Manurewa Local Board Portfolios

Portfolio Lead	Portfolio Associate	Portfolio Activity and Responsibilities
Angela Dalton Chairperson C/- Shop 3-5 7 Hill Road Manurewa Auckland 2105 Mob: 021 283 3311 Email: Angela.Dalton@aucklandcouncil.govt.nz	Simeon Brown	· Governance portfolio · Board leadership · Board-to-Council relationships · Board-to-Board relationships · Local Board Plan · Local Board agreements · Civic duties · Advocacy (local, regional, and central government) · Community partnerships · Relationships with Maoridom and youth · Relationships with government departments and agencies · Relationships with Watercare · Relationship with Property CCO · Relationship with Auckland Waterfront Development · Local funding policy Political Working Party · Relationship with ATEED · Relationship with Regional Facilities CCO’s · Relationship COMET · Relationship Southern Initiative
	· Regulatory portfolio · Resource consents · Heritage · Gambling · Liquor (Simeon Brown as alternate) · Urban design · Swimming pools · Trees · By-laws · Airport noise · Unitary Plan · Waste management
Simeon Brown Deputy Chairperson C/- Shop 3-5 7 Hill Road Manurewa Auckland 2105 Mob: 021 0272 4242 simeon.brown@aucklandcouncil.govt.nz	Daryl Wrightson	· Community and social well-being portfolio · Community development (incl. CAYAD, CAB, and Manurewa Senior Citizens) · Neighbourhood relationships · Funding for neighbourhood projects · Community safety (excl. town centres) · Graffiti removal · Community advocacy · Community facilities · Youth Council · Contact CAB
Michael Bailey	· Town centres and economic portfolio · Town centre renewal (incl. branding) · Design and maintenance · Town Centre marketing · Community safety within town centres · Business Improvement Districts (Michael Bailey and Simeon Brown) · Local priorities in relation to regional economic development initiatives
Michael Bailey 10 Rimu Road Manurewa 2102 Mob: 021 287 4422 Email: Micahel.Bailey@aucklandcouncil.govt.nz	Danella McCormick	· Sports parks and recreation portfolio · Stewardship of sports parks · Stewardship of recreation facilities · Relationship with sports clubs · Neighbourhood parks and reserves (incl. esplanade reserves and the coastline) · Design and maintenance · Plantings, playgrounds, bollards, and walkways · Botanic Gardens and Totara Park · Skateparks · Associate for the following portfolios: · Governance · transport
George Hawkins	· Libraries and recreation portfolio · Stewardship of Manurewa libraries · Mobile library
George Hawkins	· Transport portfolio · Local transport projects (incl. roading, footpaths, cycleways)
Daryl Wrightson Shop 3-5, 7 Hill Road Manurewa, Auckland 2105 Mob: 021 839 678 Email: Daryl.Wrightson@aucklandcouncil.govt.nz	Angela Cunningham-Marino	· Arts, Culture and Events portfolio · Community celebration · Community identity · Neighbourhood gatherings and renewal · Event compliance · Artistic and cultural service levels · Promoting artistic endeavour (particularly among Manurewa youth) · Regional arts · Producing a music and arts centre for Manurewa
Simeon Brown	· Recreation Services portfolio · Contact Manukau Leisure
Danella McCormick Shop 3-5, 7 Hill Road Manurewa, Auckland 2105 Mob: 021 800 593 Email: Danella.McCormick@aucklandcouncil.govt.nz	Angela Cunningham-Marino	· Civil Defence Emergency Management portfolio · Relationships with the Civil Defence Emergency Management Group · Community preparedness, disaster response, relief, and recovery
Angela Cunningham-Marino	· Built and Natural Environment portfolio · Restoration of wetlands, streams, and waterways · Local priorities in relation to regional environmental management · Mangroves · Manukau Harbour

Portfolio Lead

Portfolio Associate

Portfolio Activity and Responsibilities

Angela Dalton

Chairperson

C/- Shop 3-5
7 Hill Road
Manurewa
Auckland 2105
Mob: 021 283 3311

Email: Angela.Dalton@aucklandcouncil.govt.nz

Simeon Brown

· Governance portfolio

· Board leadership

· Board-to-Council relationships

· Board-to-Board relationships

· Local Board Plan

· Local Board agreements

· Civic duties

· Advocacy (local, regional, and central government)

· Community partnerships

· Relationships with Maoridom and youth

· Relationships with government departments and agencies

· Relationships with Watercare

· Relationship with Property CCO

· Relationship with Auckland Waterfront Development

· Local funding policy Political Working Party

· Relationship with ATEED

· Relationship with Regional Facilities CCO’s

· Relationship COMET

· Relationship Southern Initiative

· Regulatory portfolio

· Resource consents

· Heritage

· Gambling

· Liquor (Simeon Brown as alternate)

· Urban design

· Swimming pools

· Trees

· By-laws

· Airport noise

· Unitary Plan

· Waste management

Simeon Brown

Deputy Chairperson

C/- Shop 3-5
7 Hill Road
Manurewa
Auckland 2105
Mob: 021 0272 4242
simeon.brown@aucklandcouncil.govt.nz

Daryl Wrightson

· Community and social well-being portfolio

· Community development (incl. CAYAD, CAB, and Manurewa Senior Citizens)

· Neighbourhood relationships

· Funding for neighbourhood projects

· Community safety (excl. town centres)

· Graffiti removal

· Community advocacy

· Community facilities

· Youth Council

· Contact CAB

Michael Bailey

· Town centres and economic portfolio

· Town centre renewal (incl. branding)

· Design and maintenance

· Town Centre marketing

· Community safety within town centres

· Business Improvement Districts (Michael Bailey and Simeon Brown)

· Local priorities in relation to regional economic development initiatives

Michael Bailey

10 Rimu Road

Manurewa 2102

Mob: 021 287 4422

Email: Micahel.Bailey@aucklandcouncil.govt.nz

Danella McCormick

· Sports parks and recreation portfolio

· Stewardship of sports parks

· Stewardship of recreation facilities

· Relationship with sports clubs

· Neighbourhood parks and reserves (incl. esplanade reserves and the coastline)

· Design and maintenance

· Plantings, playgrounds, bollards, and walkways

· Botanic Gardens and Totara Park

· Skateparks

· Associate for the following portfolios:

· Governance

· transport

George Hawkins

· Libraries and recreation portfolio

· Stewardship of Manurewa libraries

· Mobile library

George Hawkins

· Transport portfolio

· Local transport projects (incl. roading, footpaths, cycleways)

Daryl Wrightson

Shop 3-5, 7 Hill Road
Manurewa, Auckland 2105
Mob: 021 839 678

Email: Daryl.Wrightson@aucklandcouncil.govt.nz

Angela Cunningham-Marino

· Arts, Culture and Events portfolio

· Community celebration

· Community identity

· Neighbourhood gatherings and renewal

· Event compliance

· Artistic and cultural service levels

· Promoting artistic endeavour (particularly among Manurewa youth)

· Regional arts

· Producing a music and arts centre for Manurewa

Simeon Brown

· Recreation Services portfolio

· Contact Manukau Leisure

Danella McCormick

Shop 3-5, 7 Hill Road
Manurewa, Auckland 2105
Mob: 021 800 593

Email: Danella.McCormick@aucklandcouncil.govt.nz

Angela Cunningham-Marino

· Civil Defence Emergency Management portfolio

· Relationships with the Civil Defence Emergency Management Group

· Community preparedness, disaster response, relief, and recovery

Angela Cunningham-Marino

· Built and Natural Environment portfolio

· Restoration of wetlands, streams, and waterways

· Local priorities in relation to regional environmental management

· Mangroves

· Manukau Harbour

Other Board Members:

George Hawkins, QSO

30 Lakeside Drive
Papakura, Auckland 2113
Mob: 021 969 4444

Email: George.Hawkins@aucklandcouncil.govt.nz

Ken Penney

146e Great South Road
Manurewa, Auckland 2012
Mob: 021 287 2244

Email: Ken.Penney@aucklandcouncil.govt.nz

Angela Cunningham –Marino

C/- Auckland Council

Private Bag 92300

Auckland 1142

Ph: 266 4729

Mob: 027 504 0884

Email:

Angela.Cunningham-Marino@aucklandcouncil.govt.nz

Manurewa Local Board

09 June 2016

Auckland Transport Update - June 2016

File No.: CP2016/11125

Purpose

1. This report updates the Manurewa Local Board (MLB) on the current status of its Local Board Transport Capital Fund projects, responds to resolutions made by the MLB and issues raised by board members; and provides information on matters of specific application and interest to the MLB.

