Agenda of Community Development and Safety Committee

I hereby give notice that an ordinary meeting of the Community Development and Safety Committee will be held on:

Date:

Time:

Meeting Room:

Venue:

Wednesday, 30 March 2016

9.30am

Lifewise, University of Otago Building, Level 7
385 Queen Street
Auckland

Community Development and Safety Committee

OPEN AGENDA

MEMBERSHIP

Chairperson	Cr Dr Cathy Casey
Deputy Chairperson	Cr Sir John Walker, KNZM, CBE
Members	Cr Anae Arthur Anae
	Cr Linda Cooper, JP
	Cr Alf Filipaina
	Member Kris MacDonald
	Cr Calum Penrose
	Member Josie Smith
	Cr Wayne Walker
	Cr John Watson
	Cr George Wood, CNZM
Ex-officio	Mayor Len Brown, JP
	Deputy Mayor Penny Hulse
Ex-officio (without voting rights)	All other councillors

(Quorum 6 members)

Suad Allie

Democracy Advisor

23 March 2016

Contact Telephone: 021 932 726

Email: suad.allie@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

TERMS OF REFERENCE

Responsibilities and key projects

The Committee is responsible for regional community development and safety by:

· Developing (and monitoring) strategy, policy and action plans, including any agreed community consultation, to recommend to the Regional Strategy and Policy Committee, as set out in the Schedule of Key Projects for Reporting Committees, attached to these Terms of Reference*

· Acting as a community interface for consultation on policies and as a forum for raising community concerns, while ensuring community engagement is complementary to that undertaken by local boards

Powers

All powers necessary to perform the Committee’s responsibilities

Except:

(a) powers that the Governing Body cannot delegate or has retained to itself (section 2)

(b) where the Committee’s responsibility is limited to making a recommendation only

(d) the approval of expenditure that is not contained within approved budgets

(e) the approval of expenditure of more than $2 million

(f) the approval of final policy

(g) deciding significant matters for which there is high public interest and which are controversial

(h) the commissioning of reports on new policy where that policy programme of work has not been approved by the Regional Strategy and Policy Committee

(i) the power to establish sub-committees

*Schedule of key projects for the Community Development and Safety Committee

Alcohol harm reduction strategy

Plan for homelessness

Community safety programmes

Themes 2014

Date	Portfolio Holder/s	Theme	Venue
25 June	Cr John Watson	Youth Employment	Wesley Community Centre, 740 Sandringham Road, Mt Roskill
13 August	Cr Linda Cooper	Food Health	Auckland Town Hall
24 September	Cr Calum Penrose & Cr George Wood	Policy & Safety in Auckland	Auckland Town Hall

Themes 2015

Date	Portfolio Holder/s	Theme	Venue
18 February	Cr Alf Filipaina & Kris MacDonald	Southern Initiative	Manukau Civic Annex, 31-33 Manukau Station Road
18 March	Cr Cathy Casey	Rainbow Communities	135 Albert Street
5 May	Cr Linda Cooper	Women & Family Violence	Te Atatu Community Centre, 595 Te Atatu Road
5 August	Cr Alf Filipaina	Migrants & Refugees	Chinese New Settlers Services Trust Office, 15-19 Clifton Court, Panmure
7 October	Cr Cathy Casey	Older People	Auckland Town Hall
2 December	Cr John Watson	Literacy	Otahuhu Library, 28-30 Mason’ Avenue

Proposed Meeting Themes 2016

The proposed committees meeting themes and portfolio holders for 2016 are as follows:

Date	Portfolio Holder/s	Theme	Venue
3 February	Deputy Mayor Penny Hulse	Disability	TBA
30 March	Cr Cathy Casey	Homelessness	TBA
1 June	Cr John Watson	Social Response to Intensification	TBA
3 August	Cr Cathy Casey	Rainbow Community	TBA

Exclusion of the public – who needs to leave the meeting

Members of the public

All members of the public must leave the meeting when the public are excluded unless a resolution is passed permitting a person to remain because their knowledge will assist the meeting.

Those who are not members of the public

General principles

· Access to confidential information is managed on a “need to know” basis where access to the information is required in order for a person to perform their role.

· Those who are not members of the meeting (see list below) must leave unless it is necessary for them to remain and hear the debate in order to perform their role.

· Those who need to be present for one confidential item can remain only for that item and must leave the room for any other confidential items.

· In any case of doubt, the ruling of the chairperson is final.

Members of the meeting

· The members of the meeting remain (all Governing Body members if the meeting is a Governing Body meeting; all members of the committee if the meeting is a committee meeting).

· However, standing orders require that a councillor who has a pecuniary conflict of interest leave the room.

· All councillors have the right to attend any meeting of a committee and councillors who are not members of a committee may remain, subject to any limitations in standing orders.

Independent Māori Statutory Board

· Members of the Independent Māori Statutory Board who are appointed members of the committee remain.

· Independent Māori Statutory Board members and staff remain if this is necessary in order for them to perform their role.

Staff

· All staff supporting the meeting (administrative, senior management) remain.

· Other staff who need to because of their role may remain.

Local Board members

· Local Board members who need to hear the matter being discussed in order to perform their role may remain. This will usually be if the matter affects, or is relevant to, a particular Local Board area.

Council Controlled Organisations

· Representatives of a Council Controlled Organisation can remain only if required to for discussion of a matter relevant to the Council Controlled Organisation.

Community Development and Safety Committee

30 March 2016

ITEM TABLE OF CONTENTS PAGE

1 Apologies 9

2 Declaration of Interest 9

3 Confirmation of Minutes 9

4 Petitions 9

5 Public Input 9

5.1 Lifewise 9

5.2 Auckland City Mission 10

5.3 Auckland City Mission - Awhina Mai Steering Group 10

5.4 Community Housing Aotearoa - David Zussman 10

5.5 Corie Haddock - Homelessness 11

6 Local Board Input 11

7 Extraordinary Business 11

8 Notices of Motion 12

9 The New Beginnings Court/ Te Kooti o Timatanga Hou 13

10 Rainbow Communities Advisory Panel 15

11 Seniors Advisory Panel - Chair's Presentation 17

12 New Zealand Police Update - Inspector Gary Davey 19

13 Update on Auckland Council's Activity to Address Homelessness 21

14 Update on Long-term Plan Homelessness Budget Activity 29

15 Information on process and cost of becoming a World Health Organisation (WHO) Age-friendly City 33

16 Safe Communities Accreditation Update 35

17 Graffiti Vandalism Prevention Programme Update 39

18 Auckland City Centre Masterplan Targets Reviews Report - Crime and Safety Issues 43

19 Update on Community Safety Activity 87

20 Update from General Manager Arts, Community and Events 91

21 General Manager’s update on activity in Libraries & Information 93

22 Central library project and change 95

23 Reports Pending Status Update 101

24 Consideration of Extraordinary Items

1 Apologies

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

2 Declaration of Interest

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

3 Confirmation of Minutes

That the Community Development and Safety Committee:

a) confirm the ordinary minutes of its meeting held on Wednesday, 3 February 2016 as a true and correct record.

4 Petitions

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

5 Public Input

Standing Order 7.7 provides for Public Input. Applications to speak must be made to the Democracy Advisor, in writing, no later than one (1) clear working day prior to the meeting and must include the subject matter. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders. A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.

5.1 Lifewise

Purpose

1. To provide an overview of the assistance and support services provided for homelessness.

Executive Summary

2. Moira Lawler, Chief Executive Lifewise will be present to address the Community Development and Safety Committee.

Recommendation/s

That the Community Development and Safety Committee:

a) thank Moira Lawler, Chief Executive, Lifewise for her attendance.

