Landcare groups to deliver a “pest-free Franklin” programme. A thriving local economy is the second goal of our plan. In addition to our ongoing commitment to youth employment opportunities through skills development programmes and the Young Enterprise Scheme, our focus this year was to progress the Hunua Trail as a catalyst for local economic development in the south- east. We endorsed this plan in March this year and have secured “Heartland Ride” status within the NZ Cycle Trail network. We look forward to taking this project to its next stage in 2020. The board is also pleased that Pukekohe was selected as an “Unlock” project location in late 2018, bringing with it the ability to use local land to leverage local regeneration with the support of Panuku Development Auckland. We look forward to continuing to partner with Panuku in the development of the detailed plan. Goal three, an improved transport system has seen us continue to work toward better public transport and safer roads. Road quality and safety is an ongoing issue, particularly on our rural roads. Our focus in 2018- 2019 has been to offer a local perspective on road safety initiatives and programmes including the development of the Speed Management Bylaw. Goal four focusses on dealing with growth by ensuring our facilities are planned, developed and used to maximum effect. The Karaka Sports park and community hub continues to be considered for regional investment following local board advocacy, we delivered new or renewed playgrounds in Beachlands, at Matakawau and in Pukekohe and we partnered with sports clubs on facility improvements and leasing arrangements. We have been pleased to support hundreds of community-led projects and events over the past year as part of our goal five commitment to local creativity, quality of life, health and well-being. Waiuku Trail delivery has commenced with board funding and thanks to the amazing efforts of local volunteers. Our community groups, local businesses and Auckland Council staff have all contributed to these achievements and I thank you all for your service to your community. I look forward to the year ahead as we work together to achieve a shared vision for a better community for all in Franklin. Xxxxxx Xxxxxxxxx Xxxxxxxx Local Board Chairperson 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 2019/2020 which has been agreed with Auckland Council’s governing body. The Franklin 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. Xx Xxxx ā-Poari o Xxxxxxxx Xxxxxxxx Local Board area‌ <.. image(A close up of a map Description automatically generated) removed ..> The Franklin Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Franklin Local Board Plan are: Outcome 1: A well-cared for natural environment Enhance, protect and maintain our diverse natural environment and make sure it’s able to be enjoyed. Outcome 4: Growth is dealt with effectively Make full use of existing outdoor space and community facilities before developing new. Outcome 2: A thriving local economy Franklin has a strong economy and attracts people to live, work locally and visit its attractions. Outcome 5: Communities feel ownership and connection to their area Support community participation in helping to shape people’s quality of life, creativity, health and wellbeing. Outcome 3: An improved transport system Continue to work towards better public transport and safer roads in Franklin. The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2019/2020 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. 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 Franklin Local Board Plan 2017-2020 sets the framework for engaging rangatira ki te rangatira, or chief-to- chief, to share information and work together. We plan to continue to have conversations with mana whenua to explore ways to work together and improve communication. Our local board plan objectives support kaitiakitanga, the guardianship of our environment and special places. We will work with mana whenua and xxxxxxxxx to deliver the Local Māori Responsiveness Action Plan developed in 2018-2019, including making local Māori heritage more visible by participating in the mana whenua endorsed Te Kete Rukuruku project. Franklin Local Board Agreement 2019/2020‌ Auckland Council’s 2019/2020 funding priorities for local activities which contribute to key community outcomes in the Franklin 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. Local community services are a broad activity area, which includes: • 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 $9,395,000 and capital investment of $7,378,000. The key initiatives we have planned for 2019/2020 include: • continued support for local placemaking activities through grants, event partnerships and community capacity building projects • continued planning for local trails that will connect our emerging and existing communities with their environment and enhance quality of life for our citizens and empowering a community-led approach to trail delivery in Waiuku and on the Pohutukawa Coast • reassessment of recreational service needs in Clarks Beach, Beachlands (Te Puru) and Clevedon to inform future local board and regional investment and to inform community-led initiatives. The local community services and key initiatives outlined above contribute towards achieving the following outcomes in the Franklin Local Board Plan: • Outcome 1: A well-cared for natural environment • Outcome 4: Growth is dealt with effectively • Outcome 5: Communities feel ownership and connection to their area. We measure our performance against the following measures for each local activity. The level of service statement is in blue below. Performance measure Actual 2017/18 LTP Target 2018/19 Annual Plan Target 2019/20

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads. Part two: Maungakiekie-Tāmaki Local Board‌ He kōrero mai i ngā Heamana Message from the Chair‌‌ This agreement is guided by what our communities told us in 2017 during the development of our local board plan and in consultations since then. 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 2019/2020 financial year is to continue to work closely with other parts of the council family and developers to make sure development is being done well and in a way that does not compromise our natural environment. Our local board area is set to undergo significant growth, and while we acknowledge that development can create some challenges, we have also seen positive changes, particularly in the Tāmaki area with development contributions enabling improvements to our local parks and facilities. 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. We will also continue to support the strategic partnerships programme that will see us using our discretionary budgets to leverage large investment that will deliver projects and programmes our communities want. We thank our communities for their continuous support. Xxxxx Xxxxxxx Maungakiekie-Tāmaki Local Board Chair 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 2019/2020 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. Xx Xxxx ā-Poari o Maungakiekie-Tāmaki Maungakiekie-Tāmaki Local Board area‌ <.. image(A screenshot of a cell phone screen with text Description automatically generated) removed ..> The Maungakiekie-Tāmaki Local Board Plan 2017 sets out the aspirations the local board has for the area. our diversity. 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 Te Ara Rama Matariki Light Rail. 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. Onehunga Mall. 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 Waipuna / Xxx Xxxxx Lagoon 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 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 Panmure Train and Bus Interchange. 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.