Executive Summary

2. This report contains a general monthly update on transport matters both locally and from across Auckland and of issues currently being addressed by Auckland Transport for the MLB. This includes responses to MLB ‘Resolutions’, decision-making and general information related to MLB objectives.

3. This month no decisions are required by the MLB but the report provides information about the following matters that the MLB has an interest in:

· Responses to MLB ‘Resolutions’;

· Local Board Transport Capital Fund updates; and

· Updates about how Auckland Transport is working to support the MLB’s advocacy for better public transport in South Auckland.

4. An update on changes to the Super Gold Card scheme.

Recommendation/s

That the Manurewa Local Board:

a) receive the report entitled “Auckland Transport Update - June 2016Auckland Transport Update - June 2016” report.

Comments

Responses to Resolutions

5. The following paragraphs record Auckland Transport’s responses to recent ‘Resolutions’ of the MLB. The resolutions are recorded in full, in italics, and the response is underneath in standard form script.

Resolution Number MR/2016/6

That the Manurewa Local Board reiterate resolution (MR/2014/89 (item 18 - Auckland Transport Update – May 2014) made at the 8 May 2014 Manurewa Local Board meeting in relation to Te Mahia Station as follows:

That the Manurewa Local Board requests Auckland Transport work with other council departments to develop a strategic plan for the Te Mahia, Manurewa and Homai train stations that includes:

i) vehicle security at the Manurewa and Homai park and rides

ii) a park and ride facility for Te Mahia station

iii) safety and security for all three train stations

iv) toilet facilities

v) coffee and newspaper vendors

vi) secure bicycle lock up facilities

vii) CCTV coverage

viii) improved lighting

ix) covered walk ways

x) integrating cycleways

6. Auckland Transport’s strategy for development of the rail network is driven by Auckland Council’s strategic plan.

7. Auckland’s rail network is managed regionally by Auckland Transport in order to meet the strategic direction of Auckland Council. Developing a strategic plan specifically for three rail stations such as Te Mahia, Manurewa and Homai train stations would not be an efficient use of resource. However, Auckland Transport does work with Auckland Council to ensure an integrated approach is applied to the development of all transport infrastructure.

8. Auckland Transport also notes that the Manurewa Local Board ‘Spatial Priority Area’ requires an integrated approach to planning, in order to achieve longer term strategic goals. Auckland Transport is working together with Auckland Council on the two ‘Spatial Priority Areas’ in or near the Manurewa Local Board area, ie: Manurewa-Takanini-Papakura Spatial Priority Area and the Manukau ‘Spatial Priority Area’.

Local Board Transport Capital Fund (LBTCF):

9. In this electoral term the MLB has identified a number of projects in the Local Board Area and has authorised expenditure of LBTCF to deliver them. This section of the report provides an update on progress. The following table summarises the MLB’s current financial situation.

Table One: Local Board Transport Capital Fund Summary as at 30 May 2016

10. Details of all the projects and their current status are included in Attachment A.

11. Since the last report was submitted the following key steps have been taken towards delivery:

· The ‘Arts and Plants’ project is still running slower than expected, design has taken longer than planned. The road safety audit is complete but there are changes that will need to be made before public consultation is completed. Traffic Control Committee sign-off is now planned for July, which means that the project is now programmed to start work in August, rather than June 2016 as originally;

· The ‘Manurewa Town Centre Upgrade’ project has advanced and final approval by the Traffic Control Committee is pending on 10 June 2016 providing the project is signed-off work should start in mid-July 2016;

· The Kirton Crescent project has advanced and public consultation is now completed. Plans are still being worked through to take into account the feedback received and the next step is Traffic Control Committee approval and procurement of a contractor;

· The Covered Walkway Project is progressing well. Consent has been issued and a date will be set soon for work to start.

12. The following table contains information about predicted timelines (as of the report’s submission date).

Table Two: Local Board Transport Capital Fund

· ·

· · ·

Project	Arts and Plants/ Hill Road	Great South Road	Covered Walkway	Kirton Crescent	Wiri Station Road
Dates
April 2016
May 2016
June 2016
Traffic Control Committee	Late - June building planned to start August – September work finished	Finalise design
July 2016
Public consultation Traffic Control Committee		Estimated that building will start in mid-July and finish by 31 July 2016	No further detail at this time
August 2016
Estimated that building will now start in August 2016
September 2016

Note: These timeframes are indicative because as projects progress factors beyond Auckland Transport’s control may change expected delivery dates.

South Auckland Rail Retail Update

13. Auckland Transport continues to support the MLB’s ‘Advocacy Initiatives’ in their Local Board Plan including “Increased use of buses, trains, cycles and walking by everyone - Install bus shelters, with cycle lockers, CCTV and public toilets at train stations”, by working to make train travel safer and more comfortable .

14. One way that the MLB and Manurewa Town Centre Steering Group have discussed of supporting this ‘Advocacy Initiative’ is developing retail opportunities at the Manurewa Station. The aim being to create a more friendly and social environment encouraging more people to use the station.

15. Currently Auckland Transport Metro is implementing a ‘Retail Strategy Implementation Project that will contribute to this ‘Advocacy Initiative’.

16. The strategy started by establishing a coffee vendor trial at Papakura Station. The trial period is coming to an end soon and the experiment appears to have been successful. This paves the way for future trials and a ‘pop-up’ coffee trail is currently planned for later in 2016 at Manurewa Station.

17. Before this though, Auckland Transport is carrying out convenience vending trials at eight rail station platforms ahead of a possible network wide ‘roll out’. The trial stations represent a geographic spread, a mix of station layouts, different demographics and types of interchanges. The trial stations in this area are Manurewa and Manukau.

Super Gold Card Changes

18. In June 2015 the Ministry of Transport announced changes to the Super Gold public transport scheme as a result of a targeted review to consider how the scheme is operating under its current guidelines and how the guidelines might change to keep the scheme affordable in the future.

19. Super Gold Card holders will still have free use of public transport but a key change resulting from the review is that from 1 July 2016, Super Gold cardholders will need to use smartcards such as Auckland Transport HOP, where available, to access the free travel through the scheme. Super Gold cardholders will need to purchase the appropriate smartcard for each region in which they want to travel.

20. From 1 July 2016, Super Gold customers in Auckland will need to use an AT HOP card with a Super Gold concession in order to continue to access free travel on trains, and selected buses and ferries, after 9am weekdays and all day on weekends and public holidays. (To purchase an AT HOP card with the minimum $5 credit loaded will cost individuals $15 each.)

21. This change will ensure that accurate data is collected on the use of the scheme by Super Gold cardholders. This will help with future transport planning and provide a better understanding of the costs of the scheme.

22. The Government considered whether smartcards could be issued to each Super Gold cardholder free of charge. The cost was found to be prohibitive as funding cards through the scheme would divert a substantial amount of funding from providing travel through the scheme. Super Gold cardholders will be required to purchase their own smartcards.

23. A large scale marketing campaign is planned to inform Super Gold customers of the change and the MLB will be kept informed of plans and progress and briefings are being organised.

Simplified Fares Coming Soon

24. Auckland Transport continues to support the MLB’s ‘Advocacy Initiatives’ in their Local Board Plan including “Increased use of buses, trains, cycles and walking by everyone - Install bus shelters, with cycle lockers, CCTV and public toilets at train stations”, by working to make train travel more convenient.