5.2 Auckland City Mission

Purpose

1. To outline the services Auckland City Mission offers to Auckland City and discuss how Auckland Council could support the work of the Auckland City Mission.

Executive Summary

2. Wilf Holt, Team Leader, Homeless Community will be present to address the Community Development and Safety Committee.

Recommendation/s

That the Community Development and Safety Committee:

a) thank Wilf Holt, Team Leader, Homeless Community for his presentation.

5.3 Auckland City Mission - Awhina Mai Steering Group

Purpose

1. To provide a brief outline on the Awhina Mai Steering Group and Auckland City Mission work programme outlining the services Auckland City Mission offers to the Auckland City.

Executive Summary

2. Allyson Miller, Homeless Outreach and Support Services will be present to address the Community Development and Safety Committee.

Recommendation/s

That the Community Development and Safety Committee:

a) thank Allyson Miller, Homeless Outreach and Support Services for her presentation.

5.4 Community Housing Aotearoa - David Zussman

Purpose

1. To provide an overview on the homelessness programmes undertaken in the community.

Executive Summary

2. David Zussman, Emergency Housing Housing Coordinator will be present to address the Community Development and Safety Committee.

Recommendation/s

That the Community Development and Safety Committee:

a) thank David Zussman, Emergency Housing Coordinator for his attendance.

5.5 Corie Haddock - Homelessness

Purpose

1. To provide a brief overview on the programmes and support provided for Homelessness in the community.

Executive Summary

2. Corie Haddock will be present to address the Community Development and Safety Committee.

Recommendation/s

That the Community Development and Safety Committee:

a) thank Corie Haddock for his attendance.

6 Local Board Input

Standing Order 6.2 provides for Local Board Input. The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time. The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give one (1) day’s notice of their wish to speak. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.

This right is in addition to the right under Standing Order 6.1 to speak to matters on the agenda.

At the close of the agenda no requests for local board input had been received.

7 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

8 Notices of Motion

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

Community Development and Safety Committee

30 March 2016

Update on Auckland Council's Activity to Address Homelessness

File No.: CP2016/04631

Purpose

1. To update the Community Development and Safety Committee on council activity to address homelessness in Auckland.

Executive Summary

2. Homelessness is increasing across Auckland. In 2014 the Auckland City Mission count found 147 people sleeping rough within a three kilometre radius of the Sky Tower. This was a 116 per cent increase (68 people) from 2013. Although most were men, there was a 21 per cent increase in women sleeping rough compared to 2012 (from seven to 31).

3. The city’s current housing stock is not sufficient to house Auckland’s growing population.

4. Auckland Council’s response to homelessness is framed by Directive 11.6 of the Auckland Plan: “Exploring all options to reduce homelessness, in partnership between the Auckland Council, central government and the community sector”.

5. Following the establishment of the Community Empowerment Unit (CEU) on 1 October a homelessness work programme was developed. This programme aligns with the Empowered Communities Approach and the direction set within the Rough Sleepers Steering Group action plan.

6. Council is responding to homelessness through a range of activities. This includes activity which specifically aims to benefit homeless people (such as funding website development and homeless user groups) and mainstream activity which while benefiting the public, also has particular benefit to the homeless (such as enhanced public amenities in the city centre).

7. Auckland Council has allocated $360,000 in the Auckland Council Long-term Plan 2015-2025 to support the provision of emergency housing ($250,000) and regional homelessness initiatives ($110,000).

Recommendation/s

That the Community Development and Safety Committee:

a) receive the report.

Comments

Background

8. Statistics New Zealand (2015) defines homelessness as ‘a living situation where people with no other options to acquire safe and secure housing are without shelter, in temporary accommodation, sharing accommodation with a household, or living in uninhabitable housing’.

9. Based on 2006 census data the majority of ‘severely housing deprived’ people lived in main centres with 44 per cent (14,936 people) in Auckland.

10. In 2014 the Auckland City Mission count found 147 people sleeping rough within a three kilometre radius of the Sky Tower. This was a 116 per cent increase (n: 68) from 2013. Although most were men, there was a 21 per cent increase in women sleeping rough compared to 2012 (from seven to 31).

11. Data relating to rough sleeping outside of the city centre is scarce. However services such as the Auckland City Mission and the Salvation Army have reported increased levels of rough sleeping in suburban areas. Some high profile instances have been reported including a rough sleepers campsite in New Lynn.

12. Auckland’s current housing stock is not growing proportionally with population growth. Property and rental prices have increased while the amount of affordable short-term accommodation available has decreased. These factors have contributed to growing levels of homelessness and an increase in rough sleeping in Auckland. ‘Rough sleepers’ are people sleeping on the streets, in empty buildings, doorways and car parks.

Strategic drivers for homelessness activity

13. Directive 11.6 of the Auckland Plan ‘Exploring all options to reduce homelessness, in partnership between the Auckland Council, central government and the community sector’ frames council’s homelessness work programme.

14. Auckland Council allocated $360,000 in the Long-term Plan 2015-2025 to support the provision of emergency housing ($250,000) and regional homelessness initiatives ($110,000).

15. Council staff chair the Rough Sleeping Steering Group (RSSG). This group provides a collaborative response to the growing number of rough sleepers in the city centre. It comprises senior representatives from government and non-government agencies who provide leadership, advocacy and oversight of strategies, policies and practices so that rough sleepers are supported into long-term accommodation.

16. The RSSG draft action plan is a multi-agency plan with a vision to end rough sleeping by 2022 in central Auckland. The RSSG plan provides a strategic driver for the council’s activity in relation to homelessness.

An empowered communities approach to homelessness

17. The Community Empowerment Unit has developed a homelessness work programme with key agencies and individuals from the sector. The homelessness work programme is underpinned by the empowered communities approach. The outcomes of the work programme are to:

· enhance public amenities in the city centre (24 hour showers and toilets and the provision of storage lockers)

· support learning and employment opportunities

· contribute to improving emergency housing provision

· support service development

Enhance public amenities in the city centre

18. The Development Programme Office has recently produced a framework for enhancing the Aotea Quarter. The framework recommends ‘quarter specific projects aimed at addressing matters relating to rough sleeping’ be implemented.

19. The Community Empowerment Unit is supporting a cross-council working group (including the Development Programme Office and Community Facilities to investigate the provision of public amenities (storage lockers and 24 hour public toilets and showers) as part of this enhancement work.

20. While responding to some of the issues facing rough sleepers, enhanced provision of storage lockers, toilets and showers will benefit all visitors to the city centre.

Support learning and employment opportunities

21. In February 2016, staff met with ‘Big Issue’ Australia as part of a feasibility study they are undertaking to ascertain whether establishing an Auckland based Big Issue is viable. The Big Issue is an employment initiative that encourages homeless people and rough sleepers to sell magazines as an alternative to begging. The outcome of this study will determine the next steps and council’s future involvement.

Contribute to improving emergency housing provision

22. The Auckland Council Long-term Plan 2015-2025 allocated $250,000 in FY2015/2016 and 2016/2017 to improve emergency housing.

23. With this budget, Council staff contracted Community Housing Aotearoa (CHA) to address the growing demand for emergency housing in Auckland, and to improve the coordination of existing services. The value of that contract is $115,155 for FY2015/2016, and the funds will be used to build the capacity of emergency housing providers to house homeless families.

24. Staff are also working with CHA to develop a work programme, with support provided by the Auckland Emergency Housing Providers Network. The Community Empowerment Unit will monitor progress against funding agreement milestones.

25. Staff are currently identifying further initiatives to address Auckland’s emergency housing concerns.

Support service development

26. Feedback from West Auckland social services highlighted a need to develop a specific outreach service in the area. In response to this need, council has funded the Salvation Army Waitakere $25,000 towards an outreach service in the west. The Auckland City Mission will work alongside Salvation Army Waitakere to provide specific training and support.