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads. Xxxxxxxxx-Xxxxxx Local Board Part two: Xxxxxxxxx-Xxxxxx Local Board‌ Message from the Chair‌ Thank you for taking the time to give us feedback on this local board agreement for the second financial year of the Xxxxxxxxx-Xxxxxx Local Board Plan 2017. We received 126 submissions on our 2019/2020 priorities. It was great to get positive feedback confirming we are heading in the right direction, and useful to understand your concerns and what we need to improve on. We’re proud to represent such an informed and engaged community, and it is especially pleasing to receive solid support for our key priorities. We are proud to be progressing an urban design plan for Te Atatu South, in collaboration with the ‘Heart of Te Atatu South’ community group. For many years, residents have been advocating for their community to be a place to go to, rather than just drive through. We are proud to work with residents to make this happen. The results are in, and huge numbers of people across the area have given feedback to Auckland Transport’s “Xxxxxxxxx’x Future” walking and cycling consultation. In future years, we will deliver on key proposals suggested by the local community to make our town centre safer to get around. Xxxxxxxxx is the place many want to make their home, and we are proud of the progress we have made with Panuku Development Auckland in housing and urban development. We will make local jobs a focus here, too, so Xxxxxxxxx is a great town centre to live, work and enjoy. We are committed to meeting the challenges of transport, housing and climate change head-on, and doing what we can to ensure our eco-city has a bright and sustainable future. We know you support building a pool in the north-west, and we will continue to advocate to make that happen. We will also advocate for funding the “Te Whau Pathway” project, a walking and cycling link along our coast from New Xxxx to Te Atatu. Auckland Council funding only goes so far, so we would like to acknowledge the contribution our volunteers and community groups make. We look forward to continuing to work with you. Xxxxx Xxxxxxxxx Chairperson, Xxxxxxxxx-Xxxxxx Local Board 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 2019/2020 which has been agreed with Auckland Council’s governing body. The Xxxxxxxxx-Xxxxxx 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. Xx Xxxx ā-Poari o Xxxxxxxxx-Xxxxxx Xxxxxxxxx-Xxxxxx Local Board area‌ <.. image(A screenshot of text Description automatically generated) removed ..> The Xxxxxxxxx-Xxxxxx Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Xxxxxxxxx-Xxxxxx Local Board Plan are: Outcome 1: A network of vibrant and loved urban neighbourhoods Our town and neighbourhood centres are the thriving hearts of our community. Mural in Xxxxxxxxx town centre by Outcome 4: Community facilities are vibrant and welcoming places at the heart of our communities These facilities provide spaces where people can connect, socialise, learn and participate in social, cultural, art and recreational activities. Xxxx and Xxxxxx Xxxxxx enjoy the climbing Kākano Youth Arts Collective. Outcome 2: A thriving local economy that supports quality of life We want to bring vitality and economic opportunity back to our town centres. course at Te Rangi Hiroa Youth Park. Outcome 5: It is easy to get around without a car People have smart, active public transport options across west Auckland and beyond. Te Atatū Peninsula shops. Outcome 3: Communities know each other and work together on common interests We have thriving communities that are connected, healthy, resilient and inclusive. Xxxxxxxxx bus interchange. Outcome 6: Natural spaces are valued and restored Our waterways, biodiversity and indigenous flora and fauna are protected, and we work to reduce waste. A game of basketball at the opening celebration of Te Rangi Hiroa Youth Park, Rānui. Harbourview-Orangihina Park. The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2019/2020 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. Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. As an integral part of meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi, the council is committed to enabling and supporting mana whenua and mataawaka aspirations and providing opportunities for Māori to contribute to the future well-being of Auckland. To formalise this commitment, the council has affirmed the Māori Responsiveness Framework to help the Auckland Council family implement its responsibilities. The Māori Responsiveness Framework sets out two key areas – understanding the rights and interests of Māori and acting on the needs and aspirations of Māori. The Xxxxxxxxx-Xxxxxx Local Board has four initiatives specifically focused on partnering with Māori: 1. Working with mana whenua as kaitiaki on Pā Harakeke. Various sites in the Xxxxxxxxx-Xxxxxx area have been selected in collaboration with mana whenua. 2. Continuing support for Te Whanau o Waipareira with Waitangi Day celebrations at Hoani Waititi Marae. 3. In 2017, the local board commissioned the ‘Toitū Waitākere’ research report which contributed to development of ‘Waitākere ki Tua’ (Waitākere going forward), a west-wide Māori action plan which was approved by Xxxxxxxxx-Xxxxxx Local Board in March 2019. This plan is the basis of whakawhanaungatanga between the Xxxxxxxxx-Xxxxxx, Waitākere Ranges and Whau Local Boards and local Māori and the commitment to responding to Māori aspiration and working alongside local Māori.