25. Auckland Transport are making fares easier to understand and fairer for all to support the ‘New Network’ that is being rolled out across Auckland. For some time Auckland Transport has worked with the community (including Local Boards) to redesign the current fare system and is introducing the new Simplified Zone Fare system.

26. This system will divide Auckland into a number of fares zones as shown in the map below (Figure 1). Commuters will be able to travel within a zone regardless of whether they are on a bus or train without buying a new ticket. Zonal charging allows for easy transfer between buses, trains and ferries.

Figure One: Auckland Fare Zones

27. Consultation on Simplified Zones Fares ran from Monday 11 May to Friday 5 June 2015. Local Boards had detailed consultation sessions and suggestions made by the MLB for how the zones should work around Manukau transport interchanges have been included in the plan.

28. Implementation of the new fares is expected in mid-2016.

MLB Consultations:

29. Auckland Transport provides the MLB with the opportunity to comment on transport projects being delivered in this Local Board Area.

30. In this reporting period there were two projects put forward for comment by the MLB.

31. Attachment B includes details of the projects.

Attachments

No.	Title	Page
a View	Summary of Manurewa Local Board Transport Capital Fund Projects 2013-2016 Electoral Term	43
b View	Summary of Consultation Information sent to the Manurewa Local Board in May 2016	47

Signatories

Author	Ben Stallworthy – Elected Member Relationship Manager , Auckland Transport
Authoriser	Jonathan Anyon – Manager Elected Member Relationship Unit, Auckland Transport

Projects Submitted	Description	Current Status
New Footpaths in Manurewa	Improvements to the footpaths on Wiri Station Road	Construction authorised in April 2015 based on a Final Cost Estimate of $103,000.
Traffic calming options William Avenue and Kirton Crescent	Installing a traffic calming scheme in William Avenue and Kirton Crescent	Construction authorised in November 2015 based on a Final Cost Estimate of $180,000 Consultation was completed in April 2016. The next steps are finalising plans based on consultation, getting Traffic Control Committte approval followed by procurement of a contractor.
Arts and Plants	Creating a pedestrian and cycle link to Nathan Homestead and Auckland Botanical Gardens. Projects under investigation include: a new shared path, seating, new informative signage and safe crossing treatments.	Construction of new crossing points and safer intersections authorised in November 2015 based on a Final Cost Estimate of $575,000 The project is still running slower than expected, design has taken longer than planned. The road safety audit is complete but there are changes that will need to be made before public consultation is completed. Traffic Control Committee sign-off is now planned for July, which means that the project is now programmed to start work in August, rather than June 2016 as originally.
Covered Walkway	Building a weather-proof cover on the station overbridge and across the SouthMall car park to link the station the mall and Great South Road.	Construction was authorised in November 2015 based on a Firm Cost Estimate or $1,500,000 The confirmed final cost (as at April 2016) was approx. $1.1 million freeing up approx. $400,000 for re-allocation. This money was re-allocated by the Manurewa Local Board meeting in April 2016 and will be used to extend the covered walkway from the train station to the new bus stops. Rough estimates for progress can be provided: · Consent has been issued. · Work is expected to start in June 2016; · A start date will be available soon and ‘sod turning/start event is currently being organized. · Work is expected to be finished by September 2016.
Great South Road (GSR) pedestrianisation	The Board is investigating a range of options for making Great South Road, Manurewa more pedestrian-friendly. Improvements may include: Building a gateway to Manurewa and enhanced pedestrian crossing facilities.	Construction of the sections of this project that are not dependent on the removal of the Great South Road bus stops was authorised in November 2015 based on a Final Cost Estimate of $176,000 Final approval by the Traffic Control Committee is pending on 10 June 2016 providing the project is signed-off work should start in mid-July 2016.
Inactive Projects (Discussed but not proceeded with)
Great South Road/Railway station connectivity	This project will incorporate a range of practical opportunities to better link Great South Road and the Train Station. Potential improvements include: Easier movement through South Mall, wayfinding signage and real-time commuter information.	At the Local Board meeting held on Friday 15 May 2015 the matter of tying Auckland Transport’s regional signage project into delivery of the improvements to the Manukau Town Centre and the route from there to the Botanic Gardens was discussed and it was confirmed that the signage project would not be complete by the time the other LBTCF projects were delivered so this project was put on hold.
Te Mahia Station Upgrade	Removal of the current shelter and replacement with a modern safer structure.	This project has been proposed and although supported in principle by the Manurewa Local Board was not progressed because the Manurewa Local Board feel that this type of project should be delivered by Auckland Transport.
LED Lighting in Manurewa Town Centre	Installing new poles and LED luminaires in and around the Manurewa Town Centre.	This project has been proposed and although supported in principle by the Manurewa Local Board was not progressed because the Manurewa Local Board feel that this type of project should be delivered by Auckland Transport.
LED Lighting in the Clendon Town Centre	Installing new poles and LED luminaires in and around the Clendon Town Centre.	This project has been proposed and although supported in principle by the Manurewa Local Board was not progressed because the Manurewa Local Board feel that this type of project should be delivered by Auckland Transport.

Manurewa Local Board

09 June 2016

Manurewa Local Board - 2015/2016 quick response grant round five - applications for consideration

File No.: CP2016/10424

Purpose

1. To present to the Manurewa Local Board the applications received for the 2015/2016 Quick Response Round Five grant programme. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Manurewa Local Board has a total community grants budget of $184,000 for the 2015/2016 financial year.

3. To-date total of $140,336 has been allocated from the two local grant rounds and four quick response grant rounds. The remaining balance of $43,664 is available for distribution in this final quick response grant round.

4. Three eligible applications have been received for this quick response grant round, with a total request of $6,000. One additional application is not eligible as the event has already taken place.

Recommendation/s

That the Manurewa Local Board:

a) Approves, grants or declines the 2015/2016 Quick Response Round Five applications listed in Table One:
Table One: Manurewa Quick Response Round Five applications

Application ID and Project Focus	Applicant	Funding Recommended for	Total Amount Requested
QR1610-503 Community	Auckland Deaf Society Inc.	Towards the purchase of three laptops and ten tablets for use by tutors to develop and deliver programmes to the community.	$2,000
QR1610-504 Community	Auckland Cambodian Youth and Recreation Trust	Towards staff wages, reimbursements for volunteers, office consumables and audit fees for the Khmer support services and radio station from July 2016 to June 2017.	$2,000
QR1610-506 Community	Urban Neighbours of Hope	Towards the purchase of a ride-on motor mower.	$2,000
QR1610-509 Events	Mr Simon Lehu-Moetara	Towards resources (sports equipment, craft supplies, disco balls, gazebos, prizes and shirts) to cater for tamariki during a three-day hui for hapu of Hokianga to come together to discuss future developments of our marae and communities in the Hokianga region, to be held at Manurewa Marae on 27-29 May 2016.	Not eligible (event taking place May 2016)

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 Manurewa Local Board adopted its grants programme on 9 April 2015 under Resolution Number MR/2015/52 (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 Manurewa Local Board has a total community grants budge of $184,000 for the 2015/2016 financial year.

8. To-date total of $140,336 has been allocated from the two local grant rounds and four quick response grant rounds held. The remaining balance of $43,664 is available for distribution in the final local grant and quick response grant rounds.

9. Three eligible applications have been received for the quick response grant round, with a total request of $6,000. An additional application is not eligible as the event has taken place before the board meets to consider the applications.

Consideration

Local board views and implications

10. Local boards are responsible for the decision-making and allocation of local board community grants. The Manurewa 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.

11. All the applications are report here for consideration by the board.

12. The board is requested to note that section 50 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

13. 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.