27. The Community Empowerment Unit will monitor the Salvation Army Waitakere’s progress against funding agreement milestones for this project to ensure effective delivery, with the aim of preventing long-term rough sleeping and homelessness in west Auckland.

28. In addition to the work with Salvation Army Waitakere, staff are currently contracting for a provider who can develop a homeless services website to provide information on services and support available for the homeless.

Other activities across Council

29. Activities undertaken by other council departments that support the homelessness action plan are outlined below.

i) Libraries

30. The Central City Libraries team worked with homeless people to address homelessness needs. The result is that a bookclub has been established which has been well received. The pecha kucha presentation provides background to the project.

ii) Licensing and Compliance Services

31. An update on begging behaviour in the central city was provided to the Regulatory and Bylaws Committee on 9 December, 2015. This reported that from October 2013 to October 2015 the trend in incidents with people found begging in the city centre in breach of the bylaw appears to have increased. This is likely due to an increased number of compliance patrols resulting in increased opportunities for encounters. Overall, staff have observed a noticeable change in the behaviour of people begging, from aggressive to more passive begging.

iii) Regulatory tools under development

32. Two bylaws in the Social Policy and Bylaws work programme that are relevant to Auckland’s homeless population are the Freedom Camping Bylaw Project and the Public Safety and Nuisance Bylaw. A Freedom Camping bylaw will be developed in FY16/17.

33. Auckland Council’s Public Safety and Nuisance Bylaw 2013 will be updated in FY17/18. The bylaw addresses issues relating to public safety, nuisance and inappropriate behaviour in public places.

34. Both bylaws are relevant to and have implications for Auckland’s homeless population. The Empowered Communities Unit will advise the bylaws team on the consultation approach, to ensure homeless people’s views are included in the bylaw development process.

iv) Social and Affordable Housing

35. Social and affordable housing activities are undertaken by a number of departments within council. Some of the activities originate from the 2012 Housing Action Plan. There are also a number which have been initiated since the plan was released and most activities involve cross-council collaboration. More information on Social and Affordable Housing Activities is included in Attachment A.

36. The Development Programme Office and Resource Consents Unit are supporting the Ministry of Social Development (MSD) to provide new social and emergency housing across Auckland. Emerge Aotearoa, a community organisation, were awarded the $2 million MSD contract to provide 30 places for individuals or families, for a stay of up to twelve weeks.

v) Parks, Sport and Recreation

37. Parks, Sport and Recreation are investigating the installation of furniture for park users to charge portable electronic devices (e.g. mobile phones). This will benefit rough sleepers whose mobile phones often provide a vital and sole means of contact.

Consideration

Local Board views and implications

38. This report has been prepared for the Community Development and Safety Committee; local board views have not been sought on this report. A number of local boards are engaging with the issue of homelessness in their local area:

· In January 2016 staff met with the Henderson-Massey Local Board to provide an overview of the homelessness project.

· In February 2016 staff updated the Waitemata Local Board community portfolio holders on the homeless initiatives underway in the central city.

· The Waitemata Local Board are funding the park furniture project, previously mentioned.

Māori impact statement

39. The 2013 Auckland City Mission survey^{^[1]} of ‘rough sleepers’ found the majority were Māori and older than 30 years of age.

40. Awhina Mai Tatou and Kahikatea are Māori homeless community groups. Supported by the Auckland City Mission the groups are currently working together to develop a programme centred on building community through culture. The groups intend to approach the council for funding in 2016 /2017.

41. Māori and Pasifika-led solutions are a key focus in the response to emergency housing funding.

Attachments

No.	Title	Page
a View	Update on Social and Affordable Housing Activities	27

Signatories

Author	Christine Olsen - Community Empowerment Manager
Authoriser	Graham Bodman - General Manager Arts, Community and Events

Community Development and Safety Committee

30 March 2016

Update on Long-term Plan Homelessness Budget Activity

File No.: CP2016/04619

Purpose

1. To update the Community Development and Safety Committee on expenditure of the regional homelessness initiatives and emergency housing budget.

Executive Summary

2. Auckland Council has allocated $360,000 from the 2015-2025 Long-term Plan budget to support the provision of emergency housing and regional homelessness initiatives for FY15/16.

3. In summary, $140,155 of the total budget has been allocated. The remainder ($219,845) of the total budget will be allocated by 30 June 2016.

4. Funding has been confirmed for:

· Community Housing Aotearoa to improve coordination across the emergency housing sector

· the Salvation Army Waitakere to deliver a homelessness outreach service in west Auckland.

5. Other regional homelessness initiatives identified are a homeless services website, enhancing public amenities, and an evaluation of Auckland homeless outreach services.

Recommendation/s

That the Community Development and Safety Committee:

a) receive the report.

Comments

Background

6. On 8 May 2015 the Budget Committee resolved to

“provide a budget of $360,000 for years one and two of the Long-term Plan 2015-2025 and $110,000 for year three for emergency housing, homelessness and rough sleeping responses across Auckland” (resolution number BUD/2015/45).

7. The allocation of funds for the FY15/16 is $360,000. This includes $250,000 for the provision of emergency housing and $110,000 for regional homelessness initiatives.

Emergency housing budget

8. The 2015-2025 Long-term Plan allocated $250,000 in FY15/16 and 16/17 to support emergency housing providers in Auckland.

9. Council has funded Community Housing Aotearoa (CHA) $115,155 to improve the coordination of emergency housing providers and address the growing demand of emergency housing in Auckland.

10. The funding will support CHA to build the capacity of emergency housing providers and ensure homeless families are homed quickly. CHA are currently developing a work programme with support provided by the Auckland Emergency Housing Providers Network.

11. Staff will monitor progress and provide support as necessary.

12. In partnership with the emergency housing sector, the remaining budget ($134,845) will be allocated before 30 June 2016 to initiatives which support the provision of emergency housing in Auckland.

Regional homelessness initiatives budget

13. The Long Term Plan 2015-2025 allocated $110,000 in FY 15/16 to assist with regional homeless initiatives.

Outreach Service – west Auckland

14. Feedback from west Auckland social services highlighted a need to develop a specific outreach service in the area to engage with rough sleepers and connect them to services. In response to this need, council has funded the Salvation Army Waitakere $25,000 towards an outreach service in the west. The Auckland City Mission will work alongside Salvation Army Waitakere to provide specific training and support.

15. The Community Empowerment Unit will monitor the Salvation Army Waitakere’s progress against milestones for this project to ensure effective delivery, with the aim of preventing long-term rough sleeping in west Auckland.

Other initiatives

16. The Community Empowerment Unit has identified other initiatives to fund. These include:

· a homeless services website

· enhancing public amenities

· an evaluation of Auckland homeless outreach services.

Homeless services website

17. The homeless services website will provide information for homeless people, service providers and other interested parties about relevant services and support available for the homeless in Auckland. $40,000 has been allocated to support this initiative.

18. Staff are finalising the funding agreement and contract for this initiative. Once confirmed, monitoring will ensure the objectives and contract are met.

Enhancing public amenities

19. A cross council steering group has formed to examine how public amenities (24-hour toilets, showers and storage lockers in the city centre in the city centre) could be enhanced. The allocated funding ($10,000) will support a co-design process to identify potential solutions.

20. Staff are finalising the funding agreement and contract for this initiative. Once confirmed, monitoring will ensure the objectives and contract are met.

Evaluation of Auckland homeless outreach services

21. Staff have allocated $35,000 to evaluate existing outreach services for the homeless in Auckland. The evaluation will assist staff to ensure outreach services are delivered effectively and consistently across Auckland.

