Agenda of Henderson-Massey Local Board

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

The following are registered interests of elected representatives of the Henderson-Massey Local Board:

BOARD MEMBER	ORGANISATION	POSITION
Vanessa Neeson, JP (Chairman)	Ranui Sector Trial	Chair
Shane Henderson (Deputy Chairman)	Waitemata Community Law Centre	Employee
Brenda Brady, JP	Safer West Community Trust District Licensing Committee	Trustee Member
Peter Chan, JP	Cantonese Opera Society of NZ Asian Leaders Forum NZ-Hong Kong Business Ass. NZ-China Business Ass. Auckland Chinese Environment Protection Association (ACEPA) Whau Coastal Walkway Trust	Member Member Member Member Advisor Trustee
Warren Flaunty, QSM	Westgate Pharmacy NorSGA Properties Westgate Pharmacy Ltd The Trusts Community Foundation Ltd Life North West Pharmacy Rodney Local Board Waitemata District Health Board Waitakere Licensing Trust Massey Birdwood Settlers Ass. Taupaki Residents & Ratepayers Ass.	Contractor Director Director Director Director Elected Member Elected Member Elected Member Member Member
Will Flavell	Rutherford College Literacy Waitakere Board	Employee Board Member
Tracy Kirkley	District Licensing Committee Churches Education Commission	Member Contractor
Luke Wilson	NZ Police D.A.R.E. - West Waitakere Rotary – Board member Silver Fern Motor Sports - Board	Employee Member Board member Board member

4 Confirmation of Minutes

That the Henderson-Massey Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 2 June 2016 and the extraordinary minutes of its meeting, held on Tuesday, 14 June 2016 as true and correct records.

5 Leave of Absence

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

6 Acknowledgements

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

7 Item withdrawn

8 Item withdrawn

9 Item withdrawn

10 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.”

11 Notices of Motion

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

Henderson-Massey Local Board

16 June 2016

Henderson Massey Local Grants Round Two and Quick Response Round Three 2015/2016

File No.: CP2016/04040

Purpose

1. The purpose of this report is to present applications received for Henderson-Massey Local Grants Round Two and Henderson-Massey Quick Response Round Three 2015/2016. The local board is required to fund, part-fund or decline these applications.

Executive Summary

2. The Henderson-Massey Local Board set a total local community grants budget of $51,000 for the 2015/2016 financial year.

3. A total of $43,338.61 has been allocated to date, leaving a balance of $7,661.39

4. Twenty one applications were received for Local Grants Round Two , with a total requested of $211,106 (see Attachment B). One application was received for Quick Response Round Three, with a total requested of $2,000 (see Attachment C)

Recommendation/s

That the Henderson-Massey Local Board:

a) Consider the applications listed in Table One and agree to fund, part-fund or decline each application in this round.

Table One: Henderson Massey Local Grants, Round Two applications:

Application Number	Focus	Organisation Name	Project	Total Requested
LG1605-210	Arts and culture	Zeal Education Trust	Releasing the creative potential of Henderson's young people	$6,027
LG1605-226	Arts and culture	Pacific Islands Dance Fono t/a Pacific Dance New Zealand	To deliver the annual 2016 Pacific Dance Choreographic Laboratory at Corbans Estate.	$7,500
LG1605-201	Community	Communicare CMA (AK) Inc.	Henderson and Massey Communicare Centers	$2,869
LG1605-203	Community	Pasifika Migrant Services Charitable Trust	“Healthy living for the Kiribati community in West Auckland” project	$3,660
LG1605-207	Community	Henderson North School Trust Account	Year five and six school camp	$5,000
LG1605-212	Community	Dance Therapy New Zealand	Dance 4 Us West	$4,762
LG1605-217	Community	Royal New Zealand Plunket Society Waitemata Area Society Inc.	First Aid courses and operating costs	$3,000
LG1605-218	Community	Violence Free Waitakere	Project co-ordination and support	$10,000
LG1605-221	Community	Triangle Park Community Teaching Garden Charitable Trust	Triangle Park Community Teaching Garden	$11,850
LG1605-222	Community	Gecko NZ Trust	'Living Neighborhood' Hub Establishment – Waitakere Ranges, Henderson-Massey, Rodney and Hibiscus and Bays	$15,065
LG1605-224	Community	New Zealand Centre for Gifted Education	MindPlus Auckland West	$5,000
LG1605-214	Environment	Project Litefoot Trust	LiteClub - Henderson-Massey projects at Pringle Park Bowling Club, Waitemata Football Club, Waitakere Badminton, and Massey Athletics Club.	$6,061
LG1605-229	Environment	Royal RD School Board of Trustees Budget Account	Pest plant control programme and construction of a path to the stream and green area	$18,858
LG1605-219	Events	Waitakere Indian Association	Waitakere Diwali Festival	$40,000
LG1605-230	Events	Pacific Events and Entertainment	Diversity Festival Henderson-Massey	$4,500
LG1605-213	Historic Heritage	C Berntsen and M Wilson	Maintenance of heritage trees	$3,450
LG1605-204	Sport and recreation	Bears Netball and Sports Academy	2016 Netball Waitakere Winter Season	$11,904
LG1605-208	Sport and recreation	Ranui 135 Trust	Camps, sports and arts based activities	$40,000
LG1605-225	Sport and recreation	Baseball New Zealand	KiwiBall	$2,500
		Total amount requested		$202,006.00

b) consider the applications listed in Table Two and agree to fund, part-fund or decline each application in this round.

Table Two: Henderson-Massey Local Board Local Grants Round Two Multiboard applications

Application Number	Focus	Organisation Name	Project	Total Requested
LG1616-218	Arts and culture	Woodhill School Board of Trustees	Matariki Celebration	$2,500
LG1621-202	Events	Interacting	“InterACT 2016!”	$6,600
		Total amount requested		$9,100

c) consider the applications listed in Table Three and agree to fund, part-fund or decline each application in this round.

Table Three: Henderson-Massey Local Board Quick Response Round Three Grant application

Application Number

Focus

Organisation Name

Project

Total

Requested

QR1605-306

Events

Craft Out West

Craft Out West - fundraiser for Hospice West Auckland

$2,000

Total amount requested

$2,000

Comments

5. The implementation of the new Community Grants Policy commenced on 1 July 2015. The policy supports each local board to adopt a grants programme for 2015/2016 and the Henderson-Massey Local Board adopted its grants programme on 20 April 2015 (see Attachment A)

6. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements.

7. The Henderson-Massey Local Board will operate two local grants and three quick response rounds for this financial year.

8. The new community grant programmes have been extensively advertised through the new council grant webpage, local board webpages, local board e-newsletters and Facebook pages, council publications, radio, local newspapers and community networks. Staff have also conducted a series of public workshops in local board areas, which have been attended by approximately 1000 people across the Auckland region.

9. The Henderson-Massey Local Board set a total local community grants budget of $51,000 for the 2015/2016 financial year.

10. A total of $43,338.61 has been allocated to date in the first half of the financial year, leaving a balance of $7,661.39

11. Twenty one applications were received in the second round of local grants, with a total requested of $211,106 (see Attachment B). One application was received for quick response round three, with a total requested of $2,000 (see Attachment C).

Consideration

Local Board views and implications

12. Local boards are responsible for the decision-making and allocation of local board community grants. The Henderson-Massey local board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

13. The board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.”

Māori impact statement

14. The provision of community grants provides opportunities for all Aucklanders to undertake projects, programmes, activities that benefit a wider range of individuals and groups, including Maori. As a guide for decision-making, in the allocation of community grants, the new community grants policy supports the principle of delivering positive outcomes for Maori.

Implementation

15. The allocation of grants to community groups is within the adopted Long Term Plan 2015-2025 and local board agreements.

16. Following the Henderson-Massey Local Board allocating funding for round two local grants and round three quick response; Commercial and Finance staff will notify the applicants of the local board decision.

No.	Title	Page
a View	Henderson-Massey Local Board, Grants Programme 2015/2016	13
b View	Henderson-Massey Local Grant Round Two 2015/2016 application summaries	15
c View	Henderson-Massey Quick Response, Round Three 2015/2016 application summary 2015/2016	85

Signatories

Authors

Fua Winterstein - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Henderson-Massey Local Board

16 June 2016

Transfer of the Moire Road Hall to the Leataata O Le Lumanai Samoan Trust Incorporated

File No.: CP2016/09559

Purpose

1. To seek the Henderson Massey Local Board recommendation to the Governing Body that Moire Road Hall (the community hall) be transferred to the Leataata O Le Lumanai Samoan Trust Incorporated to enable them to demolish the building and build a new community owned facility on the site.

Executive Summary

2. The community hall is located at 93 Moire Road, West Harbour. It is a council owned building, managed by the Leataata O Le Lumanai Samoan Trust Incorporated (the trust) through a lease that expires in 2025.

3. The trust have long held a desire to demolish the community hall and build a new facility that will better cater for the needs of their community, with a strong focus on empowering Samoan children and their families and preparing them for long term education.

4. The community hall is a 1960’s prefab and was not designed to last as long as it has. Its condition is of concern and to bring it up to standard for long term occupancy would require significant work, including removal of asbestos cladding and replacement with new cladding, replacement of the floor, sub-floor repairs, new toilets, insulation etc.

5. A needs assessment undertaken in 2015 recommended that Council consider divesting this facility to the community.

6. Key stakeholders in the area were consulted and are in support of the asset transfer.

7. In September 2015 an agenda report to the local board approved the following resolution:

That the Henderson-Massey Local Board:

a) Approves the public notification process for the proposed asset transfer of the Moire Road Hall to the Leataata O Le Lumanai Samoan Trust and report back to the Henderson Massey Local Board the outcome.

HM/2015/123

8. Legal advice was sought around the public notification process. Their advice was that the council is not obligated to publically notify, but should inform the community through a press release in any publications that the local board may release.

9. Should approval to transfer the asset be granted with the intent for the trust to demolish the asset and build a new facility, legal advice further recommended that the current lease be surrendered and a new agreement to lease be granted, which clearly outlines the development plans and timeframes for the site.

10. The responsibility for all divestment of community facilities lies with the governing body.

Recommendation/s

That the Henderson-Massey Local Board:

a) recommend to the Governing Body that the Moire Road Hall be transferred at nil value to the Leataata O Le Lumanai Samoan Trust Incorporated.

b) (pending the successful transfer of the Moire Road Hall to the Leataata O Le Lumanai Samoan Trust Incorporated), request officers liaise with the trust to surrender the current lease and apply for a new agreement to lease outlining demolition and future development plans and timeframes.

Comments

11. The trust has managed the community hall since 1999; it runs a range of programmes mostly around community education, health and wellbeing workshops and exercise classes. The facility is booked every morning, afternoon and evening from Monday to Saturday each week.

12. The trust holds a current lease of the building with a right of renewal for a further nine years and a final expiry date of 31 October 2025.

13. The community hall is co-located on the site with a pre-school building that is owned by the trust; the land lease for the preschool expires on 31 October 2017. Under the Community Occupancy Guidelines adopted in July 2012, the trust have automatic right to re-apply at the end of their occupancy terms without public notification and be entitled to a term of 10 years with a further right of renewal of 10 years.

14. The community hall is a 1960’s prefab and was not designed to last as long as it has. There are significant issues that would need to be addressed if this building was to stay long term as part of the network of community facilities. These include:

· uplift of all of all the existing floors and relaying with new flooring

· new carpet and vinyl throughout

· sub-floor repairs

· removal and replacement of asbestos cladding

· installation of insulation

· replacement of some of the windows

· toilet and kitchen upgrades

· wiring upgrade

· full interior and exterior repaint.

15. The extent of the above work is not justified given that this is a pre-fab building in a poor condition and that the trust has a desire to demolish and replace the building with something more suitable to meet their community needs.