14. No local grant applicant organisations have identified themselves as Maori. One individual applicant has identified as Maori, unfortunately his application is not eligible as the event has already taken place. Two applicants have indicated their project will target Maori or Maori outcomes; one of these is from the Maori individual whose project has already taken place.

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 Manurewa Local Board allocating funding for quick response grants round five, Commercial and Finance staff will notify the applicants of the local board’s decision.

Attachments

No.	Title	Page
a View	Manurewa Local Board 2015/2016 Grant Programme	53
b View	Manurewa Local Board 2015/2016 Quick Response Round Five - Applicaiton Summaries	55

Signatories

Authors

Jenny Young - Community Lease Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Rex Hewitt - Relationship Manager

Manurewa Local Board

09 June 2016

Application summary QR1610-503 Manurewa Quick Response, Round Five, 2015/16
Auckland Deaf Society Inc.
Physical address	164 Balmoral Road, Balmoral
Organisation/individual	Group/organisation		Main focus	Community
Umbrella organisation			Legal status	Incorporated Society
Primary contact	Taryn Banks		Position	Fundraising Officer
Project details
Project title	New Zealand Sign Language in the community and deaf awareness
Dates	15/06/2016 - 15/07/2017
Location	Courses will be taught in the place of business of organisations that register for this course. It is estimated that four of the courses will be delivered in organisations in the south Auckland region this year.
Summary	We aim to make Auckland the deaf-friendly city in the world by delivering a vibrant and practicably applicable programme to educate service provider in a variety of organisations in deaf awareness and basic New Zealand Sign Language (NZSL). We are breaking down barriers and contributing to creating and even more diverse Auckland and thus building strength and connections for the deaf community of Auckland and the wider community.
Focus specific information	n/a
Cost of participation	The price charged will cover the tutors’ fees only for each course. We wish to make it affordable and attractive to organisations.
Requesting grant for	Towards the purchase of three laptops and ten tablets for use by tutors to develop and deliver programmes to the community.
Active participants	20 organisation to complete the course in the next year		Audience size	400
Promotion	Yes, We will use a mix of tele-marketing, email campaigns, promotion through stakeholder relationships, exhibitions, flyers, brochures, web and Facebook promotions, newsletters.
Local board recognition	The council logo will be proudly displayed on our website, Facebook page and included in our members’ newsletter and supporters’ newsletter.
Alignment with local board priorities	· activities that showcase the rich and diverse culture and talent in our local area and help create a programme of events and entertainment for Manurewa, activities that are aimed to improve the overall wellbeing of the Manurewa community;, initiatives that aim to make the town centre a safer, tidier, more accessible and welcoming place There is a significant deaf population in south Auckland. There is even a South Auckland Deaf Club (a sub-club under Auckland Deaf Society) to cater to this population. We aim to create greater understanding and awareness for organisations in Auckland including south Auckland to break down barriers so deaf people can access services hearing people take for granted.
Community collaboration
Collaborating organisation/individual		Role

Demographics
Maori outcomes			No,
Accessible to disabled			Yes, Our welcoming diverse community is itself a disability community, although we see ourselves much more as a cultural, linguistic minority. We embrace disability.

Percentage of male participants				Percentage of female participants			All - not targeted at either male or female participants
%				%			100%

< 15 years	15-24 years			25-44 years		45-64 years	>65 years		All ages
%	%			%		%	%		100%

Target ethnic groups			All/everyone
Financial information
Expenditure item								Amount
10 x Samsung Galaxy tablets								$3,050.00
3 x laptops								$2,970.00
Total								$6,020.00
Income description								Amount
20 NZSL in the community courses								$8,000.00
Total								$8,000.00
Total expenditure		Total Income			Applicant’s contribution			Amount requested
$13,853.00		$8,000.00			$990.00			$2,000.00
Conflicts of interest: None identified.
Funding history

Application ID	Project Title Round - Stage	Decision Total allocated
LG1611-245	New Zealand in the Community - Equipment Maungakiekie-Tāmaki Local Grants, Round Two, 2015/16 - Submitted	Undecided $0.00
QR1610-503	New Zealand Sign Language in the community and deaf awareness Manurewa Quick Response, Round Five, 2015/16 - Assessed	Undecided $0.00
QR1609-413	NZSL in the Community and Deaf Awareness Māngere-Ōtāhuhu Quick Response, Round Four, 2015/16 - Assessed	Undecided $0.00
A-E1415_100101	New Zealand Sign Language at Work (NZSL @ Work) LB - Albert-Eden Local Board Community Grant 2014/2015 - Accountability due June 2016	Approved $2,515.00
PKT1_141500046	NZSL Community Classes Term 2 2015 Puketāpapa Local Board Discretionary Community Funding - Declined	Declined $0.00
MT1_141500074	NZSL @ Work - Curriculum and Resource Development Maungakiekie-Tamaki Local Board Discretionary Community Funding - Acquitted	Approved $500.00
A-E1415_100014	Auckland Deaf Society Childrens Christmas Party LB - Albert-Eden Local Board Community Grant 2014/2015 - Acquitted	Approved $500.00
CCS14_100260	SignDNA Creative Communities Scheme - Ineligible	Declined $0.00
CGAF14_100106	NZSL Centre of Excellence Central - Community Group Assistance Fund - Round 1 2013/2014 - Acquitted	Approved $4,763.00

Application summary QR1610-504

Manurewa Quick Response, Round Five, 2015/16

Auckland Cambodian Youth and Recreation Trust

Physical address

The Depot, 91 Cambridge Terrace, Papatoetoe

Organisation/individual

Group/organisation

Main focus

Community

Umbrella organisation

Legal status

Charitable Trust

Primary contact

Chakara Lim

Position

Chairperson

Project details

Project title

Social support and radio broadcasts

Dates

01/07/2016 - 30/06/2017

Location

Papatoetoe Depot community house address 91 Cambridge Tce, Papatoetoe, Access Community Radio Planet FM at Unitec, 1246 79 Carrington Road, Point Chevalier.

Summary

To foster growth, development and collaboration among the Cambodian community especially the young ones by offering:

1) social support services

2) Khmer language radio programme twice weekly

3) Kamarak soccer team where youth can participate in Sunday soccer league

4) Cambodian Khmer language and Cultural dance lessons

5/ Translating New Zealand History from English to Cambodian and publish it.

Focus specific information

n/a

Cost of participation

Requesting grant for

Towards staff wages, reimbursements for volunteers, office consumables and audit fees for the Khmer support services and radio station from July 2016 to June 2017.

Active participants

Audience size

4500

Promotion

Yes, on our radio show and social media and community outreach/gathering

Local board recognition

Through our Trust website, Facebook, social media, radio broadcasts, signs displaying at our office and acknowledgement at meetings, AGM and at our functions.

Alignment with local board priorities

· activities that showcase the rich and diverse culture and talent in our local area and help create a programme of events and entertainment for Manurewa, activities that are aimed to improve the overall wellbeing of the Manurewa community;, activities that are aimed at advancing our young people and make it easier for them to get active and be involved

1/ Khmer Voice radio show which has been serving the Cambodian community since 1997 on 104.6FM Planet FM every Tuesday and Thursday

2/ Social support services from our community house - every weekday and weekend

3/ -The soccer team participates in intercultural soccer events, tournaments and league games.

4/ After school learning - trains young people in Khmer cultural dance and language. Also for general public who are interested in learning Khmer language.

5/To translate information on New Zealand that we have just completed from English to Cambodian language and publish it.

6/Running soccer club

Community collaboration

Collaborating organisation/individual

Role

Access Community radio 104.6FM

Broadcast station

Auckland Sunday Football Association

Sunday Soccer League

Auckland South East Asian Society (ASEAS)

Cultural dance & Event

Auckland City Council

Landlord

Rongomai Sports and Recreation Community

Soccer Home ground

Demographics

Maori outcomes

No,

Accessible to disabled

Yes, People with disabilities can listen to our radio show

Our office and facilities is on the ground floor, so it is easily accessible to People with disabilities

Percentage of male participants

Percentage of female participants

All - not targeted at either male or female participants

100%

< 15 years

15-24 years

25-44 years

45-64 years

>65 years

All ages

100%

Target ethnic groups

Other Asian, All/everyone

Financial information

Expenditure item

Amount

Wages and volunteer cost as in petrol cost reimbursement.