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads.. Waitākere Ranges Local Board Part two: Waitākere Ranges Local Board‌ He kōrero mai i te Heamana Message from the Chair‌‌ Last year,we made a strong case for the Xxxx Eden Urban Design Framework and Implementation Plan to be fully funded in the 10-year Budget. We were pleased to see specific steps included in that budget, and for the subsequent support of the Governing Body in buying 000-000 Xxxx Xxxxx Xxxx, a building central to realisation of the plan. Xxxx Eden is one of many regional projects and realistically it will be several years until any big transformation is complete. In the meantime, we will support this step-by-step approach to getting key elements of the plan in place. You may be aware that Auckland Transport (AT) recently consulted on a proposal to improve the pedestrian and commuter experience in and along West Coast Road in Xxxx Eden. It is great to have additional funding for this project, so expect to see “spades in the ground” in the near future. We believe this opportunity to greatly enhance our streetscape, support the safe passage of new and existing residents into the town centre, and address long standing traffic safety issues, is too good to miss. While we do not intend to make major changes to our work programmes, we will take up opportunities to act on the findings of the 2018 State of the Waitākere Ranges Heritage Area Report where possible. This will also be the fourth year the Waitākere Weed Action Project has been operating. We are pleased to see some great progress in this area, and that the work is also attracting complementary regional funding as its wider value really starts to be felt. Xxxx Xxxxxxxx Chair, Waitākere Ranges Local Board 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 2019/2020 which has been agreed with Auckland Council’s governing body. The Waitākere Ranges 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 and 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. Xx Xxxx ā-Poari o Te Wao-nui-o-Tiriwa Waitākere Ranges Local Board area‌ <.. image(A close up of text on a white background Description automatically generated) removed ..>

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads.. Part two: Manurewa Local Board‌ Message from the Chair‌ It is my pleasure to present the Manurewa Local Board’s 2019/2020 Local Board Agreement. This document was agreed by the board after considering feedback that our communities gave us on our draft proposals. We are looking forward to continuing to work together with you on the second year of our 2017 Local Board Plan. As well as completing some key initiatives, we will also begin delivery on exciting new projects. Work on improving access and safety at Te Mahia station will continue, and we are also focusing on making our local roads safer. We have invested in traffic calming measures in a key suburban area surrounded by four main roads called the Wordsworth Quadrant, which covers an area of 2.84km2. We will continue working with Auckland Transport to address other areas that we know have road safety issues. Your feedback led us to increase our focus on working alongside residents and local business owners to help build pride in our community of Clendon, as well as creating a vibrant Manurewa town centre precinct. This will continue. We are taking a collective approach to the ongoing revitalisation of the Clendon town centre and surrounding area. Following the successful delivery of the Waimahia Reserve play space, the Xxxxxxx Rise Reserve neighbourhood playground, and Randwick Park playground, we asked you to give us ideas to develop Xxxxx Xxxx Reserve as a destination site. We will build on these ideas over the next 12 months and also be asking what ideas you have for Clendon Reserve. Implementation of the Tōtara Park Masterplan will continue alongside the stakeholder group, which has assisted with park planning and development. We have also partnered with Pānuku to take a longer-term placemaking approach towards the overall regeneration of Puhinui Stream as part of the Transform Manukau programme. Many of you shared your concerns about the levels of illegal dumping. We will keep advocating to the Governing Body to bring back the traditional inorganic collection and for an improvement to the current service delivery. We will also continue to fund free access to Manurewa Pool and Leisure Centre for over 65s, adults supervising children, and people with disabilities. Thank you for taking the time to give us your feedback. We look forward to working with you in the coming year to achieve Xxxxxxxx’s priorities. Xxxxxx Xxxxxx Chairperson, Manurewa Local Board 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 2019/2020 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. Xx Xxxx ā-Poari o Manurewa Manurewa Local Board area‌ <.. image(A close up of text on a white background Description automatically generated) removed ..> 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 War Memorial Park. make new connections. Outcome 4: Our environment is a source of pride and enjoyment for the community Manurewa beats with a healthy environmental heart. Manukau Harbour from Weymouth. 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. Manurewa town centre. Outcome 5: We treasure our home, our community 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 Strong families, whanau and social wellbeing are important. many interests. They offer choices for people from different cultures and life- stages to take part in local life. 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. Te Mahia train station. The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2019/2020 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. 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 processes 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 continuing the Manurewa Marae restoration project, increased support for significant Māori events, and supporting community groups that focus on educating, providing workshops or innovatively promoting Te Ao Māori, Tikanga Māori, Te Reo Māori in Manurewa This engagement with xxxxxxxxx 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 2019/2020‌ Auckland Council’s 2019/2020 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. Local community services is a broad activity area, which includes: • 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 $11,535,000 and capital investment of $6,181,000. The key initiatives we have planned for 2019/2020 include: • new shuttle bus service trial for seniors • lifelong learning fund • free access to Manurewa Pool and Leisure Centre for those 65 and over, adults supervising children, and people with disabilities • responding to Māori aspirations • Manurewa Youth Council and Rangatahi Scholarships, and Youth Connections • partnering with Manurewa Community Trust • local community volunteer awards • local community events and activation of parks, places and open spaces • phase one of the urban forest (Ngahere) strategy • community, park, and play space improvements at Te Matariki Clendon Community Centre, Tōtara Park, Mountfort Park, Clendon Reserve, Xxxxx Xxxx, and Xxxxxxxx Park. The local community services and key initiatives outlined above contribute towards achieving the following outcomes 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. We measure our performance against the following measures for each local activity. The