16. It will be necessary to make sure that the building is in a safe condition before approval of any asset transfer, as the process of designing and funding the proposed facility could take three to five years. Budget has been sourced for this work and it is planned to be completed within the next month with an expected cost of around $20,000.

17. A needs assessment was undertaken on the Moire Road Hall in 2015. The conclusion of the needs assessment was that council consider divesting the facility to the community because of:

· the age and the condition of the Hall

· the fact that Council has recently opened a new community facility (Manatewhau Hub) within 350 metres from the community hall

· there are other non council community facilities in the area that have capacity for community use

· population projections show that there will be little or no population growth between now and 2033

· the desire of the Leataata O Le Lumanai Samoan Trust to develop a purpose built facility that would meet the long term needs of the area specifically around educational outcomes for the Pacific Island community.

18. Consultation with key community stakeholders has occurred and all those spoken with have indicated their support for the proposal to transfer the asset to the trust.

19. Auckland Council legal advice has been obtained on the process and advised in regards to the asset transfer:

· “we consider that you do not need to publish anything in the newspaper or mail any affected parties as consultation is not required”

· “that the existing lease will need to be surrendered and a new agreement to lease should be drafted that incorporates a development agreement. In the development agreement it will put an obligation onto the tenant to demolish and rebuild (get resource consents – have building design approved by council). The agreement to lease would include matters such as a sunset clause, i.e. council could cancel the lease if the tenant fails to progress the demolition and rebuild within a certain time frame”.

20. The trust will be required to follow all necessary processes in regard to their proposal to demolish and build a new community facility on the site, including landowner approval, building and resource consents.

Consideration

Local Board views and implications

21. Discussion around asset transfer of the community hall has occurred with the Henderson Massey Local Board in September 2015 and February 2016, on both occasions the board have been in support of the asset transfer.

Māori impact statement

22. One kilometre from the community hall is the Te Piringatahi O Te Maunga Rongo Marae who delivers services to their community. Throughout the process of consultation the Marae has been kept informed by phone and emails of the proposal of the asset transfer. No response either in support or against the asset transfer was received from the Marae.

23. Should the asset transfer be successful and the trust wish to pursue development of the site, any new lease or development plans would require consultation with mana whenua.

Implementation

24. Should recommendation of the asset transfer be granted by the Henderson Massey Local Board to the Governing Body, the following implementation process needs to occur:

· agenda report to Governing Body for approval of the asset transfer

· formal legal asset transfer of building

· surrender of existing building lease, iwi consultation and grant of new agreement to lease

Attachments

There are no attachments for this report.

Signatories

Authors

Jan Brown - Principal Policy Analyst

Toto Vu-Duc - Manager Community Leases

Authorisers

Rod Sheridan - General Manager Community Facilities

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

16 June 2016

Henderson Youth Facility, Hub West/ McLaren Park South Community House, Ranui Community House, Manutewhau Community Hub (West Harbour Community Hub) funding agreements

File No.: CP2016/09161

Purpose

1. To approve the funding agreements of the community operated houses and hubs within the Henderson-Massey Local Board area.

Executive Summary

2. Local boards have a role in determining the term of funding agreements for groups who run local community centres, houses and hubs.

3. The current funding agreements for Zeal Education Trust, McLaren Park and Henderson South Community Incorporated, Ranui Community House Incorporated and Massey Matters Incorporated expire on 30 June 2016 and this report seeks a decision from the local board on future funding and; the term of the agreement.

4. There are three options for the term of funding agreements, which are:

· continuation of an annual agreement

· a three year term

· a five year term.

5. Staff have developed a criteria to help assess the appropriate term for community operated centres, houses and hubs. Where a group has demonstrated good stewardship of funding previously, has establish a stable practice and is performing well, staff recommend that the local board consider a three or five year term. This will enable community groups to plan for the future and maximise the benefits of secure tenure and income.

6. A one year term is recommended for Zeal Education Trust to allow alignment with a licence in 2017. A five year term is recommended for the McLaren Park and Henderson South Community Incorporated, a three year term is recommended for the Ranui Community House Incorporated and Massey Matters Incorporated. The operating groups are stable, experienced organisations. The group provide audited annual reports, delivered expected outcomes, reported on time and to the expected standard.

Recommendation/s

That the Henderson-Massey Local Board:

a) Approve funding agreement with Zeal Education Trust for the year 2016-2017, terminating on 30 June 2017, for the operation of Henderson Youth Facility.

b) Approve funding for Zeal Education Trust of $159,592 to be adjusted in accordance with Council’s agreed inflationary, once confirmed.

c) Approve funding agreement with McLaren Park and Henderson South Community Incorporated for the years 2016-2021, terminating on 30 June 2021, for the operation of Hub West/McLaren Park Community House.

d) Approve funding for McLaren Park and Henderson South Community Incorporated of $87,521 per annum to be adjusted in accordance with Council’s agreed inflationary, once confirmed.

e) Approve funding agreement with Ranui Community House Incorporated for the years 2016-2019, terminating on 30 June 2019, for the operation of Ranui Community House.

f) Approve funding for Ranui Community House Incorporated of $38,290 per annum to be adjusted in accordance with Council’s agreed inflationary, once confirmed.

g) Approve funding agreement with Massey Matters Incorporated for the years 2016-2019, terminating on 30 June 2019, for the operation of Manutewhau Community Hub (West Harbour Community Hub).

h) Approve funding for Massey Matters Incorporated of $38,290 per annum to be adjusted in accordance with Council’s agreed inflationary, once confirmed.

Comments

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

8. Local boards exercise oversight of community centres, houses and hubs. Where facilities are operated by community organisations, local boards approve funding, licence to occupy and the term of these arrangements.

9. Staff have developed a simple criteria for guiding decision making regarding the term of these agreements.

(a) 1 year term:

A one year term is recommended in a variety of situations such as where a new committee has been recently established or the current governance structure is unstable, a group maybe underperforming or if there are changes in location, buildings or licence terms which need to be worked through by the group in the short term. It could also be where an established organisation is going through significant change in asset portfolio.

(b) 3 year term:

An experienced organisation delivering stable operations, or an established organisation with significant change in the membership/governance

A multi-service organisation delivering high service outcomes.

10. At the end of the approved term staff will assess each centre house and hub against the established criteria and make recommendations to the local board.

11. Sturges West Community House and Henderson Youth Facility are currently on existing agreements which will expire 30 June 2017. A new funding agreement and licence term will be proposed next year in 2017/2018 to align with the other houses and hubs within Henderson Massey.

Allocating funding for FY 2016-17 and beyond

12. Staff recommendations and comments are outlined in the table below:

Recommended funding for community houses and hubs
Community Group	Term of grant (from 1 July 2016)	Total to be allocated	Purpose of funding	Comment
Zeal Education Trust	One year	$159,592 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Henderson Youth Facility	One year funding to align with one year licence period, still to run. A five year Funding Agreement and licence will be proposed next year 2017/2018.
McLaren Park and Henderson South Community Inc	Five year	$87,521 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Hub West/ McLaren Park South Community House Facility	Experienced operator, incorporated in 2010. The committee exercise good governance and of the centre and it is recommended a 5 year term be approved. The group has Multi-service contracts with government agencies and commercial organisations. Programmes and activities align to LB outcomes.
Ranui Community House Inc	Three year	$38,290 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Ranui Community House	A multi service organisation delivering high service outcomes. Experienced operator. Incorporated in 1978. Large number of quality community programmes and services aligned to local board outcomes. Provides a strong sustainable level of governance, financial expertise and mentors other community houses/hubs. A three year term is proposed.
Massey Matters Inc	Three Year	$38,290 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Manutewhau Community Hub	Massey Matters (MM) became an incorporated Society in June 2011 and has a fully operational Governance Committee Large number and wide ranging quality community programmes and services in response to demand and align to LB outcomes. Experienced governance committee with sound financial practices. A current licence is held expiring 30/06/2017. At that time it is proposed to recommend a further two year licence to align with the grant funding agreement.

Terms and conditions of grants, and ongoing monitoring

13. Staff will continue to monitor, assess and report progress and performance to Local Board on a regular basis during the term of the grant.

Consideration

Local Board views and implications

14. The recommendations within this report fall within the local board’s allocated authority relating to local, recreation, sport and community facilities.

Māori impact statement

15. Ranui Community House, Manutewhau Community Hub, McLaren Park South Community House, Sturges West Community House and the McLaren Park and Henderson South Community facility endeavour to improve well-being among Maori within the work programmes they deliver. Staff continue to support and build capability to enhance wellbeing and outcomes for Maori.

Implementation

16. Following decision making, staff will finalise the agreement with the operating group.

Attachments

There are no attachments for this report.

Signatories

Authors

Susan Ropati – Place Manager (Henderson-Massey)

Authorisers

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Graham Bodman - General Manager Arts, Community and Events

Henderson-Massey Local Board

16 June 2016

Sport and Recreation Investment - Community Access Scheme guidelines and future allocation of residual legacy Hillary Commission Community Sport Fund

File No.: CP2016/10159

Purpose

1. To obtain local board feedback on the draft Sport and Recreation Community Access Scheme guidelines and the future allocation of the residual legacy Hillary Commission Community Sport Fund.

Executive summary

2. Auckland Council inherited 14 operational funding agreements and residual Hillary Commission Community Sport funding that contributed to sport and recreation outcomes. 11 of the funding agreements, and the Hillary Commission funding were deemed out of scope of the Community Grants Policy 2014.

3. At the Parks, Recreation and Sport Committee meeting on 18 November 2015, draft Community Access Scheme guidelines and options for the use of the residual $2.5m Hillary Commission Community Sport Fund were considered. Both were approved for sector and local board consultation.

4. The purpose of the Community Access Scheme is to leverage access to non-council facilities to support increased levels of sport and recreation participation and reduce inequities of access to opportunities.

5. This report provides background and overview of the draft Community Access Scheme guidelines (the Guidelines) (Attachment A), and options for the use of the residual Hillary Commission funding.

6. This report requests local board feedback on the draft Guidelines and the use of the residual Hillary Commission funding.

Recommendation/s

That the Henderson-Massey Local Board:

a) provide feedback on the draft Community Access Scheme guidelines for the Governing Body to consider.

b) support the allocation of the residual $2.5m Hillary Commission Community Sport Fund toward the implementation of the Sport and Recreation Community Access Scheme with a priority given to identified need in the legacy Waitakere ($1.1M) and Auckland City ($1.39M) Council areas.

Comments

Draft Community Access Scheme

7. Auckland Council supports sport and recreation in a number of ways including through the provision of facilities and open space, delivering programmes and sector investment.

8. Council’s region-wide investment programme in sport and recreation supports the implementation of the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) to encourage Aucklanders to be more active more often. The investment programme consists of the Regional Sport and Recreation Grants Programme, Region Wide Strategic Partnership Grants and the Community Access Scheme (Attachment B). Additionally many local boards invest in sport and recreation organisations that provide outcomes aligned to their local board outcomes. The 29 July 2015 Parks, Recreation and Sport Committee approved a regional sport and recreation work programme that included the development of strategic region wide guidelines for the allocation of sport and recreation grants outside the scope of the Council Grants Policy including community access/operating grants and the residual Hillary Commission fund.

9. Following an October workshop the draft Guidelines were approved at the 18 November Parks, Recreation and Sport Committee meeting for local board consultation.

10. An update was provided to the 23 November Local Board Chairs Forum and workshops were held with all local boards that have existing funding relationships.

11. The proposed Community Access Scheme provides guidance for the existing 11 legacy arrangements and a framework to address identified gaps and future needs. The draft Community Access Scheme is primarily targeting regional gaps in sport and recreation facility provision and/or improving equity of access through local solutions. For organisations to be eligible they must identify a solution to meet an identified need in the Sport Facility Investment Plan (currently under development) and/or Community Facility Network Plan.

