Agenda of Puketāpapa Local Board

Puketāpapa Local Board

30 June 2016

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

9 Public Forum 5

9.1 Public Forum - Tri Star Gymnastics Club Inc. 6

10 Extraordinary Business 6

11 Notices of Motion 7

12 Albert-Eden-Roskill Governing Body Members Update 9

13 Chairperson's Report, June 2016 11

14 Board Member Reports, June 2016 61

15 Approval of multi premise community lease to Auckland Citizens Advice Bureaux Incorporated 121

16 Puketāpapa Local Board Local Grants: Round Two 2015/2016 127

17 Puketapapa Local Board Strategic Relationships Grants 2015/2016 181

18 Puketapapa Local Board Arts, Community and Events Work Programme 2016/2017 317

19 Parks, sport and recreation draft annual work programme financial year 2016-2017 329

20 Proposed local environment work programme 2016/2017 339

21 Puketāpapa Local Board Libraries Work Programme 2016/2017 347

22 Community Lease Work Programme 2016/2017 351

23 Puketāpapa 2016/17 Local Economic Development Programme 355

24 Sport and Recreation Investment - Community Access Scheme guidelines and future allocation of residual legacy Hillary Commission Community Sport Fund 361

25 Housing for Older People Partnering Proposal 375

26 Draft 2016 Elected Members’ Expenses Policy 415

27 Health, Safety and Well-being May 2016 Update 435

28 Regional Facilities Auckland Second Quarter Report 2015-16 for period ended 31 December 2015 465

29 Governance Forward Work Calendar 485

30 Record of Puketāpapa Local Board Workshop Notes 489

31 Resolutions Pending Action Schedule 497

32 Consideration of Extraordinary Items

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Puketāpapa Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 8 June 2016, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Puketāpapa Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

9.1 Public Forum - Tri Star Gymnastics Club Inc.

Purpose

1. For Jenny Jujnovich, executive manager of Tri Star Gymnastics Club Inc. to present to the Board about the group’s activities in a community lease facility.

Executive Summary

1. A number of groups in the Puketāpapa Local Board area operate out of leasehold community facilities.

2. The Board is keen to have a better understanding of the way these assets are used by community groups.

3. Lessees have been invited to talk to the board about how the group is achieving its goals, touching on some of the challenges and successes.

Recommendations

That the Puketāpapa Local Board thank Jenny Jujnovich, executive manager of Tri Star Gymnastics Club Inc. for her presentation and attendance.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Puketāpapa Local Board

30 June 2016

Approval of multi premise community lease to Auckland Citizens Advice Bureaux Incorporated

File No.: CP2016/10233

Purpose

1. This report seeks approval to grant a multi premise community lease to Auckland Citizens Advice Bureaux Incorporated, from the Albert-Eden, Puketepapa, Waitemata, Maungakiekie-Tamaki, Kaipatiki, Devonport-Takapuna, Rodney, Mangere-Otahuhu, Howick, Otara-Papatoetoe, Henderson-Massey, Waitakere Ranges, Whau, Orakei, Waiheke, Upper Harbour, Hibiscus and Bays, Rodney, Manurewa and Papakura Local Boards for premises in each respective area/ward.

Executive summary

2. Council is negotiating a revised strategic relationship agreement, (SRA), and new funding agreement, (FA), with the Auckland Citizens Bureaux Incorporated (the Bureaux).

3. To align a new lease with the SRA and FA the existing occupation agreements inherited from the legacy councils can be surrendered to be replaced with a new multi premises lease with an initial term of two (2) years with two (2) rights of renewal of three (3) years each.

4. There are 32 accommodation / lease agreements between Auckland Council, the Bureaux and other stand-alone entities affiliated with the Bureaux, (together the Parties).

5. Performance standards required as part of the SRA and FA will be applied as community outcomes for the lease.

Recommendation/s

That the Puketāpapa Local Board:

a) Approve the surrender of all current and rolling over leases and accommodation agreements to Auckland Citizens Advice Bureaux Incorporated and other associated societies of the Bureaux, within the respective local board area as specified in the Schedule of Premises (Attachment A).

b) Approve a new multi premise community lease to Auckland Citizens Advice Bureaux Incorporated for the premises within the respective local board area specified in the Auckland Citizens Advice Bureaux Incorporated Schedule of Premises (Attachment A) subject to the following terms and conditions:

i) Term – Two (2) years commencing 1 July 2016 with two (2) three (3) year rights of renewal, with a final expiry of 30 June 2024, if all rights of renewal are exercised.