22. Staff are working with Research Investigation and Monitoring Unit to identify a preferred evaluator.

23. The evaluation is a collaborative project between Auckland Council, Auckland City Mission and Salvation Army Waitakere.

Consideration

Local Board views and implications

24. This budget has been allocated from the Long-term Plan 2015-2025 budget.

25. Henderson-Massey and Waitemata Local Boards are updated regularly on the homelessness initiatives in their local board area. These initiatives are having a positive impact in addressing the local boards’ homelessness concerns.

Māori impact statement

26. Homelessness is a social and health issue that disproportionately affects Māori. The 2013 Auckland City Mission survey^{^[2]} of rough sleepers found the majority were Māori and older than 30 years of age. It is therefore essential that a Maori lens is applied when allocating budget to homelessness initiatives.

27. Awhina Mai Tatou and Kahikatea are Māori homeless community groups. Supported by the Auckland City Mission the groups are currently working together to develop a programme centred on building community through culture. The group intend to approach the council for funding in 2016/2017.

28. Māori and Pasifika-led solutions are a key focus in the response to emergency housing funding.

Attachments

There are no attachments for this report.

Signatories

Author	Christine Olsen - Community Empowerment Manager
Authoriser	Graham Bodman - General Manager Arts, Community and Events

Community Development and Safety Committee

30 March 2016

Information on process and cost of becoming a World Health Organisation (WHO) Age-friendly City

File No.: CP2016/04730

Purpose

1. To provide the committee with information on the process and cost of Auckland becoming a World Health Organisation (WHO) Age-friendly City.

Executive Summary

2. This is an information-only report which provides information on the process and cost of Auckland becoming a World Health Organisation (WHO) Age-friendly City, as requested by the Community Development and Safety Committee (COM/2015.59).

Background

3. The WHO Age-friendly network comprises 145 cities in 22 countries around the world. Cities who belong to the network demonstrate an on-going commitment to creating an inclusive and accessible environment to benefit an ageing population. Auckland is not currently an accredited age-friendly city.

4. The WHO has developed guidelines to create age-friendly communities, and established a formal accreditation process for cities that meet the guidelines. The guidelines include eight interconnected domains that contribute to active and healthy ageing. Attachment A includes Global Age-friendly Cities: A Guide. This document provides information on each domain.

Process of becoming an age-friendly city

5. Belonging to the WHO Age-friendly Global Network requires mayoral endorsement supporting Auckland’s intent and future commitment to become an age-friendly city. Accreditation also requires Auckland Council to:

· work collaboratively with older people and across the older-persons’ sector

· develop a baseline assessment (based on the eight domains) of how age-friendly Auckland is currently

· develop a three year city-wide action plan based on the assessment’s findings

· monitor progress against the action plan.

The benefit of membership is that it would connect Auckland to a global network of experts in ageing, provide guidance on approaches for developing and implementing an Age-friendly City and provide access to good age-friendly practices.

Cost of participation

6. Network participation requires that Council invest time and resources in developing an age-friendly environment in all aspects, and share learnings and achievements with fellow network members. Annual commitments include reporting to the WHO on progress and outcomes achieved in the developed plan. There is no membership fee associated with becoming an age-friendly city.

Next steps

7. Community and Social Policy (CSP) staff are carrying out work into issues facing older Aucklanders. Staff advise that council will be in a better position to decide whether to progress age-friendly cities accreditation once the CSP work on older Aucklanders is available for consideration.

8. The decision to proceed with accreditation would sit with the Regional Strategy and Policy Committee. The Community Development and Safety Committee may wish to recommend that the Regional Strategy and Planning Committee proceed with accreditation.

9. CSP will provide information to the Regional Strategy and Policy Committee on their work regarding older Aucklanders in April 2016. The team will also update the Seniors Panel at their May 2016 meeting. At time of writing, this material was not available for circulation to the Community Development and Safety Committee. Staff will circulate this information to the Community Development and Safety Committee in April.

Recommendation/s

That the Community Development and Safety Committee:

a) receive this report.

Attachments

No.	Title	Page
a View	Global Age Friendly Cities A Guide (Under Separate Cover)

Signatories

Author	Kylie Hill - Business Advisor
Authoriser	Graham Bodman - General Manager Arts, Community and Events

Community Development and Safety Committee

30 March 2016

Safe Communities Accreditation Update

File No.: CP2016/04767

Purpose

1. To present the Community Development and Safety Committee with information on Auckland becoming an accredited Safe Community.

Executive Summary

2. In May 2015, the Community Development and Safety Committee requested staff to work ‘with Safe Communities Foundation New Zealand to investigate and report back a plan of accreditation’ (COM/2015/32). This report provides the committee with information on the Safe Communities accreditation process.

3. Accreditation requires mayoral endorsement, a written application aligning existing safety programmes with Safer Communities’ six safety indicators, and an external review and site visit by the Safer Communities Foundation New Zealand (SCFNZ). Ongoing commitments include annual reporting and membership fees.

4. Advantages of the accreditation are that it provides membership to an international network and opportunities to share and learn from best practice. The SCFNZ model also aligns with the principles of the Empowered Communities Approach. Disadvantages include ‘brand confusion’ with initiatives that are associated with Safer Communities and Auckland Council, and the fact that the Auckland Plan already provides a monitoring framework for safety initiatives within Council.

5. On balance, staff consider that the Safe Community approach will increase the effectiveness of inter-agency collaboration on increasing community safety in Auckland because it:

· is an internationally recognised programme, independent of council

· is a consistent platform for local and central government collaborate with community interest groups on projects that improve safety

· aligns with the Thriving Communities action plan

· can be implemented consistently with the Auckland Plan annual implementation reporting.

6. Becoming a Safe Community would result in some impacts to current implementation activity. This would need to be considered by the Regional Strategy and Policy Committee prior to committing Auckland Council to pursuing accreditation. Staff recommend that council pursue Safer Communities Accreditation.

Recommendation/s

That the Community Development and Safety Committee:

a) recommend that the Regional Strategy and Policy Committee resolve for Auckland to become an accredited Safe Community, and write to the Safer Communities Foundation New Zealand to initiate the accreditation process.

Comments

Background

7. In May 2015, the Community Development and Safety Committee resolved to:

c) request senior Auckland Council staff to work with SCFNZ advisors to investigate and report back a plan of accreditation and that Council staff report this plan back to the Community Development and Safety Committee (COM/2015/32).

The Safe Community Model

8. SCFNZ defines a safe community as ‘a liveable community, where people can go about their daily activities in an environment without fear, risk of harm or injury’^{^[3]}. The Safe Community accreditation process requires that cities work towards achieving six defined safety indicators.

9. The World Health Organisation recommends the Safe Community model to prevent injury and promote community safety.

10. Two accredited Safe Communities in Auckland were in place prior to amalgamation. Safe Waitakere (now Safer West) was the first Safe Community to be accredited in New Zealand. Safer North operates on the North Shore.

Achieving safety outcomes in the Auckland Plan

11. Working towards achieving the safety outcomes in the Auckland Plan requires a whole of council, whole of community approach. Staff have worked with SCFNZ advisors to understand how the Safe Community model could support the various safety related outcomes identified in the Auckland Plan.

Accreditation as a Safe Community

12. SCFNZ provide a guide to developing a safe community.^{^[4]} SCFNZ offers advice and support to organisations throughout the accreditation process.

13. The first step towards accreditation is providing a letter of intent to SCFNZ. The second step is a written application describing the Auckland community’s safety efforts based around the six key indicators, which are as follows:

· Leadership and Collaboration: Demonstration of leadership by coalition or group focused on improving community safety.

· Programme Reach: The range and reach of community safety programmes operating throughout the community/region, including an indication of the extent to which they are based on proven or promising intervention strategies.