12. The Community Access Scheme will enable council to move investment in response to highest need/demand and invest on a three yearly cycle aligned to the Long-term Plan. Like the Sports Field Capacity Development programme this is a region-wide scheme allocated locally.

13. Investment will be made in facilities to:

· fill a specific sport gap as identified in the Sport Facility Investment Plan

· optimise and increase the use of existing facilities

· support the start-up phase of multisport facilities

Existing community access funding agreements

14. The 11 existing community access funding agreements were reviewed against the draft Guidelines to determine eligibility and strategic alignment. Staff will ensure those that are no longer eligible or do not align with the principles of the draft Guidelines, are supported through other mechanisms.

15. Given the timing of the Guidelines approval and the need to give certainty for the next financial year, on 26 April, the Parks, Recreation and Sport Committee approved the existing community access agreements be continued for the 2016/2017 financial year via the General Manager PSR report with the exception of one reallocation.

16. The following table illustrates current approved investment for the 2016/2017 financial year

Table 1.
Investment Area	Who	Amount
Asset based term grant – community access	Sovereign Stadium Mairangi Bay School/community/council partnership	$58k p.a.
Asset based term grant – community access	Avondale College School/community/council partnership	$17k p.a.
Asset based term grant – community access	Tamaki Recreation Centre School/community/council partnership	$100k p.a.
Asset based term grant – community access	ASB Stadium School/community/council partnership	$80k p.a.
Asset based term grant – community access	Waiheke Recreation Centre School/community/council partnership	$75k p.a.
Asset based term grant – community access	North Harbour Netball (reallocation from Hato Petera College)	$28k p.a.
Asset based term grant – operational support	Te Puru Community Charitable Trust Operational support	$340k p.a.
Asset based term grant – operational support	Papatoetoe Sports Community & Charitable Trust (Kolmar) Operational support	$100k p.a.
Asset based term grant – operational support	Dacre Park Cost-equity – contribution to field maintenance	$17k p.a.
Asset based term grant – operational support	Auckland Netball Sport-equity – contribution to facility maintenance	$150k p.a.
Asset based term grant – operational support	Manukau Tennis Centre Sport-equity – contribution to facility maintenance	$41k p.a.
Total		$1.006m

Future use of Hillary Commission Funding

17. In June 2002, Sport and Recreation New Zealand (SPARC, now Sport NZ) ceased the annual funding through the Community Sport Fund. The fund was administered through territorial local authorities and supported sport and recreation projects and initiatives.

18. The fund was allocated to councils on a population based approach and was distributed to the community through a combination of contestable grants and loans.

19. Following the end of the Community Sport Fund, SPARC advised councils that any remaining Community Sport funding held or returned via loan repayments could be allocated in a manner consistent with the desired outcomes of the fund.

20. Prior to Auckland Council, councils took a varied approach with most using remaining funds for capital projects or allocated in grants to sport and recreation groups.

21. At amalgamation Waitakere ($1.1 million) and Auckland City Council ($1.39 million) had remaining Community Sport Funds due in the most part to their approach of funding low interest loans to sport clubs which have since been repaid.

22. Four options for the future use of the residual Hillary Commission fund were discussed at the Parks Recreation and Sport Committee workshops on 17 June 2015 and 14 October 2015 and subsequently approved for local board consultation at the 18 November 2015 meeting. Further analysis of these four options is outlined in Attachment C.

· Develop a new contestable grants programme either regional or aligned to legacy Waitakere and Auckland City areas. A new contestable grants programme could be established. It could provide a wider criteria for achieving sport and recreation outcomes including facility or capital, and operational and programme related funding. It would need to be considered how this would fit with the regional and local grants programme including the new local discretionary capital fund.

· Allocate as part of the new Community Grants Policy (CGP) Regional Sport & Recreation Grants Programme. The new regional sport and recreation grants programme that has been established as part of the Community Grants Policy (CGP) has a budget of $508K per annum. This funding could be split across the first three years and added to the current budget, for distribution against the criteria in the CGP.

· Allocate towards the implementation of Auckland Sport and Recreation Strategic Action Plan (ASARSAP) priority initiatives with potential to target legacy Waitakere and Auckland City areas. The funding could be used to deliver on some of the focus areas of ASARSAP, for example, addressing inequity in sport and recreation support, sustainability of sport work programme, and the Sport Facility Network Plan implementation. Progress and outcomes would be reported via ASARSAP annual reporting.

· Allocate as part of a proposed Sport and Recreation Community Access Scheme to address inequities across sport and recreation either across Auckland or in the legacy Waitakere and Auckland City areas. This would increase the budget available to support community access to non-council facilities in areas of demand and provide operational support to new or existing sport and recreation facilities, including multisport hubs, for example, supporting netball hubs, and incentivising new multisport/co-location. This is a big gap area for sport and recreation funding support and would support and increase the sustainability of sport and recreation facility provision.

23. Allocating the funds to the Community Access Scheme is identified as the preferred option. It will add to existing funding over say a five year period, and provide support for community access to non-council facilities in areas of high demand, establishment of operational support to new sport and recreation facilities, including multisport hubs and support code specific sports hubs. This is a gap in sport and recreation funding and supports the sustainability of sport and recreation provision.

24. Including the residual Hillary Commission fund in the Community Access Scheme would provide further funding to leverage access to non-council facilities to support increased levels of sport and recreation participation and reduce inequities of access to opportunities. It is proposed that the Hillary Commission funding be allocated over a five year period and priority be given to identified need in the legacy Waitakere and Auckland City Council areas.

Consideration

Local board views and implications

25. Local Boards were consulted during the development of the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) which sets out how the priorities and strategic directions of the Auckland Plan will be put into action. This community access scheme implements these plans.

26. Local boards with facilities that have existing community access agreements have been engaged in on-going dialogue with staff about potential future change in agreements since amalgamation. Workshops have been held with the directly affected local boards on the draft Guidelines and their impact on the existing funding agreements.

27. The three West Local boards have expressed a view that the residual Hillary Commission funds from legacy Waitakere City Council should be retained and distributed for the benefit of the West community.

28. Central Local boards have informally expressed a view that the residual Hillary Commission funds from Auckland City Council should be retained and distributed for the benefit of the legacy Auckland City Council community.

Māori impact statement

29. The ASARSAP includes actions focusing on improving the health and well-being of Māori. Initiative 3.7 – Partner with regional Māori sports organisations to identify opportunities to increase participation by Maori in recreation and sport activities, including programmes in Te Reo, Māori settings and cultural activities.

30. ASARSAP key initiative 15.2 sets out the task for Te Waka Angamua and partners to lead the development of Te Whai Oranga – the Māori Sport and Recreation Plan; this will be reported to the Parks Recreation and Sport Committee in due course. Te Whai Oranga and the ASARSAP will guide delivery of specific programmes that will benefit Māori and improve delivery of against outcomes.

31. The Community Access Scheme will support Auckland Council’s commitment to Māori and support positive outcomes for Māori participation in sport and recreation through investing in eligible organisations that help achieve this objective. Matauranga Māori / Māori knowledge and world views will be respected. We will ensure that we:

· Engage effectively with Māori to identify investment opportunities to increase access

· Provide appropriate capacity building support to those invested in to support increased Maori participation in sport and recreation

Implementation

32. A report will be provided to the Parks, Recreation and Sport Committee in July 2016 seeking approval of the Community Access Scheme guidelines and use of the residual Hillary Commission fund.

33. The existing eligible community access agreements will be reviewed over 2016/2017 to determine appropriate funding amounts and levels of service for 1 July 2017 onwards. Relevant local boards will be involved in this process.

34. Decisions on future community access partnerships will be undertaken through annual plan or long-term plan processes in line with identified gaps in sports network and available budget.

35. Upon resolution from the July Parks, Recreation and Sport Committee staff will work with relevant local boards on the implementation of the residual Hillary Commission funds.

Attachments

No.	Title	Page
a View	Draft Sport and Recreation Community Access Scheme guidelines	103
b View	Sport and Recreation Investment diagram	107
c View	Options Analysis for residual Hillary Commission fund	109

Signatories

Authors

Ken Maplesden - Team Leader Local Partnerships

Emma Morgan - Principal Advisor Investment Programme

Authorisers

Sharon Rimmer - Manager Sport and Recreation

Mace Ward - General Manager Parks, Sports and Recreation

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

16 June 2016

Draft Sport and Recreation Community Access Scheme guidelines

Purpose

The purpose of the Community Access Scheme is to leverage access to non-council facilities to support increased levels of sport and recreation participation and reduce inequities of access to opportunities. The scheme will support implementation of the Auckland Sport and Recreation Strategic Action Plan. The aim is to open up access to facilities where there are gaps in the existing network of facilities provided both by council and the sports sector, encourage greater use of existing assets and support multisport/use facilities.

Context and strategic alignment

a) The Auckland Plan sets out a single vision to make Auckland the world’s most liveable city over the next 30 years, to 2040. The particular priorities in the Auckland Plan that the Community Access Scheme impacts the delivery of are:

· Provide quality opportunities for all Aucklanders to participate in Sport & Recreation

· Optimise sport and recreation facilities use

· Provide social and community infrastructure for present and future generations

b) The Auckland Sport & Recreation Strategic Action Plan (ASRSAP) sets out how the priorities and strategic directions of the Auckland Plan will be put into action. The Community Access Scheme is part of a suite of investment tools that deliver on three (Participation, Infrastructure, Sector Capability) of the four priority areas and key actions of this plan. Specific to the Community Access Scheme is the key priority area of:

Infrastructure: Access to open spaces, harbours, coastlines, waterways and a fit for purpose network of facilities that enable physical activity, recreation and sport at all levels. The Community Access Scheme will support the key actions to:

· Improve access to new and existing school sport and recreation assets

· Promote and prioritise investment into partnership facilities

· Deliver access to a recreation centre and swimming pool network across Auckland

· Implement the sport code facility plans

· Address equity of access to facilities

c) The Te Whai Oranga - Māori Sport & Recreation Plan, developed as an action of the Auckland Sport & Recreation Strategic Action Plan will guide prioritisation of activities to increase Māori participation in sport and recreation and improve Māori health and well-being.

d) I am Auckland – the Children and Young Peoples Strategic Action Plan outlines Auckland Council’s region-wide commitments to children and young people in Auckland. Specific to the Community Access Scheme is the key priority area of:

Auckland is my playground:

This means: We provide a range of opportunities for sport, recreation, arts and culture, which are easy for children and young people to take up.

Whilst the priorities for funding from the scheme will be set regionally, the increased access will be provided locally. This means the Community Access Scheme will also support delivery on sport and recreation participation priorities from ASRSAP at the local level such as:

· Meet the needs of local diverse communities

· Providing a range of easily accessible and safe activities for children and young people

· Encourage active communities and use of active transport methods

Principles

The following principles will guide decision-making:

· A focus on outcomes

Enabling community access through grants is a means, not an end in itself. We will invest in facility access based on the outcomes for sport and recreation participation and improving equity of access to facilities geographically, to low participant communities, and by opening up opportunities to more sports/recreation activities and supporting facilities to provide community access.

· Sustainable facilities

Investment levels will be assessed to ensure financial sustainability of facilities offering community access whilst not creating a long term dependency on funding from the community access scheme. We will work with recipients to ensure investment meets the outcomes desired and can be reduced over time as the facility or activity becomes more viable.

· Fairness and equity of opportunity

The Community Access Scheme allocates funding from a limited pool of funding, part of which is finite. Our grants will be targeted to the achievement of particular outcomes and priorities set out in the scheme’s eligibility and prioritisation criteria. We will also recognise legacy commitments to community access funding where these investments still align with our strategic priorities.