level of service statement is in blue below. Performance measure Actual 2017/18 LTP Target 2018/19 Annual Plan Target 2019/20 The number of visits to library facilities (million) New Measure 0.41 0.36 Performance measure Actual 2017/18 LTP Target 2018/19 Annual Plan Target 2019/20 Percentage of customers satisfied with the quality of library service delivery 88% 85% 85% The percentage of attendees satisfied with a nominated local community event 71% 75% 75% The number of attendees at Council-led community events New Measure 200 500 The percentage of arts and culture programmes, grants and activities that are community led New Measure 32% 32% The percentage of Empowered Communities activities that are community led New Measure 35% 40% The percentage of Empowered Communities activities that build capacity and capability to assist local communities to achieve their goals New Measure 30% 35% 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 53% Day 67% Day 67% Night 12% Night 22% Night 25% The number of participants in activities at art facilities, community centres and hire venues New Measure 137,750 139,128 The percentage of art facilities, community centres and hire venues network that is community led New Measure 50% 50% The percentage of park visitors who are satisfied with the overall quality of sportsfields New Measure 80% 80% The percentage of users who are satisfied with the overall quality of local parks 61% 75% 75% The percentage of residents who visited a local park in the last 12 months 73% 78% 78% The percentage of local programmes, grants and activities that respond to Māori aspirations New Measure 15.2% 25% 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 $1,024,000. This amount includes 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 key initiatives we have planned for 2019/2020 include: • Manurewa town centre revitalisation, and an increased focus on Clendon town centre • pop-up Business School South Auckland • Manurewa Business Improvement District expansion. The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcomes in the Manurewa Local Board Plan:

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 MangereXxxxxxx-Ōtāhuhu Xxxxxxx 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 MangereXxxxxxx-Ōtāhuhu Xxxxxxx 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads.. Part two: Xxxxxx-Xxxx Local Board‌ He kōrero mai i te Heamana Message from the Chair‌‌ I am pleased to present our local board priorities for the 2019/2020 financial year. We were happy to receive 82 per cent partial or full support for our priorities through submissions from the community to the 2019/2020 Annual Plan. We are not proposing major changes to existing budgets or work programmes. We remain committed to providing the high level of service you expect through quality parks and playgrounds, libraries, community and recreation facilities. The needs of our diverse communities are being considered as we improve parks and buildings, by ensuring they are easy to access and enjoy. We will promote the use of shared spaces to make better use of existing facilities. We have reviewed our Xxxxxx-Xxxx Local Paths (Greenways) Plan and will be developing key routes over the coming years, as budget allows. Making our streets safe and easy to get around through traffic-calming measures and signage is also a priority. We will continue to support local businesses through town centre improvements, business sustainability action plans and migrant business workshops. We will continue the important work of protecting the local environment by funding projects that reduce local waste, improve water quality and create urban forests. In our role as advocates to the governing body on behalf of the community, we will continue to endorse the need for additional community and recreational facilities in our area. We must ensure the future requirements of our increasing population are met. We are also pushing for increased resourcing for the monitoring and compliance of bylaws such as freedom camping, illegal dumping and dog management. Many thanks for your ongoing contribution to the work of the local board. Xxxxx Xxxxxx Xxxxxx-Xxxx Local Board Chair 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 2019/2020 which has been agreed with Auckland Council’s Governing Body. The Xxxxxx-Xxxx 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. Xx Xxxx ā-Poari o Xxxxxx-Xxxx Xxxxxx-Xxxx Local Board area‌ <.. image(A close up of text on a white surface Description automatically generated) removed ..>

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads.. Waitematā Local Board Part two: Waitematā Local Board‌ Message from the Chair‌ We are pleased to present the new Waitematā Local Board Agreement. This document sets out what we plan to deliver and advocate for in the 2019/2020 financial year following consideration of the feedback we received from you as part of the Annual Budget consultation. It was reassuring to see the majority of responses received from the consultation supported our local board priorities. As a result, we are not making any substantial changes to the direction of our work programme. We will build on the planning undertaken last year to deliver on our key projects. Ponsonby Park at 000 Xxxxxxxx Xxxx remains our major capital project for the next few years. We are committed to making the community’s vision for this space a reality and remain optimistic about achieving a positive outcome. Participating in events, arts and recreational activities is a major part of community life. We are funding an arts partnership with TAPAC in acknowledgement of their performing arts leadership. We will continue to stage Xxxxxxx Festival of Roses and Xxxxx Park Xxxxxx and fund local events and community arts programmes. Based on positive feedback, we intend to carry on funding increased library hours at Xxxx Xxxx Library and the Central City Library. We will continue to take actions on homelessness issues. We are privileged to have many outstanding parks in our area. We have recently completed a development plan for Meola Reef Reserve Te Tokaroa and are close to completing the Western Springs Lakeside Park Te Xxx Xxxx Development Plan. These plans, alongside our other park development plans, will inform funding priorities such as improved playgrounds at Western Springs Lakeside Park. We are working to make improvements at Heard Park in Xxxxxxx and Home Street Reserve and will continue to progress with the development of new pathways at Basque Park and the build of the Grey Xxxx Xxxx changing rooms. We will continue to fund agrichemical-free maintenance of Western Park, Xxxxxx Xxxx, Xxxxx Park and Xxxxxxxx Xxxx, investigate extending to other parks and advocate to the Governing Body for a regional approach to achieving agrichemical-free park maintenance. We know improving water quality and our waterways is important to you. This coming year we will continue streamside restoration programmes for Newmarket Stream, Waipapa Stream, Waiparuru Stream and Waitītiko Meola Creek. We are advocating for the separation of the combined stormwater and wastewater systems in St Marys Bay and Herne Bay to be accelerated. Pippa Coom Waitematā Local Board Chair 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 2019/2020 which has been agreed with Auckland Council’s governing body. The Waitematā 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. Xx Xxxx ā-Poari o Waitematā Waitematā Local Board