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

iii) Operational charges as described in attachment A to be paid by the Bureaux during the term of the lease for each site.

iv) That operational charges for any sites added during the term of the lease be at the rate prescribed by the community occupancy guidelines in effect at the time of addition, currently $25/m² of space occupied.

v) Provision being made within the lease to allow for the addition and removal of premises during the term of the lease.

vi) Provision within the lease to allow Libraries, where the space occupied by the Bureaux is required for library purposes, to relocate the Bureaux to another area within the same building.

vii) The performance criteria described as part of the revised strategic relationship agreement and new funding agreement be applied as a Community Outcomes Plan for the lease.

viii) All other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

Comments

Background

6. On 20 September 2012 the Bureaux was incorporated under the Incorporated Societies Act 1908. The aim of the Bureaux is to;

· Ensure that individuals do not suffer through ignorance of their rights and responsibilities

· Assist those who are unable to express their needs effectively

· To exert a responsible influence on the development of social policies and services, both locally and nationally.

7. Currently, the Bureaux and its associated societies occupy 32 premises across the City provided by council. Of these premises 30 are council owned premises with a variety of occupation arrangements in place. Two are commercially owned premises leased to council to provide space for the Bureaux.

8. All the leases have varying terms and conditions, commencement and end dates.

9. A review of the occupation agreements for council owned premises occupied by the Bureaux across the wider Auckland region has identified that the various leases for Bureaux all be brought onto one lease with consistent terms and conditions to align with the SRA and FA.

Proposal Details and Support

10. This report proposes that all council occupied buildings and those where council has an agreement with the building owner to provide premises for the Bureaux, all utilise a multi premise community lease which would provide the 32 sites with a common lease template document. When adopted by each of the Bureaux branches they will have standard key terms, conditions, commencement and end dates.

11. The Parties have agreed to surrender existing occupation contracts and to enter into a regional multi-premises lease identifying the separate sites occupied by the Bureaux.

12. Attachment A lists the local board areas and Bureaux premises for inclusion. Because two sites are owned by the Crown and held in trust by council, the lease will require a clause to recognise that with Crown ownership the properties may at some time in the future be required for Treaty of Waitangi settlement purposes. These sites are;

Name	Location	Local Board Area
CAB Office / Plunket Rooms	100 Line Rd Glen Innes	Maungakiekie - Tamaki
Library building	5 Ernie Mays St Northcote	Kaipatiki

13. Three sites are unclassified local purpose reserves. These sites can be leased pursuant to section 61 (2A) of the Reserves Act without the need to classify or advertise. The details of each will be placed on a schedule of sites to be classified subsequently. The sites are;

Name	Location	Local Board Area
CAB Office Plunket Rooms	100 Line Rd Glen Innes	Maungakiekie - Tamaki
CAB office building	141 Ocean View Rd Oneroa Waiheke	Waiheke
New Lynn Library Building 3 Memorial Drive	New Lynn Library Building 3 Memorial Drive	Whau

Reasons for Multi Premise Community Lease

14. A multi premise community lease with the same terms and conditions will benefit both Auckland Council and the Bureaux for the following reasons:

· One community lease rather than 32 individual leases with clear and consistent terms across all sites

· It provides certainty to the Bureaux of accommodation and costs

· Consistency of management of the premises under one community lease aligned to the strategic relationship agreement goals

· Consolidated community outcomes reporting

· Streamlined management of the right of renewal process

15. Staff have developed this report in consultation with the Arts Community and Events Department, Legal Services, and Corporate Finance and Property, to provide background information and peer review.

Consideration

Local board views and implications

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

17. A portfolio meeting has been held with each local board and they were presented with the proposal for a multi premise community lease.

18. Various options for the delivery of the Bureaux services were considered during development of the revised SRA and new FA. The proposed lease provides flexibility to allow for the changing needs of both the Bureaux and council during the term of the lease consistent with these agreements.

Māori impact statement

19. The Bureaux have long standing occupation of the properties. Maori are benefactors as users of the services and the granting of a new multi premise community lease will not have any adverse impact for Maori.