· Make the best use of resources

We will maximise the recreation and sport benefits for Aucklanders within the resources available, making the best use of every dollar spent to deliver good value and high quality experiences.

· Be inclusive

When making investment decisions we will recognise the recreation and sport preferences of all Aucklanders, taking into account the diverse make-up of our communities including different ethnicities, ages, abilities and socio-economic status.

· Enabling Māori outcomes and valuing Te Ao Māori

The Community Access Scheme will support Auckland Council’s commitment to Māori and support positive outcomes for Māori participation in sport and recreation through investing in eligible organisations that help achieve this objective. Matauranga Māori / Māori knowledge and world views will be respected. We will ensure that we:

o Engage effectively with Māori to identify investment opportunities to increase access

o Provide appropriate capacity building support to those invested in to support increased Maori participation in sport and recreation

Scope and eligibility

The Community Access Scheme is primarily targeting regional gaps in sport and recreation facility provision and/or improving equity of access through local solutions. For organisations to be eligible for investment, they must propose a solution to meet an identified need in the Sport Facility Network Plan and/or Community Facility Network Plan or demonstrate improving equity of community access.

The scheme is complementary to the Regional Grants Programme that provides for grants to regional organisations providing sport and recreation opportunities and investment in strategic partnerships with organisations that coordinate and build the capability of the sector. At the local level, local boards also have the discretion to provide funding support to local sport and recreation providers and facility operations.

Who is scheme targeted at

The investment will be targeted primarily at facility providers such as community trusts, marae, and schools, tertiary institutes, sports clubs and sports centres. Private sector providers will also be considered in some circumstances. Investment may also be made in regional or national sporting associations where a gap in provision or equity of access issues exists in a code. There may be times when these associations are best placed to distribute the funding to get the most equitable impact from the investment.

What we will fund

Investment will be made in facilities to:

· fill a specific gap in sport provision as identified in the Sport Facility Network Plan by providing an operating subsidy or contract for service to increase access to certain prioritised sport and recreation activities or targeted populations

· optimise and increase the use of existing facilities by providing an operating subsidy or contract for service where it is required to expand the range of uses and open up access for community use

· support the start-up phase of multisport facilities by providing a finite and reducing operating subsidy to maximise their use.

What we will not fund

Access to sports fields and sports field maintenance will not be funded. The Sports Field Capacity Development Programme identifies gaps in provision and sports field development priorities. Where partnership opportunities exist to fill these gaps there is an opportunity for Council to partner with external providers through providing maintenance services, refurbishments and other support to secure and support access.

Prioritisation criteria

We will prioritise investment where:

· there is an identified geographic gap in the provision of council recreation facilities

· the Sport Facility Network Plan identities a priority action to respond to current sport facility needs

· new and emerging sports can be accommodated

· there is a potential to address an identified equity of access issue

· barriers to access can be greatly reduced eg: cost, cultural, physical, transport

· partnerships with other organisations are leveraged and multi-use of facilities can occur

· outcomes for Maori sport and recreation participation will be improved

· priority outcomes of partners in the sector such as Sport NZ and Aktive Auckland Sport & Recreation can be impacted eg: participation rates for:

o young girls (10-18)

o young people(5-18) in lower socio economic areas

o Asian people, particularly Indian

o Pacifika people, particularly Samoan

Investment approaches

The scheme contains two distinct types of investment: direct investment into eligible facilities for a period of time and investment made as a result of targeted expressions of interest to fulfil priority gaps, may be one-off or over a period of time.

Direct investment

Auckland Council will enter into multi-year funding relationships with a small number of identified eligible facility providers including those under legacy agreements (where they continue to be eligible) that best deliver the outcomes of the scheme, align to the principles and address the priority criteria.

Targeted expressions of interest

On a three yearly basis, expressions of interest may be called to address targeted facility access issues for example in a geographic area, for a type of facility or to increase access to a particular sport and recreation activity or targeted populations. This may result in multi-year funding agreements being put in place to support access or one off grants for a specific purpose.

Monitoring and evaluation outcomes

Outcomes achieved through investment via the Community Access Scheme will be monitored through standard Funding Agreements with all organisations. These will contain a regular reporting approach and key performance indicators (KPI’s) to measure community access impact. Measures will cover:

· Auckland Plan targets for sport and recreation

· Participation rates of targeted populations

· Māori outcomes for sport and recreation

· Value for money

· Satisfaction levels of customers and/or participants

· Diversity of activity on offer

· Affordability and accessibility

Local boards will have input into setting targets and KPI’s for organisations invested in, in their local board area.

Henderson-Massey Local Board

16 June 2016

Attachment B

Auckland Plan: The world’s most livable City Te pai me te whai rawa o Tamaki

Auckland Sport And Recreation Strategic Action Plan: Promote individual and community wellbeing through participation and excellence in sport and recreation and achieve our shared vision of:

Aucklanders: more active more often

Auckland Council’s role in delivering this is through:

	Sector Investment*	Facility Provision	Planning and Policy	Advice

	Regional Grants	Regional Strategic Partnership Grants	Regional Community Access Scheme	Local Community Grants
ASRSAP key priority areas & actions	Participation	Sector Capability	Infrastructure	Participation
	· Affordable and accessible options for participation · Diverse communities enjoy healthy and active lifestyles · Maori participation in sport and recreation has increased Infrastructure · Participants in a wide range of activities are equally able to access suitable facilities and outdoor environments	· Volunteer development and retention · Sport sector engagement in Sport Facility Investment Plan · Sector capability including facility partnerships and viable business models · Development of school/community clusters to increase utilisation of school sport and recreation facilities	Supports: · Improved access to existing school recreation and sport assets Promotion and prioritised investment into facility partnerships · Addressing equity of access to facilities · Implementation of the sport code plans	· Meet the needs of local diverse communities · Range of easily accessible and safe activities particularly for children and young people · Encourage active communities and use of active transport methods
	Targeting: · Equitable access to activities not currently benefitting from dedicated or council subsidised facilities and outdoor environments · Programmes that enable children and young people to develop skills to help lifelong participation · Easier and more affordable access for low participant communities: Maori, children and young people, health and well-being · Those facing barriers Aimed at organisations providing the activity	Aimed at organisations leading and coordinating the sector	Targeting: · Gaps in provision · Inequity in provision · Implementation of Sport Facility Network Plan & Community Facilities Network Plan · Optimisation and best use of existing facilities · Start-ups of multisport facilities and facility partnerships Aimed at facility owners & providers	Targeting · Priorities set by each local board aligning to their local board plan Aimed at local sport & recreation groups

Henderson-Massey Local Board

16 June 2016

Community Lease Work Programme 2016/2017

File No.: CP2016/10118

Purpose

1. To approve the 2016/2017 work programme for community leases.

Executive summary

2. Community leases are a valuable way in which the council provides support to local community organisations to provide the activities and services aligned with recognised local priorities.

3. Attachment A provides a detailed list of the community leases and licenses due for renewal or expiry over the 2016/2017 financial year, in addition to those from previous years’ work programmes which have yet to be completed.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the community lease work programme 2016/2017 as detailed in Attachment A.

Comments

4. To meet the demands of this substantial programme of community leasing work, staff introduced a programme approach to more efficiently deliver the volume of work last year at a meeting of the Local Board Chairs on 28 September 2015. The programme approach aimed to streamline reporting procedures to enable a large number of more routine leases to be fast tracked, whilst focusing necessary attention on those community leases that are more complex.

5. This approach has proven successful and staff intend to continue implementing this strategic delivery where possible for the 2016/2017 community leasing work programme.

Consideration

Local board views and implications

6. The draft 2016/2017 work programme was considered by the local board at a workshop on 19 April 2016. The views expressed by local board members during the workshop have been adopted in Attachment A.

7. The community lease 2016/2017 work programme supports the achievement of the following 2014-2017 Henderson-Massey Local Board Plan priorities:

· A community where we know our neighbours, work together on issues and value

· Diversity

· A good life for young and old

· A vital business sector that creates valued local employment opportunities

· Growth that is extraordinarily liveable.

Māori impact statement

8. Supporting Maori initiatives and objectives is a regional priority, as outlined by the Auckland Plan aim to increase targeted support to Maori community development projects. The community leasing work programme aims to improve well-being among Maori living in the local board area through services provided by community groups leasing land and buildings from the council.

Implementation

9. Work programme implementation will be reported quarterly to the local board.

10. Further decisions will be requested of the local board for detailed lease approvals either through the bundled reporting approach when applicable, or through individual lease reports as required.

Attachments

No.	Title	Page
a View	HMLB community lease work programme 2016/2017	113

Signatories

Authors

Toto Vu-Duc - Manager Community Leases

Authorisers

Rod Sheridan - General Manager Community Facilities

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

16 June 2016

Henderson-Massey Local Board Libraries Work Programme 2016/2017

File No.: CP2016/10852

Purpose

1. This report presents the Libraries 2016/2017 Henderson-Massey Local Board work programme for approval.

Executive summary

2. This report provides information to support Henderson-Massey Local Board to make decisions required to approve the Libraries 2016/2017 work programme.

3. The proposed Libraries work programme aims to provide a defined work programme for the 2016/2017 financial year.

4. The Libraries work programme for Henderson-Massey Local Board aligns with the following 2014-2017 Henderson-Massey Local Board Plan priorities:

· A community where we know our neighbours, work together on issues and value diversity

· A good life for young and old

5. The Henderson-Massey Local Board is being requested to approve the Libraries work programme for FY 2016/2017.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the 2016/2017 Libraries work programme (Attachment A).

Comments

6. The libraries work programme for 2016/2017 aligns to the Henderson-Massey Local Board plan 2014 – 2017 and Te Kauroa – Auckland Libraries Future Directions 2013-2023.

7. The Libraries work programme aligns to the following 2014-2017 Henderson-Massey Local Board Plan priorities:

· A community where we know our neighbours, work together on issues and value diversity

· A good life for young and old

8. The work programme includes library activities that align with the local board priorities and meet the needs of the Henderson-Massey community. The cost of running the local libraries largely appears in one activity line – “Library hours of service”. Activities that respond to local community priorities have been included in the work programme but they do not have specific ABS opex budget attached as the cost is included in running the local libraries.

9. A workshop was held with the local board and Libraries staff on Tuesday, 19 April 2016 where the draft work programme was considered.

10. The Henderson-Massey Local Board is requested to approve the Libraries work programme for 2016/2017. Libraries’ staff will continue to work with relevant portfolio holders and the local board to ensure activities align with the local board priorities and meet the needs of the Henderson-Massey community.

Consideration

Local board views and implications

11. The draft 2016/2017 work programme was considered by the local board at a workshop on Tuesday, 19 April 2016.

Māori impact statement

12. Improving Maori outcomes is core to library services and is defined in Te Kauhanganui – Libraries Māori Responsiveness Plan. The libraries work programme supports Maori initiatives in both programme and service delivery at local libraries.

Implementation

13. Libraries staff will continue to meet with the portfolio holders to provide updates on the work programme and ensure it is progressed and meets local board priorities. The libraries work programme will be implemented within the annual plan 2016/2017 budget and reported on through the quarterly reporting process.

Attachments

No.	Title	Page
a View	Henderson-Massey Local Board Libraries Work Programme 2016/2017	117

Signatories

Authors

Darryl Soljan - Manager Customer Experience - North & West Libraries

Authorisers

Mirla Edmundson - General Manager Libraries & Information

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

16 June 2016

Henderson-Massey Board Community Facilities Renewals Work Programme 2016/2017

File No.: CP2016/10838

Purpose

1. To approve the 2016/2017 work programme for Community Facilities renewals for the Local Community Services activity (Community Places, Arts Facilities, Community Leases, and Libraries).