$60,972.00

Annual radio air time and membership fees

$6,312.00

External audit fees

$1,800.00

Telephone and Internet connections at 91 Cambridge Tce , Papatoetoe

$1,300.00

Total

$70,384.00

Income description

Amount

30 soccer players at $25 each

$750.00

Sponsors

$3,000.00

Total

$3,750.00

Total expenditure

Total Income

Applicant’s contribution

Amount requested

$70,384.00

$2,750.00

$0.00

$2,000.00

Conflicts of interest: None identified.

Funding history

Application summary QR1610-506

Manurewa Quick Response, Round Five, 2015/16

Urban Neighbours of Hope

Physical address

45 Secretariat Place, Randwick Park, Manurewa

Organisation/individual

Group/organisation

Main focus

Community

Umbrella organisation

Legal status

Incorporated Society

Primary contact

Dave Tims

Position

Director

Project details

Project title

Stepping Stones - Journey into Employment

Dates

01/07/2016 - 31/08/2016

Location

45 Secretariat Place, Randwick Park

Summary

Community-lead development in Randwick Park, creating local leadership, community enterprise and opportunities for local people to participate in helping to make their own neighbourhood an even better place to live. Creating small stepping stones, like mowing lawns or cleaning toilets, is one of many projects used for community economic and social outcomes.

Focus specific information

n/a

Cost of participation

Requesting grant for

Towards the purchase of a ride-on motor mower.

Active participants

Audience size

n/a

Promotion

No,

Local board recognition

Place local board logo on invoices to schools

Alignment with local board priorities

· activities that are aimed to improve the overall wellbeing of the Manurewa community; activities that are aimed at advancing our young people and make it easier for them to get active and be involved, activities that keep our local economy thriving

Randwick Park School has recently asked us to care for their lawns and grounds: mowing, spraying edges and hard surface cleaning. To do this we need to purchase a small 2nd-hand ride-on mower. Creates local employment, including opportunities for young people, for a part-time job. Creates well-being as school and community better interact in a community-lead Initiative.

Community collaboration

Collaborating organisation/individual

Role

Demographics

Maori outcomes

Yes, 75% of our employees are of Maori descent and all are male. Our employees are either on the welfare system or are attending a course. Community enterprise increases income and, more importantly, it create pride in their own community and in their own ability to provide for their families. Creating employment is a key factor in bringing transformation to individuals and to a neighbourhood. Creating local opportunities in partnership with a local school helps to break barriers towards education and open doors for better options in the future.

Accessible to disabled

No,

Percentage of male participants

Percentage of female participants

All - not targeted at either male or female participants

100%

< 15 years

15-24 years

25-44 years

45-64 years

>65 years

All ages

50%

25%

Target ethnic groups

Māori, Pacific Peoples

Financial information

Expenditure item

Amount

Ride-on Mower

$2,522.00

Total

$2,522.00

Income description

Amount

Total

Total expenditure

Total Income

Applicant’s contribution

Amount requested

$2,522.00

$0.00

$500.00

$2,000.00

Conflicts of interest: None identified.

Funding history

Application ID	Project Title Round - Stage	Decision Total allocated
QR1610-506	Stepping Stones - Journey into Employment Manurewa Quick Response, Round Five, 2015/16 - Submitted	Undecided $0.00
LG1610-12	Youth Leadership and Youth Work Manurewa Local Grants, Round One, 2015/2016 - Accountability due February 2017	Approved $200.00
MR14_100017	Little WOC'ers Youth Leadership Programme LB - Manurewa Local Board Community Grant - Round 1 2013/2014 - Acquitted	Approved $750.00
CCP14_100008	TNG - the next generation youth club South - Community Crime Prevention - Round 1 2013/2014 - Acquitted	Approved $1,000.00
MR14_100005	Soufpac Youth Club LB - Manurewa Local Board Community Grant - Round 1 2013/2014 - Acquitted	Approved $750.00

Application summary QR1610-509 Manurewa Quick Response, Round Five, 2015/16
Mr Simon Lehu-Moetara
Physical address
Organisation/individual	Individual		Main focus	Events
Umbrella organisation			Legal status	Other: Hui A Hapu Ngatikoro - Te Pouka - Ngati Wharara
Primary contact	Simon Lehu-Moetara		Position
Project details
Project title	Hui A Hapu Ngatikorokoro - Te Pouka - Ngati Wharara
Dates	27/05/2016 - 29/05/2016
Location	81 Finlayson Avenue, Manurewa
Summary	The hui will be conducted by a number of kaupapa over the weekend, discussions will include updating of marae, rebuilds, claims, hapu settlement vision, future development plans, maurakau and takaro sessions among other activities for the children,
Focus specific information	n/a
Cost of participation	No cost throughout duration of hui
Requesting grant for	Towards resources (sports equipment, craft supplies, disco balls, gazebos, prizes and shirts) to cater for tamariki during a three-day hui for hapu of Hokianga to come together to discuss future developments of our marae and communities in the Hokianga region, to be held at Manurewa Marae on 27-29 May 2016.
Active participants	942		Audience size	7-800.00
Promotion	Yes, We have our main administrators who will be advertising our hui via Facebook, and phone calls.
Local board recognition	We will be acknowledging the local board’s contribution, by sharing our thanks via radio, and media sites. we will also be displaying the contribution from the local on our shirts which will be worn throughout the weekend
Alignment with local board priorities	· initiatives that aim to protect and restore our natural heritage and resources, activities that are aimed at advancing our young people and make it easier for them to get active and be involved, initiatives that are aimed to preserve our heritage and important elements of our past Hi my name is Simon Lehu-Moetara, I have been elected to be part co-ordinator for a wananga that will be held by my family at the local Finlayson Marae. My role is to co-ordinate a Tamariki itinerary throughout the weekend, however there is a lack of funds to go toward resources needed for our tamariki activities.
Community collaboration
Collaborating organisation/individual		Role
Piripi Moore		Co-ordinator
Kim Isaac		Co-ordinator
Simon Lehu-Moetara		Co-ordinator
Sonya Toetoe		Co-ordinator

Demographics
Maori outcomes			Yes. The hui, is focused on hapu of Hokianga coming together to discuss future developments of our marae and communities in the Hokianga region. The funding will be to focus on teaching our kids more about our Maori tikanga and also their heritage of where they are from, their whakapapa, and tupuna. but also keeping it fun for them to learn about where it is they are actually from.
Accessible to disabled			Yes, Where our Hui will be held, it caters for all people who may have disabilities, however it will be a private hui run between the three hapu involved.

Percentage of male participants					Percentage of female participants			All - not targeted at either male or female participants
%					%			100%

< 15 years	15-24 years				25-44 years		45-64 years	>65 years		All ages
%	%				%		%	%		100%

Target ethnic groups			Māori
Financial information
Expenditure item									Amount
3x touch balls									$60.00
20x team sashes									$60.00
Cones									$30.00
10x paint									$50.00
2x Gazebo									$160.00
4 packs, paint brushes									$20.00
Clip-it bins									$30.00
5x disco balls									$150.00
Prizes									$100.00
22x Shirts									$286.00
Total									$946.00
Income description									Amount
free event									$0.00
Total									$0.00
Total expenditure		Total Income				Applicant’s contribution			Amount requested
$1,500.00		$0				$0			$946.00
Conflicts of interest: None identified.
Funding history
Application ID				Project title Round – stage					Decision Total allocated
No previous grant applications made

Manurewa Local Board

09 June 2016

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

File No.: CP2016/09825

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 Manurewa Local Board:

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

b) support the allocation of the residual $2.5million 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 ($1.1million) and Auckland City ($1.39million) 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 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	71
b View	Sport and Recreation Investment diagram	77
c View	Options Analysis for residual Hillary Commission fund	79

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

Rex Hewitt - Relationship Manager

Manurewa Local Board

09 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.