Implementation

The multi premise community lease will list the same terms and conditions, including a schedule of the community outcomes for each of the Bureaux tenants. The terms and conditions will be consistent across all sites. There will be special clauses inserted into the community lease that will deal with particular circumstances – such as relocation of the Bureaux site within the same council building.

20. There are no significant cost implications for Auckland Council.

Attachments

No.	Title	Page
a View	Attachment A Schedule of premises	125

Signatories

Authors

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

30 June 2016

Puketāpapa Local Board Local Grants: Round Two 2015/2016

File No.: CP2016/10369

Purpose

1. The purpose of this report is to present applications received for round two of the Puketāpapa Local Board Local Grants 2015/2016. The local board is required to fund, part-fund or decline these applications.

Executive Summary

2. The Puketāpapa Local Board has set a total local grants budget of $60,000 for the 2015/2016 financial year.

3. A total of $39,134 was allocated in the previous local grant round one and the five quick response rounds, leaving a remaining balance of $20,866 to allocate for the 2015/2016 financial year.

4. Thirteen applications were received in this round, with a total requested of $82,948.30

Recommendation/s

That the Puketāpapa Local Board:

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

Table One: Puketāpapa Local Grants, Round Two applications

Application number	Organisation Name	Focus	Project	Total Requested
LG1615-203	Mika Haka Foundation	Arts and culture	“SXSPacific 2016” festival	$20,000
LG1615-208	Chinese Senior Citizens Health Exercise Group Inc.	Arts and culture	Tai Chi, Qi Gong and other health exercises.	$4,000
LG1615-206	Royal New Zealand Foundation of the Blind	Community	Community, volunteer and recreation support for people who are blind or have low vision	$3,300
LG1615-212	Active Transport Trust	Community	Active Puketapapa Campaign Base Line Data Collection	$18,448
LG1615-216	Youthline Auckland Charitable Trust	Community	Youth worker mentoring and support for Puketapapa youth	$10,000
LG1615-217	Migrant Action Trust	Community	School essentials recycling drive and Mt Roskill Community Toy Library	$8,067.50
LG1615-218	Onkod Somali Youth	Community	Somali Independence Day	$3,000
LG1615-210	Project Litefoot Trust	Environment	LiteClub Puketapapa at Winstone Park Tennis Club and Hillsboro Bowling Club	$3,031
LG1615-215	Brindle Sports Group (BSG) Events	Events	“Mt Roskill Kids Scooter Duathlon”	$2,000
LG1615-202	Mt Roskill (Puketapapa) Historical Society	Historic Heritage	Roskill peoples database	$2,500
			Total requested	$74,346.50

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

Table Two: Puketāpapa Local Grants, Round Two Multiboard applications

LG1620-228	Connected Media Charitable Trust	Arts and culture	The Outlook for Someday free one-day sustainability film-making workshops in Auckland central	$1,962.80
LG1613-213	Diabetes NZ Auckland Branch	Community	Community Diabetes Awareness Expos	$4,139
LG1605-225	Baseball New Zealand	Sport and Recreation	Kiwiball	$2,500
			Total requested	$8,601.80

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 Puketāpapa Local Board adopted its grants programme on 30 April 2015 (see Attachment A).

6. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

7. The Puketāpapa Local Board will operate five quick response rounds and two local grants rounds for this financial year. The second local grants round closed on 20 April 2016.

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

9. The Puketāpapa Local Board has set a total local grants budget of $60,000 for the 2015/2016 financial year.

10. A total of $39,134 was allocated in the previous local grants round one and the the five quick response rounds, leaving a remaining balance of $20,866 to allocate for the 2015/2016 financial year.

11. Thirteen applications were received in this round, with a total requested of $82,948.30

Consideration

Local Board views and implications

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

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

Māori impact statement

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

Implementation

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

16. Following the Puketāpapa Local Board allocating funding for local grants round two, Commercial and Finance staff will notify the applicant of the local board decision.

Attachments

No.	Title	Page
a View	Puketāpapa Local Board Grants Programme 2015/2016	131
b View	Puketāpapa Local Grants, Round Two application summaries 2015/2016	135

Signatories

Authors

Fua Winterstein - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

30 June 2016

Puketapapa Local Board Strategic Relationships Grants 2015/2016

File No.: CP2016/12305

Purpose

1. To present applications received for the Puketāpapa Local Board Strategic Relationships Grants Round 2016. The board is required to fund or part fund or decline the applications.