area‌ Data sources: Stats NZ 2018 population estimates, as at 30 June 2018 (and SNZ pop estimates for 2010). Infometrics, 2018. The Waitematā Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Waitematā Local Board Plan are: Outcome 1: Inclusive communities that are vibrant, healthy and connected Our diverse communities are connected, safe and engaged in local matters. People are empowered to do things for themselves through community-led POP is a popular annual event that helps initiatives. Our facilities and bring art to the community. local events are accessible and welcoming to all, from children to older adults. Outcome 4: A high-quality built environment that embraces our heritage Our unique heritage buildings and places are protected and valued for the stories they tell. We have embraced “density done well” through well-designed and sustainable City spaces get new life while acknowledging the importance of the past. developments that respect the character of our distinctive neighbourhoods. Outcome 2: Attractive and versatile public places that meet our communities’ needs Our parks, plazas, leisure centres and community facilities have adapted to the needs of our growing and changing communities. Our public spaces support wellbeing and bring people Waitematā is dotted with parks that give families the chance to play together. together to socialise, learn, relax, exercise and have fun. Outcome 5: An accessible, connected and safe transport network with well-designed streets Our transport network is integrated and gives people options for moving about, with accessible, sustainable and reliable public transport and safe, pleasant walking and cycling routes. Our Xxxx Street, Newmarket. pedestrian-friendly streets are great public spaces. Outcome 3: The natural environment is valued, protected and enhanced The health of our environment is enhanced, our waterways are healthy and the urban forest cover has increased. People have adopted low carbon lifestyles and live sustainably. Caring Weona-Wetmere Coastal Walkway. for our environment is part of who we are. Outcome 6: An innovative, productive and resilient local economy Waitematā’s local economy is thriving and benefits from growth and change. Empowered local businesses, social enterprises and start-ups Quality retail spaces add vibrancy to local drive growth and local communities. economic development. The local board agreement set out in this document reflects how we plan to support these outcomes through agreed activities in the 2019/2020 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. Delivering on Auckland Council’s commitment to Māori at a local level is a priority for the Waitematā Local Board. 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 acknowledge the long association mana whenua have with the Waitematā area and we undertake to work in a genuine partnership with all iwi and hapu with an interest in Waitematā. Building on previous terms, we will engage with iwi at the inception of our key projects to understand the issues of significance to Māori and empower mana whenua and mataawaka to meaningfully contribute to our initiatives and plans. We will work with mana whenua on naming local roads, parks and council-owned facilities to reflect our rich cultural history and ensure iwi have a voice in heritage projects to tell their stories of Waitematā. We will take opportunities to increase the use of te reo Māori in the naming of our parks and places and on signs through initiatives such as the local boards support of the Te Kete Rukuruku programme. We acknowledge the five marae in Waitematā and their importance as a focal point for Māori to maintain and sustain connections and traditions. As well as our active work with mana whenua, we also want to respond to the needs and views of mataawaka. We recognise the cultural and spiritual values of mana whenua and their role as kaitiaki over their ancestral lands and sites of significance. We will partner with mana whenua on projects aimed at reviving the mauri of our waterways, particularly those that impact biodiversity and water quality in our streams and the Waitematā Harbour. As part of this commitment, our local board will continue to build and formalise its relationship with mana whenua. Engaging rangatira ki te rangatira or chief to chief, is the mechanism by which we propose to share information and work together. Waitematā Local Board Agreement 2019/2020‌ Auckland Council’s 2019/2020 funding priorities for local activities which contribute to key community outcomes in the Waitematā 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. Local community services are a broad activity area, which includes: • 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 $15,934,000 and capital investment of $8,172,000. The key initiatives we have planned for 2019/2020 include: • activating, improving and renewing local parks, guided by local park development plans • improving the playgrounds at Western Springs Lakeside Park, Heard Park, Outhwaite Park and Home Street Reserve, providing pathways in Basque Park and building the Grey Xxxx Xxxx changing rooms • supporting community and arts groups and local events, including the local board’s flagship events: Xxxxxxx Festival of Roses and Xxxxx Park Xxxxxx • funding an arts partnership with TAPAC • funding increased opening hours at Xxxx Xxxx Library and the Central City Library • taking action in response to homelessness, including practical guidance around getting advice on being housed. The local community services and key initiatives outlined above contribute towards achieving the following outcomes in the Waitematā Local Board Plan: • Outcome 1: Inclusive communities that are vibrant, healthy and connected • Outcome 2: Attractive and versatile public places that meet our communities’ needs. We measure our performance against the following measures for each local activity. The level of service statement is in blue below. Performance measure Actual 2017/18 LTP Target 2018/19 Annual Plan Target 2019/20

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads. Part two: Upper Harbour Local Board‌ Message from the Chair‌ The 2019/2020 financial year will be the second year since the adoption of our 2017 Local Board Plan. This year we will continue to work towards delivering the objectives and outcomes we have already agreed with our community. We expect to continue our support for a wide range of community groups to help them meet our communities’ needs. We will also transfer the Headquarters Building and newly renovated Sunderland Lounge in Hobsonville into community management. We will continue to work on improving the quality of our facilities and parks in response to community needs as funding allows. This will be assisted by the completion of our new omnibus parks management plans which will provide a framework for how our parks are used. At a more detailed level we expect to see the first earthworks taking place in the Sustainable Sports Park at Xxxxx Point and to make progress with the Caribbean Drive sports field development, which will include consideration of a site for a toilet facility. The development of a Pest-Free Upper Harbour Strategy will provide a framework within which both the community and council can work towards improving our environment. Further progress is anticipated towards the development of the board’s proposed indoor sports facility in Whenuapai. We consulted with our community on this project last year and it is currently going through the business case process for major new projects. We expect this business case to provide the evidence to allow the council’s Governing Body to provide the necessary funding. We will also renew our local board plan which sets our medium-term strategic vision for what we expect to achieve over the three years of its life. I encourage you to share your views on these plans when we consult our community in the first half of the 2020 year. Xxxxxxxx Xxxxx QSM JP Upper Harbour Local Board Chairperson 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 2019/2020, which has been agreed with Auckland Council’s governing body. The Upper Harbour 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. 