· Priority Setting: Demonstration of programmes that target and promote safety for high risk/vulnerable groups and environments.

· Data Analysis and Strategic Alignment: Analysis of available safety (injury, violence, crime and perception) data for your community/region and how they align with established national/state/regional priorities and action plans.

· Evaluation: Outline of expected impacts and how they are being measured or evaluated.

· Communication and Networking: Demonstration of community engagement with relevant sectors of your community/region and ongoing participation in local, national and international Safe Communities networks is required

14. The third step is the SCFNZ review of the application and site visit. This is conducted by a panel with one international peer reviewer.

Positive aspects of accreditation

15. The Safe Communities accreditation provides a ‘neutral’, cross-sector framework for multiple parties to work towards. Adopting an independent framework provides opportunities for the council to improve its ability to work with other parts of the community safety system in Auckland.

16. Subscribing to the SCFNZ model would align council with central government in the safety area. Specifically, the Ministry of Health has been aligning its focus in this area with the World Health Organisation Safe Communities approach. The ministry provides funding for the council Injury Prevention Programme and a number of other key stakeholders.

17. Accreditation would also bring Auckland into the Pan Pacific Safe Communities Network with active links to Australia, Canada and the United States of America. This would provide opportunities to interact with and learn from cities and communities around the world.

18. A New Zealand network of safe communities is developing and is expected to improve collaborative opportunities with organisations and central government agencies.

19. The SCFNZ process is also a low cost model that synergises well with the Empowered Communities Approach in addressing injury prevention and safety promotion at a local and regional level.

Negative aspects of accreditation

20. Many of the benefits of the Safe Community approach are able to be delivered under existing policies and activities developed under the Auckland Plan and performance assessed annually.

21. There is an application fee of $2,000 and an ongoing requirement of an annual report, annual coalition survey and a re-accreditation process after five years. These costs and the resourcing to support the reporting would need to be covered by the council and, where appropriate, other key stakeholders. When considered against the option of developing a new framework across safety initiatives, staff consider the accreditation costs to be relatively low.

Alternatives to accreditation

22. The driver for pursuing Safer Community accreditation is increasing Aucklanders’ safety and creating a more liveable Auckland. The Auckland Plan and Thriving Communities already provide initiatives to further this end, and so one option is to continue with these initiatives without seeking SCFNZ accreditation. Staff consider that applying for accreditation brings a stronger emphasis to these existing initiatives.

23. Another option is, rather than applying for accreditation, staff develop a council-specific framework for safety-related activities and partnerships. This option would be less efficient than subscribing to an existing framework with an established community of practice such as that offered by SCFNZ.

Recommended action

24. Staff consider that pursuing accreditation is likely to improve injury prevention and community safety outcomes, by providing council access to international examples of best practice and by facilitating cross-sector collaboration in Auckland.

25. This option requires staff to further integrate safety outcomes across all areas of the Auckland Plan; staff will identify new policy development opportunities alongside the accreditation process.

Consideration

Local Board views and implications

26. Local board views have not been sought on Safe Communities accreditation for Auckland.

27. The previous Waitakere City Council was Safe Communities accredited in 1999. In April 2013, Henderson-Massey, Waitakere Ranges and Whau Local Boards were re-accredited to be an International Safe Community by the World Health Organization.

28. The previous North Shore City Council was Safe Communities accredited in 2007. The communities in the Devonport-Takapuna, Hibiscus and Bays, Kaipatiki and Upper Harbour Local Boards were re-accredited in August 2013 to a Pan Pacific Safe Community.

29. All local boards have community safety initiatives in their local board work programmes.

Māori impact statement

30. Strategic safety initiatives contribute to the Māori Responsiveness Framework by supporting the aspirations of whānaungatanga, wairuatanga and manaakitanga.

31. The council will be increasing the quality of collaboration and working collectively with other agencies to improve safety outcomes. It is likely that this will receive a high level of focus in areas of high Māori populations as many of these local board plans prioritise community safety.

Implementation

32. The next step in the accreditation process is for the Regional Strategy and Planning committee to write a letter of intent to SCFNZ. The committee would require further information prior to making that decision. Staff would brief the committee on the following matters:

· Funding options - including a designated coordinator.

· Governance options - staff would recommend that the committee appoint one or more members to support developing governance options.

Attachments

There are no attachments for this report.

Signatories

Author	Brian Taylor - Community Safety Programme Manager
Authoriser	Graham Bodman - General Manager Arts, Community and Events

Community Development and Safety Committee

30 March 2016

Graffiti Vandalism Prevention Programme Update

File No.: CP2016/04768

Purpose

1. To provide the committee with an update on the graffiti vandalism prevention programme.

Executive Summary

2. The Auckland Graffiti Vandalism Prevention Plan was implemented in 2012 after being approved by the Regional Development and Operations Committee (RDO/2012/47).

3. Five service providers were contracted to deliver graffiti vandalism prevention services across the Auckland region.

4. The contracts are for three years plus one further renewal period of two years. The initial contract was granted for the period from 1 July 2013 to 30 June 2016.

5. All five service providers have consistently met, or exceeded, the contract key performance indicators each quarter from July 2013 to December 2015.

6. Auckland Council will be approaching the service providers to renew the contracts for a further two years on the same terms and conditions.

7. The eradication service providers have collectively responded to 9132 customer requests for service from 1 July 2013 to 31 December 2015. Of the 9,132 requests for service, 99.9 per cent were removed within the 24 hour time frame.

8. The ambient survey measures the level of graffiti across Auckland from the public’s perspective. There has been a continued increase in performance each year since 2011, with the 2015 ambient score, achieving 94 out of a possible 100.

9. The graffiti vandalism prevention outsourced works and services budget will be reduced by $890,000 annually from the 2015/16 financial year onwards as part of the Long-term Plan savings requirement.

Recommendation/s

That the Community Development and Safety Committee:

a) receive the report.

b) note the renewal of the service delivery contracts for a further two years on the same terms and conditions.

c) note the budget reduction in the graffiti vandalism prevention programme from the 2015/16 financial year onwards which will result in a reduction in education activity.

Comments

Background

10. In July 2012, the Auckland Graffiti Vandalism Prevention Plan was implemented after being endorsed by the Community Safety Forum and approved by the Regional Development and Operations Committee (CS/2012/4) (RDO/2012/47).

11. The plan’s purpose is to establish a single approach to graffiti vandalism for the whole of Auckland Council and enable the prevention, management and reduction of graffiti vandalism across the region.

12. On 18 December 2012, the Tenders and Procurement Subcommittee resolved to:

a) approve the Graffiti Vandalism Prevention Services Procurement Plan

b) agree that there be no restatement of the confidential report for the Graffiti Vandalism prevention Services Procurement Plan or the resolutions of the Tenders and Procurement Sub-committee (TP/2012/72).

13. The approval of the procurement plan endorsed five year contracts in the form of three years plus one further renewal period of two years.

14. Five service providers were selected through an open procurement process. Each contract was granted for the period 1 July 2013 to 30 June 2016.

15. The service providers include:

· Manukau Beautification Trust (southern area – eradication contract)

· Civic Contractors (central area – eradication contract)

· Tag Out Trust (western area – eradication contract)

· Recreational Services Limited (northern area – eradication contract)

· Thompson and Clark Investigations Limited (regional enforcement contract).

Management

16. The purpose of the eradication contracts is to remove graffiti vandalism from assets in-scope of the service. In-scope assets include residential and small commercial street frontage, council buildings, parks, public toilets, skate parks, playgrounds, carriageways, footpaths, street furniture, walkways, cycle ways, light poles, signage and local community run buildings.