Executive summary

2. Renewals funding is identified at a high level through the long-term plan and a capital works programme is prepared for approval annually. The programme ensures that each council facility can operate to the current level of service articulated in the relevant asset management plan.

3. Attachment A provides the proposed 2016/2017 work programme for Community Facilities, Local Community Services activity, renewals for local board approval.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the 2016/2017 work programme for Henderson-Massey Local Board Community Facility Renewals

b) note that the 2016/2017 funding envelope is indicative to deliver this programme of work and any budget variances (within scope) will be managed within the total region-wide renewals funding envelope.

Comments

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

5. Investment in this renewals programme will ensure that council facilities remain valuable, well-maintained community assets that continue to meet user expectations. Not undertaking timely renewals will have an undesirable impact on the customer experience and put asset performance at risk, and ultimately increase the cost to maintain the facility.

6. The renewals programme process ensures that the proposed Community Facility renewals work programme (Attachment A) has received extensive input and assessment from business owners, facility users, and Community Facilities staff.

Consideration

Local board views and implications

7. Council staff will report quarterly to the local board on how the programme is tracking, and discuss with the local board any arising key risks and notify the local board when projects are completed.

Māori impact statement

8. The Henderson-Massey Local Board Community Facility renewals work programme 2016/17 will ensure that all facilities continue to be well-maintained community assets benefiting the local community, including Māori.

Implementation

9. This work programme will be implemented as part of Community Facilities’ usual business practice.

10. Work programme implementation will be reported quarterly to the local board. The first-quarter report will outline the programme’s delivery schedule.

11. The 2016/2017 Community Facilities renewals work programme for the Local Parks, Sport & Recreation activity will be presented for approval at the July business meeting.

Attachments

No.	Title	Page
a View	Henderson-Massey Local Board Community Facilities Renewals Work Programme FY17 - Local Community Services	121

Signatories

Authors

Hannah Alleyne - Senior Programme Planner

Authorisers

Rod Sheridan - General Manager Community Facilities

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

16 June 2016

Parks, Sport and Recreation Annual work programme 2016/2017

File No.: CP2016/09953

Purpose

1. The purpose of this report is to present the draft 2016/2017 Parks, Sport and Recreation (PSR) Annual work programme (AWP) for the consideration and approval of the Henderson-Massey Local Board.

Executive summary

2. This report presents the Parks, Sport and Recreation draft Annual work programme for the 2016/2017 financial year (FY17).

3. The work programme includes the Local Board capital expenditure and Locally Driven Initiatives (LDI) programme of works but excludes any works associated with external agency projects.

4. Should unforeseen works arise or work priorities change from those attached and approved, the Parks Sport and Recreation advisors will discuss this with the appropriate local board portfolio holder/s.

Recommendation/s

That the Henderson-Massey Local Board:

a) approves the Henderson-Massey Parks, Sport and Recreation Annual work programme 2016/2017 financial year as detailed in Attachment A to this report;

b) delegates the approval for any changes to the Parks, Sport and Recreation Annual work programme 2016/2017 to the appropriate Parks, Sport and Recreation advisor and local board portfolio holder/s.

Comments

5. Officers discussed the scope of the Parks, Sport and Recreation draft Annual work programme 2016/2017 at a workshop with the local board on 19 April 2016.

6. This report presents Parks, Sport and Recreation’s annual work programme (AWP) for the 2016/2017 financial year, but reflects a three year view of the outlying years. This is with the exception of Growth funding, which is approved on a year by year basis only.

7. There are separate AWPs for Sport and Recreation: Leisure; Local and Sports Parks.

8. The Parks, Sport and Recreation Annual work programme 2016/2017 has been developed with a strategic focus, in that many projects will be delivered over two or more financial years.

9. The Parks, Sport and Recreation Annual work programme 2016/2017 presented as Attachment A, needs to include some flexibility to account for any unforeseen factors beyond Parks, Sport and Recreations control that may arise.

10. Officers may need to adjust priorities as unforeseen complexities in delivering planned projects arise. Any changes to the Parks, Sport and Recreation Annual work programme 2016/2017 will be consulted with the local board Portfolio holder for the project, who will make a decision on the proposed changes or decide whether it needs a decision by the local board.

11. PSR renewals and leisure development projects will be reported separately and led by Community Facilities.

12. Projects may be funded from one or multiple budget sources which include: Asset Based Services (ABS) CAPEX or OPEX; Locally Driven Initiatives (LDI) CAPEX or OPEX; Growth funding; external funding or sponsorship.

13. Growth programme
Asset Based Services CAPEX includes Growth funded projects where the project meets the criteria to be allocated development contribution funding. Local and Sports Park projects are split into four different work streams for Growth:

· General Park development;

· Playscape development;

· Sport development;

· Greenway and walkway development.

14. The overall Growth programme should reflect that development contributions make up 70% of the total programme budget and other contributions (such as rates, third party contributions etc.) make up the remaining 30%.

15. The AWP shows the allocated FY17 Growth funding for information only. Any funding in subsequent years is indicative as Growth funding is signed off annually. Projects that are identified to receive Growth funding in FY17, but are being delivered over more than one year, will be considered as priority for Growth funding in the subsequent years.

16. For FY17, funding has been allocated to projects based on the analysis of the criteria below.

17. Projects identified in the FY17 AWP which are eligible for FY17 Growth funding have been included in the attachment for the Local Board’s information only and will be confirmed to the Parks Recreation and Sport Committee in September 2016.

18. Criteria for Growth funding allocation

All projects funded through the FY17 Growth programme need to be development projects on Council owned reserve or Ministry of Education land. Projects were ranked based on the following criteria:

· Whether the project is multi-year and received Growth funding in the 2015/2016 financial year;

· Alignment with a parks programme – the project should align with one of the four park development programmes (i.e. General, Playscape, Greenway and walkway, Sport);

· The proportion of the project that is caused by growth - projects are ranked on the percentage of demographic growth in the area that the project will serve. For example, greenfield sites or new housing areas will be ranked higher than an area of low or no growth;

· The proportion of the project that will benefit a new community in the next ten years;

· Whether a project aligns strategically with a governing body, local board or spatial priority;

· Whether a project leverages additional investment or provides for reduced or no operating cost to Council over time;

· Project readiness and deliverability - design work is complete; all consents and funding are in place; works are procured and where applicable a funding agreement is in place and full project cost funding is available.

19. Other budget types contributing to the Park Sport and Recreation works programme

The Locally Driven Initiatives (LDI) programme is part of this draft AWP. PSR projects resulting from external agency partnerships are not included unless they have an element of local board funding attached to them.

20. Leisure, and sport and recreation activity programmes do not show a budget amount but have been included in the work programme for information and future quarterly reporting.

Consideration

Local board views and implications

21. The local board provided feedback on the proposed Parks, Sport and Recreation draft Annual work programme 2016/17 at a workshop on 19 April 2016. Feedback from this workshop has informed the programme included as Attachment A.

Māori impact statement

22. Parks and open spaces, as well as sport and recreation activity contributes significantly to Maori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to Tangata Whenua, appropriate consultation will follow.

Implementation

23. Once approved the delivery of projects identified in the Parks, Sport and Recreation Annual work programme 2016/2017 will take place from 1 July 2016.

24. The progress of the Parks, Sport and Recreation Annual work programme 2016/2017 projects will be reported to the local board quarterly.

Attachments

No.	Title	Page
a View	Henderson-Massey Parks, Sport and Recreation Annual work programme 2016/2017	127

Signatories

Authors

Lynda Lucas - Parks Liaison & Development Team Leader

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

16 June 2016

Henderson-Massey Local Board Arts, Community and Events Work Programme 2016/2017

File No.: CP2016/11460

Purpose

1. This report presents the Arts, Community and Events (ACE) 2016/2017 Henderson-Massey Local Board work programme for approval.

Executive summary

2. This report provides information to support local boards to make decisions required to approve the ACE 2016/2017 work programme.

3. The proposed ACE work programme aims to provide a defined work programme for the 2016/2017 financial year. The work programme covers the following areas:

· Community Empowerment

· Arts and Culture

· Events

· Community Places.

4. The ACE work programme for the Henderson-Massey Local Board aligns with the following 2014-2017 Henderson-Massey Local Board Plan priorities:

· a community where we know our neighbours, work together on issues and value diversity

· a good life for young and old

· a vital business sector that creates valued local employment opportunities

· growth that is extraordinarily liveable.

5. Local boards are being requested to approve the ACE work programme for FY 2016/2017.

6. This work programme includes the following community group funding agreements for your approval:

· $160,000 to Massey Matters to implement local shared work, place making and match funding programmes

· $109,000 to MPHS Community Trust for early childhood education and child centred programmes and the implementation of the governance support programme

· $48,308 to Waitakere Workers Education Association to deliver local development initiatives and business networking

· $50,000 to Ranui Action Project Inc. to complete local community empowerment projects and to support the position of empowerment coordinator

· $78,000 to Community Waitakere Charitable Trust to implement a shared work programme and community led initiatives

7. Along with the following community arts organisation asset based funding agreements:

· $147,626 to Pacific Mamas Arts and Cultural Trust

· $549,105 to Waitakere Arts and Culture Development (for Corban Estate Arts Centre)

· $46,720 Waitakere Central Community Arts Council.

8. Staff also recommend that the local board:

· delegate financial decision making to the CEU (Community Empowerment Unit) portfolio holder to approve the final initiative scope and distribution of funds to community groups to implement the 2016/17 Community Empowerment Unit work programme except for those matters separately approved.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the 2016/2017 Arts, Community and Events work programme in Attachment A.

b) delegate financial decision making to the CEU (Community Empowerment Unit) portfolio holder to approve the final initiative scope and distribution of funds to community groups to implement the 2016/17 Community Empowerment Unit work programme (except for those matters separately approved)

Comments

9. The ACE work programme for 2016/2017 has been developed using a coordinated departmental approach. The programme reflects the community empowerment approach through a number of cross-unit and cross-departmental activities. Over time, the principles of community empowerment will drive the ACE work programme. Future work programmes will demonstrate a more joined-up departmental approach. Each ACE unit has aligned their projects and initiatives to the Auckland Plan directives and the Henderson-Massey Local Board plan 2014-2017.

10. The ACE work programme aligns to the following 2014-2017 Henderson-Massey Local Board Plan priorities:

· a community where we know our neighbours, work together on issues and value diversity; through a number of capacity building initiatives, community events and arts programmes

· a good life for young and old; supporting neighbours day and a number of youth initiatives

· a vital business sector that creates valued local employment opportunities; by funding community partners to deliver economic development and employment services

· growth that is extraordinarily liveable; by developing a multipurpose operational plan for the Westgate facility.

11. The ACE work programme 2016/2017 for the Henderson-Massey Local Board includes the following areas of activity:

· Community Empowerment: These projects and programmes aim to deliver a range of social outcomes for local residents. This includes capacity building initiatives delivered by community organisations such as Community Waitakere and Massey Matters, as well as funding Ranui Action Project to support youth led projects in Ranui

· Arts and Culture: This includes providing support and funding for Pacific Mamas Arts and Cultural Trust and for Waitakere Arts and Culture Development Trust to deliver community programmes and activities

· Events: This work programme includes a range of community events such as Brass at the Falls, Diwali Festival and Henderson Christmas Festival

· Community Places: This includes the support of communities facilities such as Ranui Community House and Henderson Youth Facility, as well as transitioning the Glendene Community Hub to become community managed and governed.

12. The work programme includes scoped initiatives that align with local board priorities, as well as budget allocation and established timelines.

13. The local board considered the draft work programme at a workshop with ACE staff on 24 May 2016. Staff incorporated the local board’s feedback into the work programme.