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. Xx Xxxx ā-Poari o Upper Harbour Upper Harbour Local Board area‌ <.. image(A close up of a map Description automatically generated) removed ..> The Upper Harbour Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Upper Harbour Local Board Plan are: Outcome 1: Empowered, engaged and connected Upper Harbour communities People living in Upper Harbour are able to influence what happens in their neighbourhoods. Outcome 4: A thriving local economy A prosperous and innovative local economy, with job opportunities for local residents to work close to home. Paremoremo community event. Outcome 2: Efficient and effective transport links A well-connected and accessible network that provides a variety of transport options. Apollo Drive business area. Outcome 5: Our environment is valued, protected and enhanced Communities are actively engaged in enjoying, preserving and restoring our natural areas. Clarks Lane walking and cycling bridge. Outcome 3: Healthy and active communities Our residents have access to open space and a wide variety of sports and recreation opportunities. Fishing on the upper Waitematā Harbour.

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads.. Devonport-Takapuna Local Board Part two: Devonport-Takapuna Local Board‌ Message from the Chair‌ It is my pleasure to present the Devonport-Takapuna Local Board’s 2019/2020 Local Board Agreement, which covers the second financial year of the Devonport-Takapuna Local Board Plan 2017 and the second of Auckland Council’s 10-year budget 2018-2028. The local board has listened to and considered the submissions we received on the annual budget 2019/2020. This information confirms that we are on the right track and gives the direction and mandate to work towards the delivery of the priorities and key initiatives highlighted in our local board plan. We will continue to develop and enhance our local parks. This will include projects like the new playground on Windsor Reserve, the planning for a new toilet on Lake Town Green, and a service assessment for Ngataringa Park. We will also: • continue to advocate for improved transport services, including the delivery of the planned Lake Road improvement project • undertake the first stage of an omnibus management plan for our parks and reserves that will guide future use and development of these assets • continue our partnership with our three business associations to further develop and extend the reach of the ‘Shore Coast Tourism’ project, which will provide a range of economic development initiatives to benefit Milford, Takapuna and Devonport. • continue support of the community houses and arts venues that are used and valued by our residents • continue the planning and design of the Esmonde Road to Xxxxxxx Street connection. • begin the Belmont Lake Road upgrade integration project that will investigate place-making, urban design, accessibility and amenity improvement opportunities for Belmont associated with the Auckland Transport Lake Road upgrade project. In addition to the projects outlined above, we will continue to invest in our area by renewing existing assets, extending the successful North-West Wildlink (Pest-Free) programme to the northern part of the local board area, supporting active and healthy lifestyles through the Out and About programme and providing events that showcase this area and all it has to offer to residents and visitors. We will continue to advocate on your behalf for continued investment in or coastal and natural environments recognising how important Lake Pupuke, the Wairau Estuary and our local beaches are to our residents and economy. We will also work collaboratively with Panuku Development Auckland to ensure that plans progress and reflect the best outcomes for the site at 00 Xxxxx Xxxxxx, Xxxxxxxx. Many thanks for your ongoing contribution to the work of the local board. Xxxxxx Xxxx Devonport-Takapuna Local Board Chair 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 2019/2020 which has been agreed with Auckland Council’s governing body. The Devonport-Takapuna 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. <.. image(A close up of a map Description automatically generated) removed ..> Xx Xxxx ā-Poari o Devonport-Takapuna Devonport-Takapuna Local Board area‌ <.. image(A close up of a map Description automatically generated) removed ..>

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads.. Part two: Great Barrier Local Board‌ Message from the Chair‌ We’ve been successfully working our way through the key initiatives outlined in the Aotea Great Barrier Local Board Plan 2017. A major achievement was the switch to alternative energy for the island’s council buildings. The service centre, local board office, dentist, morgue and Claris rural fire station are now off diesel and powered by solar energy. I’m pleased to say the Aotea Learning Hub is going from strength to strength. The next focus will be working with Aotea Education Trust and the Ministry of Education (MoE) to find it a more permanent home and finding a solution for early childhood education. For this coming financial year, we will be continuing to support our health, tourism, arts, family support and education groups. We submitted an objection to the Coastal Resources Limited marine dumping consent and are continuing to support iwi and community High Court objections. We will also continue to advocate for alternatives to dumping seabed materials in the marine environment. We will be continuing our support for the Ecology Vision coordinator, biodiversity/biosecurity officer, water quality and biosecurity projects. We recently looked at ways to improve our heritage sites, village spaces and the accessway/linkages between them. These ideas have been captured in plans that will ultimately feed into the Aotea Great Barrier Area Plan. We will continue to work on designs for the Claris cemetery site and investigations into northern cemetery sites. The island feels like it’s in a good place, with stories of a number of small enterprises cropping up from broadband to beer, walking tours to community nurseries, and a Community Recycling Centre. We will be continuing to support the Visitor Strategy, International Dark Sky Sanctuary status and contestable community xxxxx xxxxxx. One of our main focuses for financial year 2019/2020 will be looking at a housing strategy to tackle some of our limited housing availability issues. Ngā mihi Xxxx Xxxxxxx Chair, Great Barrier Local Board 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 2019/2020 which has been agreed with Auckland Council’s governing body. The Aotea Great Barrier 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.