Manurewa Local Board

09 June 2016

Funding agreement and licence to occupy and manage Clendon Community Centre, Randwick Community House and Te Whare Awhina Community House

File No.: CP2016/09550

Purpose

1. To approve the funding agreement and licences for Te Whare Awhina o Tamworth to occupy and manage Clendon Community Centre, Randwick Community House and Te Whare Awhina Community House.

Executive Summary

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

3. The current agreement with Te Whare Awhina o Tamworth Incorporated who operate and manage the three community centres in Manurewa expires on 30 June 2016. This report seeks a decision from the Manurewa Local Board on future funding; the term of the agreement and approval of the licence.

4. A one year term is recommended for Clendon Community Centre, Randwick Community House and Te Whare Awhina Community House. Te Whare Awhina o Tamworth the operating group is a stable, experienced organisation. They provide audited annual reports, deliver expected outcomes, report on time and to the expected standard.

Recommendation/s

That the Manurewa Local Board:

a) approve a funding agreement and licence to occupy and manage with Te Whare Awhina oTamworth Incorporated for the year 2016/2017, terminating on 30 June 2017, for the operation of the Clendon Community Centre, Randwick Community House and Te Whare Awhina Community House.

b) approve funding for Te Whare Awhina oTamworth Incorporated of $58,987 to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

c) approve a licence to occupy and manage the Clendon Community Centre, Randwick Community House and Te Whare Awhina Community House for the Te Whare Awhina o Tamworth Incorporated at locations; Clendon Community Centre at 60R Finlayson Avenue, Manurewa being Pt Lot 210 DP 83570 (attachment A); Randwick Park Community at 139 Shifnal Drive Manurewa being Lot 1 DP 92969 (attachment B); Te Whare Awhina Community House at 4 Tamworth Close, Manurewa being Lot 393 DP 92904 (attachment C).

i) Term – 1 year commencing 1 July 2016;

ii) Rent - $1.00 plus GST per term if requested.

Comments

5. 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.

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

7. Staff have developed a simple criterion 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.

8. 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.

Allocating funding for FY 2016-17 and beyond

9. 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

Te Whare Awhina o Tamworth Incorporated

one year

$58,987 to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed

To deliver the proposed work programme at Clendon Community Centre, Randwick Community House and Te Whare Awhina Community House

Te Whare Awhina o Tamworth Incorporated operate and manage the three centres in Manurewa delivering a variety of community programmes in each of the centres. They have done this successfully for many years. It is anticipated that one staff member currently employed by council will be transferred to the community group with the associated funding. To enable that change to happen and provide continuing support in the process, it is recommended the term be one year with considerations to a longer term in 2017/2018.

Terms and conditions of grants, and ongoing monitoring

10. Staff will continue to monitor, assess and report progress and performance to the local board on a regular basis during the term of the grant.

Consideration

Local Board views and implications

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

Māori impact statement

12. Te Whare Awhina o Tamworth Incorporated endeavours to improve well-being among Maori within the work programmes they deliver. Staff continue to support and build capabilities to enhance wellbeing and outcomes for Maori.

Implementation

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

Attachments

No.	Title	Page
a View	Clendon Community Centre Site Plan	85
b View	Randwick Park Community Site Plan	87
c View	Te Whare Awhina Community House Site Plan	89

Signatories

Authors

Ian Alexander - Contracts and Relationships Advisor, Community Places

Authorisers

Graham Bodman – General Manager Arts, Community and Events

Rex Hewitt – Relationship Manager

Manurewa Local Board

09 June 2016

Parks, sport and recreation draft annual work programme financial year 2016/2017

File No.: CP2016/09961

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 Manurewa 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 Manurewa Local Board:

a) approves the Manurewa Parks, Sport and Recreation draft 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. Staff 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 Recreations draft 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 draft 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 draft 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. Start may need to adjust priorities as unforeseen complexities in delivering planned projects arise. Any changes to the Parks, Sport and Recreation draft Annual work programme 2016/17 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;

· Playspace 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 draft 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 draft 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

19. 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.

20. Other budget types contributing to the Parks Sport and Recreation works programme

21. 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.

22. 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

23. The local board provided feedback on the proposed Parks, Sport and Recreation draft Annual work programme 2016/2017 at a workshop on 19 April 2016. Feedback from this workshop has informed the draft programme included as Attachment A.

Māori impact statement

24. Parks and open spaces, as well as sport and recreation activity contributes significantly to Māori 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

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

26. 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	Manurewa Parks, sport and recreation draft Annual work programme 2016/2017	95

Signatories

Authors

Lynda Lucas - Parks Liaison & Development Team Leader

Authorisers

Mark Bowater - Manager Parks

Rob McGee - Manager Leisure – Parks, Sports and Recreation

Sharon Rimmer - Manager Sport and Recreation

Mace Ward - General Manager Parks, Sports and Recreation

Rex Hewitt - Relationship Manager

Manurewa Local Board

09 June 2016

Manurewa Local Board Arts, Community and Events Work Programme 2016/2017

File No.: CP2016/10570

Purpose

1. This report presents the Arts, Community and Events (ACE) 2016/2017 Manurewa 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 Manurewa Local Board aligns with the following 2014-2017 Manurewa Local Board Plan priorities:

· All people are valued and encouraged

· Manurewa has an attractive, prosperous town centre

· Spaces and places that people use and enjoy.

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

6. Also included for approval are:

· funding of $5,000 to Manurewa Neighbourhood Support Inc to support a coordinator position

· funding of $2000 to Manurewa Youth Providers Network Inc for the 2016 Manurewa Youth Providers Network awards

· funding of $21,000 to the Manurewa Youth Council Trust for the Manurewa Youth Council activities

· delegate financial authority to the Community Services portfolio holder to approve funding to community groups, to implement the 2016/17 Community Empowerment Unit work programme. (Except for those matters separately approved).

Recommendation/s

That the Manurewa Local Board:

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

b) approve funding of $5,000 to Manurewa Neighbourhood Support Inc to support a coordinator position.

c) approve funding of $2,000 to Manurewa Youth Providers Network Inc for the 2016 Manurewa Youth Providers Network awards

d) approve funding of $21,000 to the Manurewa Youth Council Trust for the Manurewa Youth Council activities

e) delegate financial authority to the Community Services portfolio holder to approve funding to community groups, to implement the 2016/17 Community Empowerment Unit work programme. (Except for those matters separately approved).

Comments

ACE work programme 2016/2017

7. The ACE work programme for 2016/2017 has been developed using a co-ordinated 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 Manurewa Local Board plan 2014-2017.

8. The ACE work programme aligns to the following 2014-2017 Manurewa Local Board Plan priorities:

· All people are valued and encouraged, having the opportunity to attend a myriad of community events in the local board area

· Manurewa has an attractive, prosperous town centre by implementing safety initiatives to enhance public places

· Spaces and places that people use and enjoy through encouraging the community to access their local facilities.

9. The ACE work programme 2016/2017 for the Manurewa 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 safety initiatives to enhance public places, prevention of graffiti vandalism, scholarships and opportunities for young people to express their views via a youth council and providing funding support to community groups

· Arts and Culture: initiatives will be focussed on the Nathan Homestead. A series of exhibitions and public programmes will be delivered including art classes and workshops for all ages

· Events: this work programme includes a range of community events such as Neighbours Day, Movies in Parks and Jazz in the Garden

· Community Places: this includes the new customer-centric online booking system for community facilities, the provision of community facilities and working with Te Whare Awhina O Tamworth Incorporated as they support three community houses in the local board area.

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

11. The local board considered the draft work programme at a workshop with ACE staff on 17 May 2016. Staff incorporated the local board’s feedback into the work programme.