14. The Community Empowerment Unit is operationalising the Empowered Communities Approach, a new way of working. Community empowerment means communities having a sense of control over what happens at a local level and council fostering the conditions that support this. For 2016/2017 the unit is focused on delivery within four key areas:

· initiatives that are joined up and delivered with other departments of council and the CCOs and that support local board plans

· capacity building programmes and projects for the community and voluntary sector and residents

· initiatives designed to enhance participation and engagement in council decision making

· collaborative Auckland-wide initiatives that respond to complex issues where the advantage of council’s size will have a significant impact on outcomes.

15. There are numerous examples of the Empowered Communities Approach within this work programme. With ACE funding and support:

· West Means Business will deliver business networking and support services to the community

· Massey Matters will deliver capacity building services and projects

· Ranui Action Project will undertake a range of community programmes in Ranui, including safety initiatives.

16. Local Boards are requested to approve the ACE work programme for 2016/2017. ACE staff will continue to work with relevant portfolio holders and the local board to ensure these projects are delivered and evaluated.

17. This work programme includes the following community group funding agreements for your approval:

· $160,000 to Massey Matters to implement local shared work, place making and match funding programmes

· $109,000 to MPHS Community Trust for early childhood education and child centred programmes and the implementation of the governance support programme

· $48,308 to Waitakere Workers Education Association to deliver local development initiatives and business networking

· $50,000 to Ranui Action Project Inc. to complete local community empowerment projects and to support the position of empowerment coordinator

· $78,000 to Community Waitakere Charitable Trust to implement a shared work programme and community led initiatives

18. Along with the following community arts organisation asset based funding agreements:

· $147,626 to Pacific Mamas Arts and Cultural Trust

· $549,105 to Waitakere Arts and Culture Development (for Corban Estate Arts Centre)

· $46,720 Waitakere Central Community Arts Council.

19. Staff also recommend that the local board:

Consideration

Local board views and implications

20. The draft 2016/2017 work programme was considered by the local board at a workshop on 24 May 2016. Feedback from the local board was considered and incorporated into the local board work programme (Attachment A).

Māori impact statement

21. Improving Māori outcomes is a priority for the region. One of the Auckland Plan targets is to increase targeted support to Māori community development projects. A key objective of ACE is to deepen and integrate relationships with Mana Whenua, mataawaka and Marae, in our everyday work.

22. The focus of this ACE work programme is to support Māori targeted initiatives, such as the Nga Kawa o Tangaroa Tikanga Programme, a programme designed to reconnect rangatahi to their culture, which the Empowered Communities Unit is funding Te Whanau o Waipareira Trust to deliver. Another example is from the Events Unit, which is providing funding and support for Hoani Waititi Marae to deliver a Waitangi Day event.

Implementation

23. Once the work programme is approved, ACE staff will monitor and evaluate progress throughout 2016/2017. Staff will continue to meet with portfolio holders to provide updates on the work programme and ensure it is progressed in a timely way. The ACE work programme will be implemented within the annual plan 2016/2017 budget and updates on progress will be available at the end of each quarter.

Attachments

No.	Title	Page
a View	Henderson-Massey Local Board Arts, Community and Events Work Programme 2016/2017	135

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

16 June 2016

Local Board input into the Empowered Communities Approach Progress Update Report

File No.: CP2016/10294

Purpose

1. To provide an opportunity for local boards to formally feedback on the progress and implementation of the Empowered Communities Approach to date.

Executive summary

2. On 4 June 2015, the Regional Strategy and Policy Committee approved the implementation of the Empowered Communities Approach.

3. The Community Empowerment Unit was established to lead and operationalise the Empowered Communities Approach. The unit became operational on 1 October 2015.

4. In March 2016, the Regional Strategy and Policy Committee received its first update on the transition and implementation of the new structure and approach.

5. Local board views are being sought to inform the July 2016 progress update report to the Regional Strategy and Policy Committee.

6. This report provides an opportunity for the local board to formalise its views on progress made to date.

Recommendation/s

That the Henderson-Massey Local Board:

a) provide its feedback on the progress and implementation of the Empowered Communities Approach to date to inform the July 2016 progress update report to the Regional Strategy and Policy Committee.

Background

7. The Mayor’s Proposal for the Long Term Plan 2015 – 2025 (LTP) included developing an Empowered Communities Approach to the work of Auckland Council and sought changes to the community development function as follows:

· To transition delivery to a more empowered community approach;

· To move away from direct delivery (and therefore save overheads) and fund community groups to deliver more;

· For local boards to play a much more active role by allocating more funding through the boards.

8. The Budget Committee approved the proposal on 7 May 2015. It resolved to:

a) Note that an Empowered Communities approach will be implemented during the 2015/2016 financial year with detail of the proposed Community Development and Safety model to be presented to the Regional Strategy and Policy (RSP) Committee on 4 June 2015;

b) Note that the associated savings target of $1.6 million in 2015/2016 and $2.0 million per annum each year thereafter, until 2025, has been included in the budget and that any necessary review of implementation and related budget can be undertaken as part of the Annual Plan 2016/2017 process.

(Resolution number: BUD/2015/18

9. On 4June 2015, the Regional Strategy and Policy Committee resolved to:

a) Endorse the implementation of the ECA which will result in a new operating model for the Community Development and Safety unit;

b) Request that progress against outcomes, implementation of the structure and operation of the model be reviewed and reported back to the Regional Strategy and Policy Committee in February and July 2016;

c) Endorse that additional funding to deliver locally driven initiatives be considered as part of the 2016/2017 Annual Plan.

(Resolution number: REG/2015/41)

10. The Empowered Communities Approach provides clear strategic direction for a whole of council shift to working in ways that are more empowering of communities.

The approach:

· provides a framework to enable council to deliver services in a more effective and empowering way;

· supports community-led development and builds on the Thriving Communities’ Action Plan Ngā Hāpori Momohi (April 2014);

· involves a shift away from direct service delivery to supporting community-led initiatives, with a view to embedding a new way of working across the council family;

· encourages flexibility to meet the varying requirements of communities and local boards, rather than taking a ‘one size fits all’ approach.

11. The Community Empowerment Unit was established to lead and operationalise the Empowered Communities Approach. The unit became operational on 1 October 2015.

Progress update report

12. In March 2016 the Regional Strategy and Policy Committee received an update on the progress of the implementation of the new structure, the operational model and outcomes of the approach to date. Staff will be presenting a further update to the Committee in July 2016.

13. This report provides an opportunity for the local board to formalise its views on progress to date of the implementation of the approach to inform the July 2016 Regional and Strategy update report.

Three year evaluation

14. The Empowered Communities Approach is being evaluated over a three year period. An evaluation plan is currently being developed.

15. To ensure a good spread of data and input from a variety of viewpoints and experiences (elected members, community groups and staff), the local boards’ views captured during this process will also help inform the baseline and formative phase of the wider three year evaluation.

Consideration

Local board views and implications

16. Local board feedback will help inform the report to the Regional Strategy and Policy Committee in July 2016 on the progress and implementation of the Empowered Communities Approach to date.

17. Local boards are providing feedback on the following questions:

· What do you see working well in the initial stages of the roll out of the Empowered Communities Approach?

· In the future, how would you know that the Empowered Communities Approach is working well in your local board area?

· What has been the impact of transitioning into an Empowered Communities Approach for your local board area?

· What do you see as the key barriers to the implementation and uptake of the Empowered Communities Approach?

· How can the Community Empowerment Unit ensure that the approach is embraced by the whole of council for the betterment of the community?

Māori impact statement

18. The council’s Māori Responsiveness Framework has guided and shaped the Empowered Communities Approach.

19. Te Waka Angamua (TWA) is involved in the cross-council evaluation reference group.

20. The Community Empowerment Unit is also developing more enabling and responsive ways of working with mana whenua, mataawaka, marae and Māori organisations across the region to nurture community-led development initiatives.

Implementation

21. The Empowered Communities Approach will continue to be implemented and evaluated with the model being operational in the 2016 /2017 financial year.

Attachments

There are no attachments for this report.

Signatories

Authors

Madelon de Jongh - Senior Policy Advisor

Authorisers

Anna Bray - Policy & Planning Manager - Local Boards

Karen Lyons - Manager Local Board Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

16 June 2016

Draft 2016 Elected Members’ Expenses Policy

File No.: CP2016/12078

Purpose

1. To seek the views of the Henderson-Massey Local Board on the draft 2016 Auckland Council Elected Members’ Expenses Policy.

Executive summary

2. Each electoral term, the Remuneration Authority requires all councils to adopt an expenses policy and forward the adopted policy to the Remuneration Authority for its approval.

3. The expense policy provides the rules for elected members’ reimbursement for expenses they incur whilst performing their duties.

4. The governing body last adopted an expenses policy in July 2014. The Remuneration Authority has requested the council’s policy for July 2016 – June 2019. The governing body will be asked to adopt the 2016 policy at their 21July Finance and Performance Committee meeting.

5. Staff have reviewed the operation of the current policy and have updated the policy to:

· have clear principles of what is considered appropriate elected member expenditure

· remove the duplication of Remuneration Authority allowance tables

· replace complicated travel, development and conference attendance approvals with a ‘one up’ approach that requires senior elected member or senior staff approval.

6. The amended policy is attached. In addition to the substantive changes, the language and presentation of the policy have been updated to make it more accessible.

Recommendation/s

That the Henderson-Massey Local Board:

a) provide comments on the draft 2016 Elected Members’ Expense Policy to the governing body.

Comments

7. The Remuneration Authority (the Authority) sets remuneration for elected positions in local government annually. It also sets the rules for reimbursement of costs met by members in undertaking their duties.

8. In its determination, the Authority details some work-related expenses for elected members:

· the maximum allowances payable by councils to elected members for certain activities, such as transport and communications

· The criteria for and amounts payable to, elected members sitting on resource consent hearings.

9. Additionally, the Authority determines the nature of reimbursements made to elected members for costs undertaken on council business.

10. The Authority requires each council to adopt an expenses policy. The current policy was last approved in July 2014. It is necessary to review and update the policy prior to sending it to the Authority for approval.

11. The Auckland Council Elected Members’ Expenses Policy (the policy) sets out the council’s rules under which elected members may be reimbursed or paid allowances for personal costs that arise in the course of council business.

12. In the draft policy, general travel, accommodation and insurance claim rules have been retained. The continued requirement for a business case for international travel and the publication of all elected member expenditure will ensure transparency. Staff will continue to support the elected members with the required paperwork. The proposed changes relate to the authorisation of expenditure and the introduction of the council’s Elected Member Development Programme.

Substantive changes

Professional development and attendance at conferences

13. The new policy includes provisions related to the 2016-2019 Elected Member Development Programme. Professional development included in the core professional development programme will be pre-authorised. This means that elected members will not be required to provide a business case for development or attendance at conferences that are covered by the l development programme.

14. Pre-authorisation is subject to the principles of the policy. The funds must be budgeted for and authorised by the appropriate senior manager.

15. If elected members want to undertake l development activities outside the elected members’ core l development programme, a written request must be made to the Manager Democracy Service or the Manager Local Board Services.

Domestic travel approval

16. Changes have been made to approvals. The draft policy reflects a ‘one up’ approach that requires senior elected member or senior staff approval.

17. Currently elected members are required to seek authorisation from a senior staff member and either the Mayor, the Deputy Mayor, the chair of a committee of the whole or the chair of their local board.

18. To make authorisations more efficient the draft policy has been amended to allow the Governance Director or the Manager Democracy Services to authorise travel and sundry expense claims for governing body members.

19. For local board members, the draft policy has been amended with the Governance Director proposed as the approver for local board members and chairpersons.