Governance services. an allocation is based on the number of elected members and associated administrative costs for each local board. There is also a discretionary capital expenditure fund for local boards. This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. The total planned expenditure for local activities across all 21 local boards over the 2019/2020 financial year is shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. Xxxxxx-Xxxx 12,171 4,648 7,586 Devonport-Takapuna 9,667 11,770 10,528 Xxxxxxxx 10,966 6,054 7,378 Great Barrier 000 000 000 Xxxxxxxxx-Xxxxxx 37,387 22,273 9,376 Hibiscus and bays 6,781 10,048 8,980 Howick 15,082 14,008 15,155 Kaipātiki 7,756 7,557 8,835 Mangere-Ōtāhuhu 8,309 12,093 13,062 Manurewa 3,652 4,946 6,181 Maungakiekie-Tāmaki 7,535 5,573 13,162 Ōrākei 7,074 6,754 6,621 Ōtara-Papatoetoe 6,368 6,439 15,474 Papakura 2,958 6,000 6,552 Puketāpapa 3,678 4,261 4,447 Xxxxxx 6,379 10,054 8,658 Upper Harbour 5,837 4,590 3,225 Waiheke 1,635 2,733 1,888 Waitākere Ranges 2,447 3,076 4,236 Waitematā 8,944 3,837 8,172 Whau 7,966 8,347 6,901 172,888 156,015 167,193 Xxxxxx-Xxxx 13,469 12,328 12,623 Devonport-Takapuna 11,928 11,182 12,283 Xxxxxxxx 12,880 10,675 11,363 Great Barrier 2,387 2,560 2,564 Xxxxxxxxx-Xxxxxx 23,331 23,817 24,322 Hibiscus and bays 15,396 15,728 16,931 Howick 22,683 23,541 23,741 Kaipātiki 15,791 16,646 17,717 Mangere-Ōtāhuhu 18,062 15,480 17,133 Manurewa 14,354 13,235 13,753 Maungakiekie-Tāmaki 13,410 12,258 12,938 Ōrākei 12,051 11,058 11,420 Ōtara-Papatoetoe 17,366 16,349 17,199 Papakura 10,251 10,148 10,411 Puketāpapa 8,293 8,641 8,977 Xxxxxx 11,835 13,210 14,076 Upper Harbour 12,314 11,721 12,112 Waiheke 4,893 4,336 4,528 Waitākere Ranges 8,581 9,722 10,065 Waitematā 28,209 23,925 25,749 Whau 9,960 12,435 14,895 287,444 278,995 294,800 Budgets include inflation, interest and depreciation, and exclude corporate overheads. Part two: Puketāpapa Local Board‌ He kōrero mai i te Heamana Message from the Chair‌‌ Last year we checked-in with our community to make sure we are on the right track. This has given us the confidence to have a ‘steady as she goes’ philosophy this year. Our key focus is to complete the projects we have started and to deliver on our 2017 Local Board Plan priorities. I am delighted to see work progressing on our big infrastructure projects. Large parts of Xxxxxx Xxxx Reserve/Xxxxxx Park and Xxxxxxxx/Xxxxxxxxx Park have been upgraded and are now open for use. Work will continue on these in the coming year. The construction of the second section of the Waikowhai Coastal Boardwalk will also get underway. Our environmental works continues, with a focus on carbon reduction and stream restoration. The restoration of Te Auaunga / Oakley Creek is one of our long-term projects. I acknowledge the support of our mana whenua partners and the Friends of Oakley Creek in this important work. We will continue to provide our popular community events and have set up several ways for people to share their ideas and aspirations with us. The new Puketāpapa Youth Board is developing its work programme, building on its previous achievements. Work is progressing well on the Puketāpapa Health Action Plan. This will bring together the aspirations of health and wellbeing that are reflected in the Puketāpapa Local Board Plan 2017 plus many of the great initiatives underway in our communities. Once the plan is developed, we will set up a coalition of agencies and community groups so that we can all work together to improve the well-being of all our people. Xxxxx Xxxx Chair, Puketāpapa Local Board 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 2019/2020 which has been agreed with Auckland Council’s governing body. The Puketāpapa 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. Xx Xxxx ā-Poari o Puketāpapa Puketāpapa Local Board area‌ <.. image(A picture containing text Description automatically generated) removed ..> The Puketāpapa Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Puketāpapa Local Board Plan are: Outcome: Connected communities with a sense of belonging People will feel connected to each other and this place. Our diversity can be celebrated as a unifying force, and barriers overcome so everyone can be included The Puketāpapa Christmas Festival is a and contribute to community well-attended community event. life. Outcome: Urban development meets community needs New housing will develop in harmony with established neighbourhoods. Residents will enjoy healthier homes, better The Puketāpapa Health Rentals project community links and gives landlords free health assessments on enlivened town centres. their properties. Outcome: Improved wellbeing and safety Puketāpapa communities will have a sense of wellbeing and feel happy, healthy, connected and safe. The Xxxxxx Markets are a great place for locals to eat, shop and socialize. Outcome: Vibrant and popular parks and facilities Our range of open spaces will provide something for everyone in Puketāpapa. Not just lovely to look at, they will support physical and mental wellbeing, from A group of elderly men playing a game ofMahjong at the Xxxxxx Xxxxx. hosting sports to being quiet spots for relaxing. Outcome: Thriving local economy and good job opportunities Puketāpapa will enjoy the benefits of a strong local economy that provides better employment