Empowered Communities Approach

12. 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.

13. The partnership between the Community Places unit and Te Whare Awhina O Tamworth Incorporated demonstrates the Empowered Communities Approach. The unit is working alongside the group as they support three community houses in the local board area, delivering programmes and activities led by the community.

14. 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.

Other items for approval

15. This report also requires that the Local Board approve:

· funding of $5,000 to Manurewa Neighbourhood Support Inc to support a coordinator position

· funding of $2000 to Manurewa Youth Providers Network Inc for the 2016 Manurewa Youth Providers Network awards

· funding of $21,000 to the Manurewa Youth Council Trust for the Manurewa Youth Council activities

Consideration

Local board views and implications

16. The draft 2016/2017 work programme was considered by the local board at a workshop on 17 May 2016. Feedback form the local board was considered and incorporated into the local board work programme (Attachment A).

Māori impact statement

17. 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.

18. This ACE work programme strives to achieve stronger relationships by working with mana whenua, mataawaka and marae to identify appropriate projects that respond to Māori aspirations in a practical and effective way. These will then be delivered in partnership with the relevant Māori organisations to improve well-being among Māori living in the Manurewa local board area.

Implementation

19. 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	Manurewa Local Board Arts, Community and Events Work Programme 2016/2017	115

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Rex Hewitt - Relationship Manager

Manurewa Local Board

09 June 2016

Manurewa Local Board

Message from the Chair

The Manurewa Local Board is following a ‘steady as she goes” approach for the Annual Plan 2016/2017. We will continue with the priorities described in our 2014 Local Board Plan, which you have told us are still the important things we need to be working on.

Over the next 12 to 15 months, you will see improved links from the Manurewa train station to the town centre with a covered walkway being constructed. Work on the community pavilion at Riverton Reserve and the Netball Manurewa Community Events Centre will be completed. We have also committed to works at the Nathan Homestead and David Nathan Reserve to support the implementation of the new strategic business plan. Work will also progress on further stages of the walk and cycle way around the harbour’s edge and more areas of mangroves will be removed to improve access to and enjoyment of the Manukau Harbour.

The Manurewa Town Centre steering group continues to meet monthly. A project is currently underway to help determine the best investments the local board and our partners can make to improve and revitalise the town centre. We expect to be able to implement further changes this year. The local board will also continue to advocate to the governing body and potential partners for the investment our town centre needs in order to realise the vision of the Auckland Plan.

As a board, we are concerned about the impact of population growth and intensification on the Manurewa area and its residents. We will advocate strongly to ensure there is adequate investment in infrastructure to support this. We are also asking that Auckland Transport invest in further improvements to our stations and safety on public transport and that Auckland Council funds a hydrodynamic modelling project that will ultimately lead to improvements to water quality in the Manukau Harbour.

As always, we encourage you to be involved in helping us achieve Manurewa’s priorities and I would like to thank you for your recent feedback through this Annual Plan process. By working together, we can make Manurewa an even better place to learn, work, live and play.

Introduction

Auckland Council’s shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council’s governing body (the mayor and councillors). Local boards also advocate to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities.

This document provides information on local activities that have been agreed for delivery in 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

Manurewa is home to a diverse population, many of who have strong loyalties to the area and have lived here a long time. Key characteristics of Manurewa include a prominent industrial area in Wiri, and leafy coastal suburbs at Wattle Downs and Weymouth. The local board area also includes the suburbs of Clendon Park, Goodwood Heights, Hill Park, Homai, Leabank, Manurewa Central, Manurewa East, Manurewa South, Manurewa West, Randwick Park, Rata-Vine, Wiri, The Gardens, Totara Heights and Manukau Heights. Manurewa is home to the Auckland Botanic Gardens, Vodafone Events Centre and Wero (the new white water facility), the historic Nathan Homestead, Totara Park, a multi-purpose sports complex at Mountfort Park and the Netball Manurewa Community Events Centre.

Local Board Plan outcomes

The Manurewa Local Board Plan sets out the aspirations the local board has for the area and how the board works towards creating the world’s most liveable city (the vision of the Auckland Plan) at a local level.

The Manurewa Local Board Plan outcomes are:

· Manurewa has an attractive, prosperous town centre – Manurewa is easy to get to and a great place for shopping and relaxing with friends.

· People move easily around Manurewa – Our walkways, cycle ways, roads and public transport connect us to where we want to go.

· Spaces and places that people use and enjoy – We have lots of opportunities for sporting, leisure, creative and community activities on our doorstep.

· All people are valued and encouraged – People feel welcome and safe here. They enjoy being part of our community, helping and supporting each other, resulting in enhanced well-being for all.

· Our natural heritage and resources are preserved and nurtured for future generations – We enjoy attractive bush, stream and harbour environments that are healthy and free from litter and pollution.

· A healthy local economy – The Manurewa area supports a range of new and established businesses that provide employment opportunities for local people.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2016/2017 financial year in addition, each local board carries out responsibilities delegated by the governing body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Māori transformational shift outcomes

The Local Board Plan, and Agreement, has a direct relationship with Māori through two key areas of activity, the first being understanding and honouring obligations under the Treaty of Waitangi. The second, and closely intertwined, is acting on the needs and aspirations of Māori.

To be a successful local board a key component is engaging with and enabling communities, which means considering and understanding Māori issues and having the capability and capacity to improve process and systems to enhance involvement and outcomes.

There are a number of initiatives underway in Manurewa that are intended to strengthen relationships and participation of mana whenua, including the Māori Input to Decision Making project, a project around environmental protection, providing opportunities for youth and the preservation of Māori heritage.

This engagement with mataawaka and mana whenua is ongoing as the local board is committed to making Manurewa a great place to live, work and play for everyone.

Funding

Auckland Council has a shared governance model for making decisions on local activities. Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool.

2. Locally driven initiatives – an allocation based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

3. Governance services – an allocation based on the number of elected members and associated administrative costs for each local board.

Manurewa Local Board Agreement 2016/2017

Funding priorities

Auckland Council’s 2016/2017 funding priorities for local activities in the Manurewa local board area are as follows:

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation. Local recreation includes swimming pools and leisure centres servicing communities in the local area.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative	Capital Expenditure	Operating Expenditure
Asset based services	$1,351,000	$10,142,000
· Maritime Recreation Fund · Parks renewals
Locally driven initiatives	$550,000	$311,000
· Mangrove Removal · Greenways Plan
Total Funding	$1,901,000	$10,453,000

Levels of service

Level of service	Performance measure	Actual 2014/15	LTP Target 2015/16	AP Target 2016/17
Provide a range of recreational opportunities catering for community needs on local parks, reserves and beaches	Percentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves	Not available	75%	75%
	Percentage of residents who visited a local park or reserve in the last 12 months	88%	90%	90%
Provide sports fields that are fit for purpose and cater for community needs.	Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields	Not available	70%	75%
Provide programmes and facilities that ensure more Aucklanders are more active more often	Customers Net Promoter Score for Pool and Leisure Centres	Not available	15%	15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Community Development, Arts and Culture services.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative	Capital Expenditure	Operating Expenditure
Asset based services	$638,000	$3,781,000
· Local library renewals · Nathan Homestead renewals
Locally driven initiatives	$0	$917,000
· Local community and events grants · Community safety initiatives · Community and youth initiatives
Total Funding	$638,000	$4,698,000