International travel approval

20. For international travel for the Mayor and the Deputy Mayor, in addition to the Chief Executive, the Chair of the Finance and Performance Committee has been added as an approver. This gives additional flexibility for approval if the Chair of the Audit and Risk Committee is not available at that time.

21. For all other elected members the draft policy proposes that the Mayor or Deputy Mayor or the Chair of the Risk and Audit Committee or the Chair of the Finance and Performance Committee and the Chief Executive or the Governance Director are the approvers.

22. For sundry expense claims following international travel, the draft policy has been amended to allow the Chief Executive or the Governance Director to authorise the Mayor and the Deputy Mayor claims; the Governance Director or Manager Democracy Services to authorise governing body member claims; and the Governance Director or the Manager Local Board Services to authorise local board member claims.

23. The probity check to this approach is threefold:

· the trip must meet the principles of the policy

· it must be authorised by a senior elected member or senior staff member (a ‘one up’ authorisation) and

· all expenditure incurred by elected members on council business continues to be published.

24. The new approvals are in the table below. Changes are underlined.

Table 1. Changes to approvals

Item	Proposed	Previous term
Approvals for domestic travel outside of Auckland – Mayor	No change	· The Chair of the Audit and Risk Committee · or the Chair of the Finance and Performance Committee
Approvals for domestic travel outside of Auckland – Deputy Mayor	· The Mayor or · The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance	· The Mayor · or the Chair of a Committee of the Whole
Approvals for domestic travel outside of Auckland – councillors	The Governance Director or the Manager Democracy Services	· The Deputy Mayor · or the Chair of a Committee of the Whole
Approvals for domestic travel outside of Auckland – local board Chair	The Governance Director or the Manager Local Board Services	· Governance Director · and report to business meeting
Approvals for domestic travel outside of Auckland – local board members	The Governance Director or the Manager Local Board Services	· The Local Board Chair · and report to business meeting
Approvals for international travel - Mayor	· A business case and both: · The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive	A business case and both: · the Chair of the Audit and Risk Committee · and the Chief Executive
Approvals for international travel– Deputy Mayor	· A business case and both: · The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive	A business case and Both: · the Mayor or the Chair of a Committee of the Whole · and the Chief Executive
Approvals for international travel – Governing Body members	· A business case and both: · The Mayor or the Deputy Mayor or the Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive or Governance Director	A business case and Both: · the Mayor or the Deputy Mayor · and the Chief Executive or the Director Governance
Approvals for international travel – local board members	· A business case and both: · The Mayor or the Deputy Mayor or the Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee · And the Chief Executive or Governance Director	A business case and Both: · Endorsement by the Local Board · then approval by the Chief Executive or the Director Governance If urgent approval is needed: · Endorsement by the Chair · then approval by the Chief Executive or the Director Governance · then retrospective endorsement by the Local Board
Development programmes and conferences	Pre-approved, subject to the cost falling within the annual professional development budget	Various authorisation depending on the role of the requester
Hosting official visitors	If necessary, budget holder approval	Personal expenditure can be reimbursed

25. Other changes have been made throughout the policy to update, clarify or align the policy with current good practice. In addition the language and presentation of the policy have been updated to make it more accessible.

Consideration

Local board views and implications

26. This report is seeking local board views.

Māori impact statement

27. This policy is a requirement of the Remuneration Authority. It is for internal use and does not have specific implications for Māori.

Implementation

28. The Elected Members’ Expenses Policy will come into force once approved by the Remuneration Authority. This is expected to be in July 2016.

Attachments

No.	Title	Page
a View	Draft Auckland Council Elected Members’ Expense Policy 2016	155

Signatories

Authors

Jo Iles, Business Hub Manager, Democracy Services

Authorisers

Marguerite Delbet - Manager Democracy Services

Lou Lennane - Acting Manager Local Board Services

Rex Hewitt – Relationship Manager

Karen Lyons - Manager Local Board Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Comments

9. As outlined in the Health, Safety and Wellbeing report to this committee in March 2016, the overall objectives for 2016 are to:

· have the basics right across the organisation (with business-focused solutions) in line with legislative and audit requirements

· share good practice and lessons learned

· effectively educate, upskill and engage our staff and elected members to build a positive and proactive health, safety and wellbeing culture.

10. Since the March report the strategic goals and key deliverables for health, safety and wellbeing in 2016 have been revised slightly, as a result of further work on the organisational strategy and a health and safety strategic planning day with the Executive Leadership team.

11. The key changes are as follows:

a) The strategic goals for reporting are now split into incident management (reactive reporting) and proactive actions, i.e.:

i. reactive: incident management is executed correctly, with quick responses and reporting and effective corrective actions (and where there is an injury support is provided asap and if it is a notifiable event^{^[1]} it is reported to WorkSafe and investigated).

ii. proactive: lead indicators are separately identified and prioritised such as near-miss reporting, site visits and safety conversations to mitigate the likelihood of incidents/injury occurring in the first place.

b) The wellbeing goals have also been revised and there are now two areas of focus. Overall health and wellbeing will continue to be a priority with increased emphasis on stress, fatigue and mental health and wellbeing. Leadership action on workload, business priorities and flexible work practices is now an additional and stand alone area of focus.

c) Under projects and deliverables, there is an additional action focused on staff and visitor safety, which involves reviewing protocols for customer-facing roles, facilities- based staff and lone workers to address personal safety risks and the sharing of information when threats occur. Some initial work has begun on this already, including reviewing the lessons learned from the shooting at the Ashburton offices of the Ministry of Social Development and reviewing protocols and training already in place in various areas of council and CCOs.

Performance report

12. Key performance metrics as at 30 April 2016 are attached in attachment 1. In summary:

a) Council’s Lost Time Injury Frequency Rate (LTIFR) has increased over the last three months since February 2016. As at 30 April 2016 the LTIFR was 3.86 (indicative) against a target of <2.25. This is a result of increased and more accurate number of injuries resulting in a person not being able to work for a period of time.

b) A total of 20 health and safety monitoring and inspections were reported into VAULT (these were contractor inspections done by Infrastructure and Environmental Services). A total of 60 corrective actions (arising from investigations) were issued in VAULT.

c) Near-miss reporting has decreased in April, reversing the previous upward trend over the past three months. The Health, Safety and Wellbeing team, in partnership with the executive and senior leadership teams, will maintain their attention on reporting and continue to promote a proactive reporting culture. The amount of near-miss reporting is low in an organisation the scale of council.

d) Auckland Council’s Employee Assistance Programme (EAP) bi-monthly dashboard is displaying generally healthy indicators when considering the various change programmes and restructures occurring. The top three work issues staff are accessing the service for are career, relationship with manager and relationship with co-worker. Council is currently above the national average for these three issues, which reinforces the organisation’s focus on addressing workplace stress and fatigue.

e) Manager suggested use of EAP has increased to just below the national average (15.6% vs 16.7%). In 2015 manager referrals to EAP were low and this change is a positive indicator of managers encouraging staff to access support if they need it. Self-referral to EAP continues to be the highest engagement indicator; currently council is slightly higher than the national average at 82% versus 80%. Further information on the wellbeing portfolio is included in the attached performance report (Appendix 1) and included in the key initiatives update on page 8 of this report.

Lost Time Injury Frequency Rate

13. The increase in Council’s overall LTIFR provides a more accurate reflection of incidents. An audit of reported lost time injuries in council’s reporting management system (VAULT) versus ACC data has occurred during February, March and April. The audit has identified additional lost time injuries during March and April. In March there were five additional lost time injuries identified and in April there were four additional lost time injuries identified (over and above those reported in VAULT). These incidents had been reported, however they had not been reported as injuries which resulted in the person needing time off work and therefore potentially needing rehabilitation support and/or a return to work or alternative duties plan.

14. The table below shows the current rolling 12-month lost time injury frequency rate trend and the data beneath the table summarises LTIFR, first aid and medical injuries.

Current LTIFR target <2.25
April 2016 Indicative LTIFR 3.86 The HSW audit of reported medical incidents has uncovered 4 extra LTIs for April and 5 for March. This has increased the LTIFR. The audit will continue and once the final worked hours are known for April this may alter the actual LTIFR for the month.	April 2016 · First aid reported injuries vs 12 month average 74/56.7 · Medical reported injuries vs 12 month average 20/22.3
March 2016 LTIFR indicative vs actual 3.53/3.78
February 2016 LTIFR indicative vs actual 2.98/3.94

15. An increased LTIFR is not ideal, however the audit has provided improved data accuracy on the number of injuries occurring that result in staff needing time off work and therefore increases council’s ability to support staff who have been injured and work with them and their managers to establish an effective return to work programme.

16. The audit has also reinforced the critical importance of improving health and safety reporting at council and the accuracy of reporting across the organisation.

17. In response to this, Council, together with ATEED and Panuku, are reviewing reporting management systems and service specifications to determine which supplier can best meet council requirements. Currently council uses the VAULT system. An improved reporting tool will assist people to report more easily and if Council and a number of CCOs have the same system it will become easier for staff and contractors to report into a similar system.

18. Highlighting and encouraging the importance of near-miss reporting is also an area being addressed by the Health, Safety and Wellbeing team and departmental managers. Thorough near-miss reporting allows council to minimise likely incidents. Key information and messages on near-miss reporting were provided across the region during the recent Chief Operating Officer roadshows.

Rehabilitation

19. The rehabilitation and wellbeing team have been meeting with business units across council to focus on return to work programmes and to help managers get an injured person back to work, on alternate duties if necessary to assist with their recovery.

Information on the six aspects of the due diligence duty

20. Officers of Council (i.e. those in a governance role including elected members, the Chief Executive and potentially other members of the executive leadership team) must exercise a duty of due diligence. There are six aspects to that duty, listed and discussed below. All officers have equal and personal responsibility.

21. To assist elected members in their role as officers the Head of Health, Safety and Wellbeing, the Director of Legal and Risk and the governance division lead team are working together to establish systems that will enable councillors and local board members to have access to relevant information to fulfill their due diligence responsibilities. This includes developing new quality advice guidance to assist staff preparing advice on projects where a health and safety assessment is necessary for decision-making, quarterly performance reporting to the Audit and Risk Committee, Finance and Performance Committee and local boards and information to be included in the elected member induction programme after the 2016 local government election.

22. Staff are also working with the Independent Māori Statutory Board and council’s co-governance entities such as the Maunga Authority, the Parakai Recreation Reserve Board and the Ngāti Whātua Ōrākei Reserves Board to ensure they have information and support to assist them with complying with their PCBU duties (as a Board) and their officer duties (as individual members).

Up to date (1): Acquire and keep up to date with H&S knowledge and H&S matters

23. To comply with the officer’s due diligence duty, it is critical that council’s elected members, chief executive and executive leadership team understand the key elements of the new legislation and regulations.

24. Prior to the Health and Safety at Work Act 2015 coming into force on 4 April 2016 there were three briefings provided for elected members to outline the key elements of the legislation, particularly the role of ‘officers’.

25. The executive leadership team have also been provided with a variety of information, including an initial briefing in the last quarter of 2015, consideration and inclusion of a health and safety business case in the development of the organisational strategy, and a strategic planning day at the end of March.

26. To ensure elected members and senior management are well informed and up to date on health and safety matters further workshops are being planned for May and June. Governing Body and local board workshops will build on the information sessions to date and focus on putting the legislation into practice, including meeting personal obligations as an officer, what is required for day to day decision making and implications for community groups and volunteers.

27. Future reporting to elected members and senior management will include information to help officers keep up to date with their health and safety knowledge. Officers may also undertake their own personal actions to keep their health and safety knowledge up to date.