opportunities for everyone. Local apprentices have been involved in the Xxxxxxxx / Xxxxxxxxx stream restoration project. Outcome: Treasured and enhanced natural environment People will enjoy cleaner water in urban streams and the Manukau Harbour. On land, more resources will be reused or recycled, and Puketāpapa will reap River naturalistation work at Xxxxxxxx /Xxxxxxxxx project. environmental benefits from reducing fuel use and waste. Outcome: Transport choices meet our varied travel needs Our community will have easy and accessible transport choices for moving around Puketāpapa and connecting with the rest of Auckland. A range of options The local board and Auckland Transport will support people’s have worked together to create more decisions to change their shared paths and cycle lanes in ways of travelling. Puketāpapa. The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2019/2020 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. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi / The Treaty of Waitangi by enabling and supporting mana whenua and mataawaka aspirations and providing opportunities for Māori to contribute to the future of Auckland. This is a priority for the Puketāpapa Local Board. To formalise that commitment, the council has affirmed the Māori Responsiveness Framework, which sets out two key areas - understanding the rights and interests of Māori and acting on the needs and aspirations of Māori. As part of the commitment, the Puketāpapa Local Board will continue to strengthen and formalise its relationship with mana whenua and mataawaka. Key initiatives this year include: • work with the Ngāti Tamaoho Trust to grow the relationship that was formalised in the Relationship Agreement • continue to work with mana whenua on initiatives to restore the upper catchment of Te Auaunga /Oakley Creek • work with mana whenua to source appropriate Māori names for different parks and reserves • increase the visibility of Māori culture by including designs or stories from mana whenua as part of key projects • look for opportunities to work with mana whenua and mataawaka organisations on projects of mutual interest. Puketāpapa Local Board Agreement 2019/2020‌ Auckland Council’s 2019/2020 funding priorities for local activities which contribute to key community outcomes in the Puketāpapa 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. Local community services are a broad activity area, which includes: • 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 $7,776,000 and capital investment of $4,447,000. The key initiatives we have planned for 2019/2020 include: • development of Puketāpapa Health Action Plan • strategic Relationship Grants fund • Waikowhai Coastal Boardwalk, Stage Two, from Bamfield Place to Taylors Bay Reserve. The local community services and key initiatives outlined above contribute towards achieving the following outcomes in the Puketāpapa Local Board Plan: • Outcome: Connected communities with a sense of belonging • Outcome: Improved wellbeing and safety • Outcome: Vibrant and popular parks and facilities. We measure our performance against the following measures for each local activity. The level of service statement is in blue below. Performance measure Actual 2017/18 LTP Target 2018/19 Annual Plan Target 2019/20 The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million) New Measure 0.14 0.13 The number of visits to library facilities (million) New Measure 0.27 0.26 Percentage of customers satisfied with the quality of library service delivery 92% 85% 85% The percentage of attendees satisfied with a nominated local community event New Measure 70% 70% The number of attendees at Council-led community events New Measure 2,700 2,700 Performance measure Actual 2017/18 LTP Target 2018/19 Annual Plan Target 2019/20 The percentage of arts and culture programmes, grants and activities that are community led New Measure 70% 85% The percentage of Empowered Communities activities that are community led New Measure 35% 40% The percentage of Empowered Communities activities that build capacity and capability New Measure 30% 35% 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: 81% Day: 83% Day: 83% The number of participants in activities at art facilities, community centres and hire venues New Measure 400,000 407,000 The percentage of art facilities, community centres and hire venues network that is community led New Measure 17% 17% The percentage of park visitors who are satisfied with the overall quality of sportsfields New Measure 82% 82% The percentage of users who are satisfied with the overall quality of local parks 66% 80% 80% The percentage of residents who visited a local park in the last 12 months 91% 90% 90% The percentage of local programmes, grants and activities that respond to Māori aspirations New Measure 5.4% 8% 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 $107,000. The key initiatives we have planned for 2019/2020 include: • scoping of the centre plan for the Three Kings Town Centre • scoping of the centre plan for the Xxxxxxxx Road centre. The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcomes in the Puketāpapa Local Board Plan: • Outcome: Transport choices meet our varied travel needs • Outcome: Thriving local economy and good job opportunities • Outcome: Urban development meets community needs.