17. The contracts have key performance indicators requiring the removal of RFS graffiti vandalism within 24 hours and within two hours for offensive graffiti vandalism.

18. The enforcement contract’s key performance indicator is providing New Zealand Police with files for prosecution of emerging and recidivist offenders.

19. All five service providers have consistently met, or exceeded, the contract key performance indicators each quarter from July 2013 to December 2015.

20. Staff propose renewing the contracts with the current service providers. This will provide a further two years on the same terms and conditions. The decision is based on the high performance and success of the service provided in the first three year period.

Budget

21. The approval of the Community-Led Community Development (Empowered Communities) proposal identified Long-term Plan budget savings to be realised as a result of the creation of the Community Empowerment Unit. The graffiti vandalism prevention outsourced works and services budget will be reduced by $890,000 annually, from the 2015/16 financial year onwards, as part of this savings requirement.

22. The outsourced works and services budget was $5,365,000 and will be reduced to $4,475,000. This budget line includes the contract commitments which have not changed.

23. In the 2014/15 year $450,000 was allocated to community organisations for graffiti vandalism education initiatives. This budget has been removed to meet budget savings.

Prevention

24. The graffiti vandalism prevention programme continues to be independently measured by Tasman Research Limited. The audit is conducted twice a year with a visual survey of the 21 local board areas and a customer satisfaction survey.

25. The visual survey looks at perceptions of how graffiti free the region is for in-scope and out-of-scope assets. The combined result provides the ambient measure, which is, how free of graffiti the area is from the public’s perspective.

26. The first visual survey in March 2011 provided a baseline of 85 out of a possible 100 for the ambient score. Since 2011 the results have continued to increase, with the 2015 ambient score achieving 94 out of a possible 100.

27. The most recent customer satisfaction survey was conducted in October 2015 with a combined average score of the eradication service providers of 95 out of a possible 100. This shows customer satisfaction with both the effectiveness and speed in which their request for service was carried out.

Education

28. Community education and prevention is built into the eradication contracts. Each service provider must champion volunteer involvement through the adopt-a-spot programme. This includes supporting volunteers and community groups and providing free removal materials. They also develop community relationships and raise awareness around graffiti vandalism. This activity is not impacted by the budget reduction as it is included in the contractual commitments through to FY 2017/18.

29. In the 2014/15 year $450,000 was allocated to community organisations for graffiti vandalism education initiatives. This included identifying 10 graffiti hot spot areas across Auckland where external organisations worked with young people to transform the hot spots into safe and vibrant spaces. The initiatives included arts/mural based activities, sports based activities and place making activities. The reduction in the outsourced works and services budget means that funding for these education initiatives will not be available for 2015/16.

Achievements

30. At the end of June 2015, the number of graffiti vandalism removal jobs across the Auckland region had reduced by 25 per cent. Service providers removed 124,775 instances in 2012/13, 108,492 instances in 2013/14 and 94,464 instances in 2014/15.

31. There has been a slight increase in removal jobs in the first half of the 2015/16 financial year with 58,984 removal jobs recorded. These numbers have subsequently reduced in January and February 2016.

32. The eradication service providers have collectively responded to 9132 customer requests for service from 1 July 2013 to 31 December 2015. Of the 9132 RFS, 99.9 per cent were removed within the 24 hour time frame.

33. Over 1200 volunteers across the region have signed up to the adopt-a-spot programme. They work with our service providers to keep a local area free of vandalism.

34. The ambient survey performance scores have continued to increase each year since 2011.

35. Staff work with major asset owners and stakeholders to collaboratively eradicate and prevent graffiti vandalism. These stakeholders include; NZ Transport Agency, Auckland Motorway Alliance, Police, Kiwirail, Chorus, Vector, Spark, Housing NZ, Business Associations and community groups. The support from these organisations is crucial to the success of the graffiti vandalism prevention programme.

Consideration

Local Board views and implications

36. Local boards are provided with specific graffiti vandalism data for their area each quarter. Local board members provide positive feedback on the graffiti vandalism prevention service that is provided in their area.

37. The reduction in the outsourced works and services budget will impact local graffiti vandalism education initiatives in local board areas as there is no longer an ability to fund local groups to deliver locally tailored initiatives. The eradication service provider will continue to deliver the adopt-a-spot programme in each area and raise awareness of graffiti vandalism issues.

38. If local graffiti vandalism education is a priority for local boards additional activity can be supported through allocating Locally Driven Initiatives (LDI) budget.

Māori impact statement

39. Maori are engaged in graffiti education and prevention initiatives, as well as graffiti removal through the contracted providers. The quick response to graffiti incidents benefits all communities, including those with high Maori populations.

Implementation

40. Staff will work within the contract process to renew the graffiti vandalism prevention contracts for a further two years from 1 July 2016 to 30 June 2018.

Attachments

There are no attachments for this report.

Signatories

Author	Brian Taylor - Community Safety Programme Manager
Authoriser	Graham Bodman - General Manager Arts, Community and Events

Community Development and Safety Committee

30 March 2016

Update on Community Safety Activity

File No.: CP2016/04635

Purpose

1. To update the Community Development and Safety Committee on recent community safety activity undertaken by the Community Empowerment Unit.

Executive Summary

2. Activity within the Community Empowerment Unit that relates to community safety is:

· Family violence prevention

· Injury prevention

· Graffiti vandalism prevention

· Management of CCTV systems

· Youth safety relating to drugs and alcohol

3. Key achievements include:

· eight local boards committing resource to support locally-led Neighbours Day Aotearoa initiatives

· central city Safe Zone being visited by 6,762 people from ten nights of operation

· launch of The Tāmaki Makaurau - E Tu - Auckland’s Collective Action Plan to end violence in Auckland.

Recommendation/s

That the Community Development and Safety Committee:

a) receive the report.

Comments

4. The Auckland Plan’s outcome of ‘a fair, safe and healthy Auckland’ provides the strategic direction for the Community Empowerment Unit to support the delivery of community safety activities to prevent crime and injury.

5. Community safety activities focus on issues including homelessness, environmental safety and place making. This update outlines recent community safety activity relating to Neighbours Day Aoteroa, family violence prevention, management of Auckland Council public safety camera systems and the Safe Zone.

Neighbours Day Aotearoa

6. Neighbours Day Aotearoa is a campaign that encourages neighbours to connect to build cohesive neighbourhoods. Neighbours Day runs over 19-20 March 2016.

7. Eight local boards have provided financial incentives for local residents to participate in this year’s Neighbours Day Aotearoa campaign. Typically street barbeques and other community projects have been used as primary activities for past Neighbours Day events.

8. Staff worked alongside local boards and other council departments to support locally-led community activities. In February 2016, staff held a workshop for community leaders to meet with the National Neighbours Day Aotearoa Coordinator to gather information on how to run successful events.

9. Staff also supported the development of a consistent Auckland regional Neighbours Day campaign that has been promoted on the Auckland Council website, the relevant local board websites, Facebook pages, and also through local newspapers, community networks and Neighbourhood Support groups.

10. Staff will review the effectiveness of the 2016 campaign and determine the future role of council in Neighbours Day activities moving forward.

Safe Zone

11. The Safe Zone is operating over Friday and Saturday nights (from 10pm to 4am) during selected summer weekends in February and March 2016. For the first time this year the zone was also in operation on Wednesday and Thursday nights of the student orientation week.

12. The zone is a short-term designated safe area in the central business district (in Britomart) where late night medical attention, social support and advice is provided to people who have over indulged in alcohol or drugs.

13. Red Frogs volunteers have assisted 6,720 people this year offering water, a mobile phone charging service and providing other support when required. An additional 42 people have been assessed and treated by St John. The 2016 student orientation week may be a contributing factor for the high numbers attending the zone during this period compared to the same time in 2015.