Understand (2): Understand Council’s operations and the associated hazards and risks

28. Council officers will already have a working visibility of Council business. To ensure that officers have a sufficient visibility of the breadth and variety of Council operations to comply with their due diligence duties, highlighting key activity on council’s operations related to health and safety will be part of regular reporting.

29. It will take time for Council to transition from the previous hazard assessment approach to the more proactive risk-based approach provided for in the new Act. Work is underway across the organisation on reviewing hazard registers, developing business unit/activity risk assessments and then delivering safety risk control plans. Some parts of the organisation have begun risk assessments e.g. City Parks Services and Events. As this work develops, more detailed information will be reported.

30. In the interim an overview of reported hazards and risks is provided in the attached performance report (appendix 1).

31. The Chief Executive and the wider executive leadership team have undertaken some recent site visits both with office-based staff and at council facilities across the region. A health and safety site visit plan for both the Chief Executive (and ELT members) and elected members will be developed over the coming months to provide ongoing opportunities for Council’s officers to experience and better understand Council operations and the health and safety risks in the various parts of the business.

Resources and processes (3): Ensure Council has appropriate resourcing and processes to eliminate or minimise risks to health and safety

32. As part of the organisational strategy a business case for health and safety was developed. It highlighted the need for Council to transition from the previous hazard assessment approach to the more proactive risk-based approach. The business case also considered the level of resourcing for health and safety within the organisation.

33. As noted above, specific work is underway across the organisation to eliminate or minimise risks to health and safety through risk assessments. A key focus is to build capability within the organisation and prioritise those business areas that need particular training and support.

34. In addition, health and safety is an integral part of FY16/17 business planning. Guidance on health and safety objectives has been provided as part of the business planning packs for departments. The operations division, for example, has an objective for all departments in the division to undertake risk assessments and develop a plan of action in response during the 2016-2017 financial year.

Reporting and investigation (4): Ensure Council has appropriate processes for receiving and considering information regarding incidents, hazards and risks and for responding in a timely way to that information

35. Health, safety and wellbeing performance reporting has been improved to assist officers and senior management receive and consider information on incidents, hazards and risks. The current approach has been developed with and approved by the executive leadership team. This includes the structure of the report, and the content including lead and lag indicators.

36. The April 2016 organisation-wide performance report is attached as Appendix 1. From now on department/business unit reports will also be delivered to senior managers to assist their understanding of key metrics for their departments and business areas. This will improve the ability of the organisation to address the specific risks or opportunities in each area i.e. the health, safety and wellbeing priorities in Parks, Sport and Recreation will differ from those in Democracy Services, Libraries and Animal Management.

37. The Health, Safety and Wellbeing and Legal Services teams have reviewed and revised the incident management and notifiable event management plans to ensure Council has processes in place to respond to incidents, hazards and risks. The plans provide clear, step by step guidance on what staff need to do in various situations, including an emergency situation. The plans also specifically include guidance on advising elected members of incidents in their ward/local board area.

38. An executive/senior leadership Health and Safety Committee has now been established. Part of its role will be to review Council-wide critical risks and issues, including investigations of incidents that involve notifiable events and WorkSafe or Police investigations.

39. A fit for purpose safety management system and timely reporting will also be crucial to enable Council to receive and consider information on incidents, hazards and risks. As discussed above, a review of the current system (VAULT) and other suppliers is underway.

Monitor (5): Ensure Council has, and implements, processes for complying with any duty or obligation

40. A crucial aspect of ensuring that council has systems in place for complying with its obligations is the setting of high level policy and strategic direction. The Chief Executive and executive leadership team attended a strategic planning day at the end of March. This included a review of council’s strategic direction for health and safety and confirmation of the current policy position of Health and Safety starts with me – Ka timata te hauora me te aria hauata ki a au.

41. Part of the strategic planning day was also discussion of complying with council’s obligations as a PCBU.^{^[2]}

42. Council’s health and safety policy statement, manual and all documents and procedures connected to these are under review against the new legislation and regulations.

43. Staff awareness of health and safety obligations will contribute to compliance. Health and Safety at Work Act overview seminars have been offered to all staff at seven locations across Council. A total of 384 staff attended the sessions with another 80+ looking to undertake the next round of training offered. Business units with specific risks, e.g. working with asbestos, are ensuring staff will have relevant training aligned to the new regulations and the Chief Engineer and her team have been delivering safety in design training.

44. Council’s Do it Right legislative compliance programme is currently working with some pilot business units to develop legislative compliance business unit plans. Work is underway to incorporate health and safety objectives into these plans.

45. To build the internal capability to support business units with complying with health and safety obligations, members of the Health, Safety and Wellbeing team have recently undertaken Incident Causation Analysis Methodology (ICAM) investigation training and lead auditor training.

46. Effective and supported health and safety representatives also contribute to council complying with its health and safety obligations. A health and safety representative training plan is being developed, which will include roadshows and a representative handbook. Other work includes a review of health and safety committee structure and a toolkit for managers.

Verify (6): Take reasonable steps to verify the provision and use of resources and processes through reviews and audits

47. At regular intervals the Audit & Risk Committee will consider Council’s compliance with its PCBU obligations and Council officers’ compliance with their due diligence duty. That feedback is made by way of recommendation to the Finance and Performance Committee. All officers of Council need to continue to ensure that they keep thorough records of their compliance with their individual due diligence duty.

48. Council will be audited via an ACC Worksafe Safety Management Practices (WSMP) audit in October 2016. This audit will assess council’s compliance against ACC accreditation criteria. Tertiary is the highest level of accreditation. Council currently has secondary level accreditation.

49. Pre-audit assessments will begin across the organisation in May and will be undertaken by an external auditor. The priority for pre-audit are business areas identified in the last audit as needing to improve or areas of high risk activity, such as City Parks Services, Parks, Sport and Recreation, Community Facilities, Licensing and Compliance and Infrastructure and Environmental Services.

50. The pre-audit assessment will provide council with a clear view of current state and direction on where action is needed to meet tertiary accreditation standards. Both the Head of Health, Safety and Wellbeing and the Head of Internal Audit will oversee the ACC WSMP audit programme.

Health, Safety and Wellbeing work programme: delivery to date and priority actions May – June 2016

51. Key initiatives delivered since the last presentation to the March 2016 Audit and Risk Committee include:

a) Good practice (and compliance). Transition to the new legislation. As noted above Health and Safety at Work Act overview seminars for all staff were conducted at seven locations across Council. A total of 384 staff attended the sessions with further sessions to occur. Preparation for the ACC pre-audit assessment.

b) Engagement and due diligence. Continual improvements are being made to the reporting framework for the executive leadership team and elected members. The communications programme is progressing to raise employee engagement and participation, including a review and update on the current health and safety intranet page.

c) Monitoring and reporting. A final draft of incident management and notifiable event management and reporting processes (including notification to WorkSafe NZ of notifiable events) is complete and will be distributed in May. Investigations on an improved or alternative reporting management system are coming to an end with recommendations to follow in May.

d) Wellbeing. A pilot session for psychological health and wellbeing facilitated by EAP was undertaken with a target group in late April. An alternative session facilitated by the Mental Health Foundation took place the first week of May. Further sessions targeting managers will be trialled in May across selected parts of the Council. The goal is to have a number of programme options that address the varying needs of people and business units. The Wellbeing 360 survey began 27 April.

52. The focus for the remainder of this financial year and the start of FY 16/17 will be:

a) pre-audit assessments, starting with City Parks Services and Community Facilities

b) Ongoing staff and elected member training. This training will build on previous training sessions (including the introduction to the legislation sessions for elected members and staff and the safety in design training for staff in relevant parts of the organisation), and focus in more detail on putting the legislation into practice in day to day Council business and decision-making.

c) Contractor management: under the new Act Council owes the same duty to employees of contractors and subcontractors as it does its own employees, because they are all workers pursuant to the Act. Where there are overlapping duties between council and its contractors, all parties must also consult, co-operate and co-ordinate together. New contract terms have already been developed to support council complying with its obligations, and guidance for staff on contractor management is being developed. The council-wide contract management strategy includes a health and safety workstream.

Consideration

Local Board views and implications

53. Briefings for elected member, including local boards were provided in preparation for the legislation change on 4 April. Further workshops are planned for later in May and June.

54. This report will be provided to all local boards and a briefing on this report and will take place at the May 2016 local board chairs forum.

Māori impact statement

55. The health, safety and wellbeing of Māori staff, elected and appointed members, volunteers and members of the public is a priority as are the Māori wellbeing priorities identified in Council’ Māori responsiveness framework, Te Toa Takitini work programmes, and other relevant documents.

56. Staff are working with the Independent Māori Statutory Board and Council’s co-governance entities, such as the Maunga Authority, Parakai Recreation Reserve Board and the Ngāti Whātua Ōrākei Reserves Board to ensure they have information and support to comply with their PCBU duties (as a Board) and their officer duties (as individual members).

[1] A notifiable event includes death, a serious injury , illness or incident

[2] As outlined above some of council’s strategic goals changed following this session and a review of policy principles is also to be undertaken.

Attachment C Further analysis of the options for future use of the residual Hillary Commission fund
Options	1. Develop a new region wide contestable grants programme	2. Allocate as part of the new Community Grants Policy (CGP) Regional Sport & Recreation Grants Programme	3. Allocate towards the implementation of Auckland Sport and Recreation Strategic Action Plan (ASRSAP) priority initiatives	4. Allocate as part of a proposed Sport and Recreation Community Access Scheme to address inequities across sport and recreation in Auckland
	A new contestable grants programme could be established. It could provide a wider criteria for achieving sport and recreation outcomes including facility or capital, and operational and programme related funding. It would need to be considered how this would fit with the regional and local grants programme including the new local discretionary capital fund.	The new regional sport and recreation grants programme that has been established as part of the Community Grants Policy (CGP) has a budget of $508K per annum. This funding could be split across the first three years and added to the current budget, for distribution against the criteria in the CGP.	The funding could be used to deliver on some of the focus areas of ASRSAP, for example, addressing inequity in sport and recreation support, sustainability of sport work programme, and the Sport Facility Network Plan implementation. Progress and outcomes would be reported via ASRSAP annual reporting.	This would increase the budget available to support community access to non-council facilities in areas of demand and provide operational support to new or existing sport and recreation facilities, including multisport hubs, for example, supporting netball hubs, and incentivising new multisport/co-location. This is a big gap area for sport and recreation funding support and would support and increase the sustainability of sport and recreation facility provision
Analysis	This option would provide an opportunity to target other priorities and leverage existing funding and opportunities for partnership. However, this option would create duplication of other grants programmes, confusion for applicants and would not be the most efficient use of resources.	This option would support an established policy and process, provide efficient use of resources, with no additional cost to administer, and provide an opportunity to leverage existing funding and opportunities for partnership. Funding outcomes have already been set for the regional sport and recreation grants programme and this would restrict the distribution of this funding and potentially duplicate with other funders.	This option would support the strategic action plan of council and identified needs for sport and recreation, and implementation of an agreed work programme approach. It could also provide an opportunity leverage more partner funding into implementation actions. Work would be required to establish the priorities to fund and there is a large number of initiatives to support that would limit allocation of funding to community sport and recreation organisations	This option supports the core role of council (facility provision) and would help address inequity of access. It would be possible to shift funding priorities over time and create leveraging and partnership opportunities. The funding could support the Sport Facility Network Plan implementation. The funding could be used to target efficient use of resources through multi-sport options and support sustainability of facility provision. Prioritisation criteria would be essential including preference to identified need in the legacy Waitakere and Auckland City areas. .

Chairperson	Vanessa Neeson, JP
Deputy Chairperson	Shane Henderson
Members	Brenda Brady, JP
	Peter Chan, JP
	Warren Flaunty, QSM
	Will Flavell
	Tracy Kirkley
	Luke Wilson