Levels of service

Level of service	Performance measure	Actual 2014/15	LTP Target 2015/16	AP Target 2016/17
Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communities	Use of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)	2.60*	1.8	1.8
	Number of visits to library facilities per capita	6.47	6.5	6.5
	Percentage of customers satisfied with the quality of library service delivery	84%	85%	85%
	Percentage of visitors satisfied with the library environment	81%*	85%	85%
Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permitting	Percentage of funding/grant applicants satisfied with information, assistance and advice provided	Not available	75%	76%
Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communities	Percentage of participants satisfied with council delivered local arts activities.	Not available	90%	90%
	Percentage of Aucklanders that feel connected to their neighbourhood and local community	Not available	75%	77%
	Percentage of attendees satisfied with council delivered and funded local events	Not available	85%	85%
Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities	Percentage of Aucklanders that feel their local town centre is safe	Not available	Day: 57% Night: 13%	Day: 58% Night: 15%
	Facility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire	Not available	Peak: 32% Off peak: 17%	Peak: 33% Off peak: 17%
	Percentage of community facilities bookings used for health and wellbeing related activity	Not available	20%	20%
	Number of visitors to community centres and venues for hire	Not available	144,159	145,572

*Not previously reported, for information purposes only

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection. These activities include economic, environmental, heritage and spatial projects, and enable, plan for and deliver great local places.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative	Capital Expenditure	Operating Expenditure
Asset based services	$0	$717,000
· Manurewa and Wiri BIDs
Locally driven initiatives	$0	$200,000
· Local economic development · Town centre revitalisation
Total Funding	$0	$917,000

Levels of service

Level of service

Performance measure

Actual 2014/15

LTP

Target 2015/16

Target 2016/17

Develop local business precincts and town centres as great places to do business

Percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus in indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative	Capital Expenditure	Operating Expenditure
Asset based services	$0	$0
·
Locally driven initiatives	$0	$38,000
· Environmental initiatives · Manukau Harbour Forum
Total Funding	$0	$38,000

Levels of service

Level of service

Performance measure

Actual 2014/15

LTP

Target 2015/16

Target 2016/17

Provide leadership & support to protect and conserve the region’s natural environment, historic heritage and Māori cultural heritage

Proportion of local programmes that deliver intended environmental actions and/or outcomes

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative	Capital Expenditure	Operating Expenditure
Asset based services	$0	$1,067,000
· Strategic advice on council-wide initiatives and regional planning · Development of the local board agreement for 2016/2017 · Democracy, administrative and engagement support to elected members
Locally driven initiatives	$0	$0
Total Funding	$0	$1,067,000

Levels of service

There are no measures.
Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2016 to 30 June 2017 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000 Financial year ending 30 June	2016/17
Sources of operating funding:
General rates, UAGCs, rates penalties	12,530
Targeted rates	359
Subsidies and grants for operating purposes	865
Fees and charges	2,443
Local authorities fuel tax, fines, infringement fees and other receipts	319
Total operating funding	16,516

Applications of operating funding:
Payment to staff and suppliers	13,096
Finance costs	1,056
Internal charges and overheads applied	2,310
Other operating funding applications	0
Total applications of operating funding	16,462

Surplus (deficit) of operating funding	54


Sources of capital funding:
Subsidies and grants for capital expenditure	0
Development and financial contributions*	0
Increase (decrease) in debt	2,485
Gross proceeds from sale of assets	0
Lump sum contributions	0
Other dedicated capital funding	0
Total sources of capital funding	2,485

Application of capital funding:
Capital expenditure:
- to meet additional demand	300
- to improve the level of service	300
- to replace existing assets	1,939
Increase (decrease) in reserves	0
Increase (decrease) in investments	0
Total applications of capital funding	2,539

Surplus (deficit) of capital funding	(54)

Funding balance	0

Other Local Board Information

Contact Manurewa local board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Angela Dalton 38-262503

Angela Dalton (Chair)

7 Hill Road

Manurewa

Auckland 2102

M:(021) 283 3311

E: angela.dalton@aucklandcouncil.govt.nz

Simeon Brown 38-262565

Simeon Brown (Deputy Chair)

Private Bag 92300

Victoria Street West

Auckland 1142

M: (021) 027 24242

E: simeon.brown@aucklandcouncil.govt.nz

Michael Bailey 38-262562

Michael Bailey

10 Rimu Road

Manurewa

Auckland 2102

M: (021) 287 4422

E: michael.bailey@aucklandcouncil.govt.nz

Angela Cunningham-Marino 38-262498

Angela Cunningham-Marino

7 Hill Road

Manurewa

Auckland 2102

M: (027) 504 0884

E: angela.cunningham-marino@aucklandcouncil.govt.nz

George Hawkins 38-262556

Hon. George Hawkins

7 Hill Road

Manurewa

Auckland 2102

M: (021) 969 444

E: george.hawkins@aucklandcouncil.govt.nz

Danella McCormick 38-262504

Danella McCormick

7 Hill Road

Manurewa

Auckland 2102

M: (021) 800 593

E:danella.mccormick@aucklandcouncil.govt.nz

Ken Penney 38-262561

Ken Penney

19 Station Road

Manurewa

Auckland 2012

Ph: (09) 267 0110

E: ken.penney@aucklandcouncil.govt.nz

Daryl Wrightson 38-262507

Daryl Wrightson

7 Hill Road

Manurewa

Auckland 2102

M: (021) 839 678

E: daryl.wrightson@aucklandcouncil.govt.nz

The board can be contacted at the address below:

The Manurewa Local Board Office

7 Hill Road

Manurewa

Auckland 2102.

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz.

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

Initiative	Why is it a priority?	Advocating to
Growth	Ensure that investment in physical and social infrastructure meets the demands of population growth and intensification.	Governing Body
Transport	Invest in rail station and public transport improvements to enhance public comfort and safety.	Auckland Transport
Thriving economy	Invest in Manurewa to create the town centre envisaged in the Auckland Plan.	Governing Body Auckland Tourism Events and Economic Development
Water quality	Fund hydrodynamic modelling of the Manukau Harbour.	Governing Body Watercare Panuku Development Auckland Auckland Tourism Events and Economic Development

Appendix B: Local budgets

Manurewa Local Board 2016/2017 Capital Expenditure

$000 Financial year ending 30 June	2016/2017
Local Community services
Community facility renewals	247
CDAC - Art facility renewals	184
CDAC - Leases renewals	63
Library facility and technology renewals	391
Local library renewals	391
Local Parks sport and recreation
LDI fund	550
Locally driven initiatives (LDI Capex)	550
Local and sports parks renewals	751
Parks - Coastal asset renewals	74
Parks - Court renewals	10
Parks - Equipment renewals	20
Parks - Furniture renewals	110
Parks - Paving and hard surface renewals	140
Parks - Play space renewals	257
Parks - Roads and carpark renewals	82
Parks - Sports fields renewals	22
Parks - Toilets and changing room renewals	24
Parks - Utility renewals	12
Local park development	600
Maritime recreational fund development	600
Grand Total	2,539

Manurewa Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June	2016/17
Operating revenue
Local community services	536
Local parks, sport and recreation	3,091
Operating revenue Total	3,628
Operating expenditure
Local community services	7,796
Local environmental management	38
Local governance	1,067
Local parks, sport and recreation	4,783
Local planning	559
Operating expenditure Total	14,242
Net operating expenditure	10,614

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

Manurewa Local Board

09 June 2016

Local Board input into the Empowered Communities Approach Progress Update Report

File No.: CP2016/10542

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 Manurewa Local Board:

a) formally endorse the feedback on the progress and implementation of the Empowered Communities Approach to date.

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 - Local Board Advisor Manurewa

Authorisers

Anna Bray - Policy and Planning Manager - Local Boards

Rex Hewitt - Relationship Manager

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 w

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

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	Angela Dalton
Deputy Chairperson	Simeon Brown
Members	Michael Bailey
	Angela Cunningham-Marino
	Hon. George Hawkins, QSO
	Danella McCormick
	Ken Penney
	Daryl Wrightson

Authors	Lee Manaia - Local Board Democracy Advisor
Authorisers	Rex Hewitt - Relationship Manager

Authors	Shelvin Munif-Imo – Local Board Engagement Advisor
Authorisers	Rex Hewitt – Relationship Manager

Authors	Sarah McGhee - Senior Local Board Advisor
Authorisers	Rex Hewitt - Relationship Manager