14. Red Badge Security and Red Frogs have used the Safe Zone vehicle at large music events (e.g. AC/DC, Laneway Festival, Cold Chisel). This has proven to be a successful intervention.

15. The funding for operating the Safe Zone in the central city this year has been covered through a project partnership arrangement between the Accident Compensation Corporation and Auckland Council.

16. A review of the Safe Zone operation will be completed in May 2016. The review will consider future options for Safe Zone.

Violence prevention

The Tāmaki Makaurau - E Tu - Auckland’s Collective Action Plan

17. In August 2015, the Tāmaki Makaurau - E Tu - Auckland’s Collective Action Plan to end violence in Auckland was launched.

18. The purpose of the action plan is to drive community-based solutions where children can grow up free from violence, people have respectful and healthy relationships, and where families, whānau, neighbourhoods and communities are safe, inclusive and equitable.

19. The plan focuses on collective actions to support these solutions. One hundred and fifty organisations from across Auckland are committed to delivering on the identified actions within the plan to end violence.

20. The Community Empowerment Unit continues to work across council and with key stakeholders to coordinate, convene and participate in the implementation of the violence prevention plan.

Other initiatives

21. Auckland Council funded and took part in the co-design process led by the Auckland Co-Design lab to deliver the ‘Changing the Script, by changing our lens on family violence’ project.

22. In December 2015, a report and visual journey map to reveal the intergenerational cyclical nature of family violence was published by the Auckland Co-design lab. CEU staff were part of the core team who undertook the research and were one of the partners in the project. The report highlighted where and how all sectors of the community can make a positive contribution to changing attitudes and behaviours around family violence. This report will inform future work in this space.

Auckland Council public safety camera systems

Existing public safety camera networks

23. Public safety camera systems help to ensure community safety and reduce crime.

24. Staff continue to work with local boards, business associations, other council departments, council controlled organisations, police and providers to coordinate the management of council owned public safety camera systems.

25. The Community Empowerment Unit are managing the council owned public safety camera systems operating in town centres; Manurewa, Hunters Corner, Old Papatoetoe, Mangere, Mangere East and Pukekohe. There are also a number of other systems that are managed by other parts of the wider council family.

26. The majority of the town centre camera systems are monitored by local business associations, with the Pukekohe system monitored through a private company. Monitoring of theses cameras occurs at key times of the day or night, depending on when there are known local safety concerns.

27. Many of the systems are used in conjunction with local security, ambassadors and warden groups, to ensure swift responses to incidents as they arise.

28. Staff are currently working with local boards to review their future public safety camera provision and contract requirements. Staff anticipate they will complete this review by 30 June 2016.

New developments

29. Community Empowerment Unit staff are managing the installation of 15 new public safety cameras within the Henderson town centre. The installation of cameras is a recommendation from the 2015 Safer Henderson Town Centre Plan.

Consideration

Local Board views and implications

30. All local boards have community safety as a priority in their local board work programmes.

31. Local boards allocate funding for community safety initiatives. Examples include local Neighbours Day activities; funding for town centre camera systems and graffiti prevention.

Māori impact statement

32. The work of the Community Empowerment Unit contributes to the Maori Responsiveness Framework aspirations of whanaungatanga, wairuatanga and manaakitanga.

33. The Tāmaki Makaurau - E Tu - Auckland’s Collective Action Plan demonstrates responsiveness to Maori. The participating agencies are comprised of tauiwi and Maori caucus groups. The Maori caucus brings leadership to the sector and actions within the action plan.

34. Council’s safety activities often directly engage Maori; e.g. Maori Wardens at the Safe Zone, to provide culturally appropriate practice and responses that improve safety and benefit Maori.

Implementation

35. The current focus of activity is to complete the existing 2015/2016 local board work programmes and regional commitments.

36. Staff will continue to develop and implement safety responses in line with the Empowered Communities Approach.

Attachments

There are no attachments for this report.

Signatories

Author	Christine Olsen - Community Empowerment Manager
Authoriser	Graham Bodman - General Manager Arts, Community and Events

Community Development and Safety Committee

30 March 2016

Central library project and change

File No.: CP2016/05224

Purpose

1. To inform the committee that a strategic review of the central city library is about to be undertaken in order to understand how the current building can meet future need and demand for services.

Executive Summary

2. The Auckland Central City Library attracts well over one million visitors per annum and provides a very wide range of services to suit the wide range of visitors – from preschool programmes for inner city residents to literature programmes and author talks, specialist workshops, music events, Wi-Fi access for Aucklanders and international travellers and study space for students of neighbouring campuses. Alongside these activities, the library performs regional functions that include housing and preserving important heritage materials and a large back catalogue collection (some 540,000 items are stored in two levels of basements). The total value of items stored at Central City Library is estimated to be $150 million.

3. Sitting between the Aotea and Learning Quarters, the library is currently cut off from the main pedestrian flow from arts-related activity in the core of the quarter. There is potential for improved natural orientation between the Aotea Square and the library, as well as improved pedestrian crossing across Wellesley Street to connect onwards to the Art Gallery and associated contemporary galleries. The St James suite apartments will affect the existing building in terms of light, user experience and shade; however there are great opportunities for collaboration, activation and improvements to the Lorne Street shared space.

4. Since amalgamation the role of the central library has changed from servicing the 17 libraries of Auckland City and providing collections and services to Auckland city residents to being openly accessible to the 1.4 million residents of the region. At the same time, the information landscape has been shifted rapidly. Research habits, digital collections and online access are continuously evolving as technology applications multiply and merge. The library’s services need to adapt to Auckland’s role in knowledge creation. Libraries must ensure that all aspects of its spaces and services reflect Te Ao Māori. The prominence of the central city library means that it must meet and reflect Māori expectations.

5. The current physical building is expensive to maintain. Spending priorities are increasingly focused on aging plant and services and the significant wear and tear on furniture and equipment due to heavy use. The emphasis in recent years has been to keep the building operational, safe and secure for people and collections, as well as accessible and appealing for a diverse customer base.

6. Developments overseas provide significant examples of the changing role of central libraries. Many model a more significant emphasis and investment in digital services and collaborative learning spaces, a stronger link to their communities through programming with educational and community partners along with a greater emphasis on public flexible space rather than traditional print collections. In some cases sophisticated logistics solutions provide fast retrieval mechanisms from collections held elsewhere in the library network. Some less used materials are stored more cost-effectively off-site, leaving centrally located library sites free, flexible and visually appealing for the public to use.

Recommendation

That the Community Development and Safety Committee:

a) note the need for a strategic review in order to help understanding of the Central City Library’s role in the region, and to guide decision making about future investment and development opportunities.

Comments

7. Central City Library is one of the most significant cultural institutions in the city alongside the Auckland Art Gallery and Auckland Museum. With well over one million visitors per year, the Auckland Council-owned and operated Central City Library, fronting Lorne Street, is an asset used by city centre residents, students, Aucklanders and visitors from New Zealand and overseas. - Designed in the 1960s and originally built in 1972, the building has been extended and remodelled over the years. Of the total area of 15,000sq metres over six floors, 3850sq metres over three floors are dedicated to public space. CAB information services and a commercial café operate within the library, and the Academy Theatre and Auckland Council Archives operate in the basement. Auckland Libraries’ regional collections, preservation and digital library teams are located on level three.

8. Auckland Central City Library is both a regional and local facility, with the services on the ground and first floors sitting under the Waitematā Local Board decision making delegations and research services on level two sitting with the Governing Body. This complexity means ongoing capital and operational funding of the facility is split between local and regional budgets. Customers do not see this demarcation as they access a range of services when they visit. Visitors to the library come from across the region and beyond.

9. Public programmes offered from the building range from preschool activities for inner city residents; literature programmes and author talks; specialist workshops and events such as Geek Girls (a technology based programme for girls); music events; Wi-Fi access and 3D printing; study space and lending; preservation and exhibitions of heritage materials; in-depth research; curation and management of the Sir George Grey Special Collections ; local history and genealogical research services along with general library information services. Total visitor and programme attendance at the central library make up 9% of the total visits to Auckland Libraries per year; Wi-Fi usage is 23% of the total Wi-Fi use across the library network.

10. The two levels of basements currently house ca.540,000 items, representing 88% of the total back catalogue collections. The collections held in these basements now serve the whole region in terms of content and delivery. Access to these collections is greatly appreciated by the customers in the amalgamated Auckland and resulted in increased circulation with approximately 200 hours per week of staff time invested into retrieval and delivery of these items. Just over 12,000 items held in the basements are heritage items requiring specialist care and protection. The storage environment presents risks to these collections in two ways: storage is reaching full capacity and there have been recurrent floods of water and sewerage in the basements.

11. The collections and expertise at the central library attract researchers nationally and internationally. Changes in research habits, digital collections and online access have impacted on the information landscape and the nature of our services need to adapt to Auckland’s role in knowledge creation. The central library holds unique material from Sir George Grey’s gift and materials unique to the history of Auckland and Aucklanders. These collections sit within a wider research and learning ecosystem including the universities, Auckland Art Gallery and the Auckland War Memorial Museum. Research services at central library must adapt to meet the research needs of an increasingly diverse Auckland. This will ensure the central library continues to be a valued and vital resource for new knowledge, content creators, writers and researchers. The library needs to understand more about the expectations of Mana Whenua and Māori as information owners and users.

12. Auckland Libraries shows how community libraries built or refurbished over the last 10 or so years are taking fresh approaches to layout, community/collaborative space, collection size and multipurpose facilities. In contrast, the central library presents challenges in adapting to the expectations of a 21st-century library. Expensive to maintain, challenges include aging plant and services and the significant wear and tear on furniture and equipment due to heavy use. Recent information has come to light on the aging state of the roof; the roof requires immediate action and the exterior cladding requires further investigation. Budgets for renewals are stretched to balance keeping the building operational, safe and secure for people and collections, as well as accessible and appealing for customers. Recent community library renewals are increasingly leaving central library looking shabby and old fashioned by comparison. As the population growth continues in the inner city, there is lack of seating, capacity and floor space. At very busy times there is no available seating for customers.

13. Renewals this year include renewing carpet on two public floors and replacing very old lighting on the public floors with energy efficient and more effective lights. These upgrades provide an opportunity to used changed layouts to improve the customer experience and redesign service points. This work has prompted a wider consideration about how the current building can operate more effectively for customers within current physical and budget constraints. An architect has assisted us with this and identified that currently the central library is:

· collection-centric not customer-centric

· an oasis to be alone; no spaces to commune

· serving regular customers not attracting new ones

· not connecting customers with digital collections

· short of quality spaces for existing and new activities

· unvaried in its atmosphere and spatial offering

· not a destination.

International trends

14. Recent significant central library developments overseas provide great examples of how the role of central libraries is adapting and responding to change.

15. New central libraries completed in the last 18 months in Aarhus, Denmark, Halifax in Nova Scotia Canada and Geelong in Victoria Australia all point to a model with a more significant emphasis on and investment in digital services and collaborative learning spaces, a stronger link to their communities through programming with educational and community partners along with a greater emphasis on public flexible space rather than traditional print collections. In some cases sophisticated logistics solutions provide fast retrieval mechanisms from collections held elsewhere in the library network. The retrieval systems make off-site storage for less used materials more cost effective and public spaces more visually appealing and flexible.

16. Philadelphia Free Library serves a similar size population to Auckland and there are comparable socio-economic demographics across Philadelphia and Auckland. The Philadelphia library network of 55 branch libraries is supported by a large historic central library which houses a significant heritage collection. The Free Library of Philadelphia’s Parkway Central is soon to undergo a dramatic renovation, consolidating six current floors of stacked shelving to make way for a soaring two-story Commons, a new Business Resource and Innovation Centre, a teen centre, and more. The Free Library’s website states:

· this project marks the first time since Parkway Central opened to the public in 1927 that it has undergone any sort of extensive renovation or restoration. Designed by internationally acclaimed architect Moshe Safdie, the enhanced Parkway Central campus will aptly meld the historic and the modern - embodying the very spirit of our forward-thinking, history-steeped city - and will provide a contemporary, central hub to drive the Free Library system forward.

17. This project is part of a wider programme entitled Building Inspiration: 21st Century Libraries, designed as a transformational initiative and an innovative model for the future of library service. The initiative recognises the rapidly changing roles of libraries in contemporary society. In Philadelphia and other cities these recent developments are made possible by many generous gifts and partnerships between the public and private sectors.

18. In Christchurch the planning for the new central library is well underway and expressed in the business case as “a universally welcoming and accessible place that will be transformative for the individual and the city - a place for discourse and debate; collaboration and co-design; sharing and celebrating the gift of story; promoting and enabling innovation, creativity and play; and celebrating and preserving heritage and community identity.”

19. Common themes for recent international central libraries are:

• ‘Flagship’ services and building

• Architecture should make a statement

• The central library supports and enhances the offer in the network’s branches; technology has not replaced this role

• Building must be flexible with multi-functional spaces that can adapt over time

• Location must be ‘central’ with links to civic and cultural infrastructure.

20. Since amalgamation the role of the central library has changed from one which serviced the 17 libraries of Auckland city and provided collections and services to Auckland city residents, to one which is openly accessible to the 1.4 million residents of the region. Use patterns have changed and the Aotea Quarter Framework report signals the need for a strategic review to consider what potential there is for the current building to provide central library services for future years. The scope will include:

· how the role of central city libraries has changed in 40 years,

· how the central city library can adapt to changing research and customer expectations in the digital age

· improved flexibility and catering to the growth of the inner city resident and student populations

· incorporating the expectations of Mana Whenua and Māori as customers

· a strategic asset planning approach to understand the level of investment required to ensure the building is well maintained and adequate for protecting the unique collections in our care (estimated value $150m) for future generations

· how the central library operates within the larger library ecosystem of library locations and services in the network.

21. A review is an opportunity to develop scenarios for using the building differently. This could involve expanding the public areas to cater for population growth and maximise the benefit of quality public space in the central city.

Consideration

22. Given growth in the inner city residential community, changes in customer demand and research patterns, challenges with the current central city library building and international trends, the work on the Aotea Quarter Framework concluded that it is time to begin work on a strategic review on the future of the central library for Auckland.

Local Board views and implications

23. The Waitematā Local Board has delegated decision making for some of the services delivered from the central library. The Board’s input to understanding and deciding the future role and function of the central library is essential.

Māori impact statement

24. Ngāti Whātua Ōrākei as Mana Whenua has had a long and important association with the Auckland Central City Library. Reviewing the role and function central city library will require a deeper understanding of the expectations of that library and its services among Mana Whenua and Māori as customers. This will deliver meaningfully on Libraries’ commitment to making sure that all aspects of its spaces and services reflect Te Ao Māori.

Attachments

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Signatories

Author	Mirla Edmundson - Manager Local Libraries North & West
Authoriser	Graham Bodman - General Manager Arts, Community and Events

[4] This can be found at the following link: http://www.safecommunities.org.nz/application/files/3614/5791/7620/Guideline_to_become_a_Safe_Community_2016VO1.pdf

No.	Title	Page
a View	Reports Pending Status Update - March 2016	103
b View	Forward Work Programme to August 2016	107

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