Executive summary

2. The Puketāpapa Local board established a Strategic Relationship Grant Round to support community groups delivering on local board priority outcomes.

3. The total budget for the FY15/16 grants round is $70,000.

4. Thirteen applications were received, with a total of $3,949,961.28 requested.

Recommendation/s

That the Puketāpapa Local Board:

a) consider the application listed in table below and agree to fund, part-fund or decline each application.

Application number	Organisation Name	Main focus	Project	Amount Requested
PKTSRG01	Wesley Primary School	School/Whānau Community Gardening Programme	Plant to Plate	$20,000
PKTSRG02	English Language Partners	English Tutoring in the home	Volunteer English Home Tutor Programme	$7084
PKTSRG03	Earth Action Trust	Leadership Collaboration amongst women in Puketāpapa	Connecting the committed and diverse women of Puketāpapa to grow confident communities together	$20,620
PKTSRG05	Mt Roskill Primary School	Accessible Playground	Accessible Playground	$43,564
PKTSRG06	REC Youth Development	Community Murals	Puketāpapa Youth-led Community Murals	$10,400
PKTSRG07	Resilio	Community Gardening Network	The Puketāpapa Permablitz Project	$20,000
PKTSRG010	Auckland Sexual Abuse Help Charitable Foundation	Crisis services to Refugees & Migrants	Refugee Migrants – Enabling Access to Sexual Violence Crisis Services	$53,000
PKTSRG11	Three Kings United Football Club Inc	Clubroom Redevelopment	Three Kings United Football Club Room Redevelopment	$3,700,000
PKTSRG14	Auckland Refugee Community Coalition	Building strong voices and capable communities	Capable communities & strong voices – Capacity development Programmes and Community Leadership in Puketāpapa Local Board Area	$19,950
PKTSRG16	Citizens Advice Bureau Auckland – Mt Roskill	Community Empowerment	Individuals and groups are empowered to participate in community and wider society	$6960
PKTSRG18	Parent and Family Resource Centre Inc	Supporting and resourcing parents and families with disabilities	Disability Connect – “Take it to the People” project	$14,383.28
PKTSRG19	Auckland Dream Centre Community Trust	Families off floors and into beds	“Fanau Fakalilifu”	$14,000
PKTSRG20	Migrant Action Trust	Building capability in migrant communities	Growing confident and empowered migrant and former refugees in Puketāpapa	$20,000
			Total	$3,949,961.28

Comments

Strategic Relationship Grants

5. In February 2016, the Puketāpapa Local Board resolved to:

a) allocate the $70,000 from the ‘multi board grant’ Locally Driven Initiatives budget line for a 2015/16 Strategic Relationships Grant pilot project.

b) adopt the Terms of Reference (Attachment A) for the 2015/16 Strategic Relationships Grant pilot project. (resolution number PKTPP/2016/17).

6. The Strategic Relationship Fund provides funding to community groups to deliver on local board outcomes.

7. This is a new fund that the board piloted in the 2015/2016 financial year.

8. The total amount available is $70,000 with $20,000 the maximum amount per grant.

9. The identified priority outcomes from the Puketāpapa Local Board Plan are:

· Confident migrant and refugee communities interacting at both neighbourhood and local board level

· [Use of] an increased network of safe, well-designed routes for all active modes of transport (particularly cycling uptake)

· Reduction of carbon and other vehicle emissions

· Harbour and waterways restored to greater health and ecological sustainability

· Puketāpapa has sufficient, health, affordable and social housing to meet community needs

· A greener and healthier Puketāpapa through sustainability programmes and waste minimisation

· An increased sense of overall well-being (referencing models such as the Five Ways to Wellbeing)

· Maori culture is recognised and affirmed as the foundational culture in our area

· A sense of ownership and pride is created through community-led place making.

8. Eighteen expression of interest were received with a total of 13 applications submitted (see Attachment B). The total amount requested is $3,949,961.28.

9. Key themes that the applications address are:

· confident migrant and refugee communities interacting at both neighbourhood and local board levels

· an increased sense of overall well-being (referencing models such as the Five Ways to Wellbeing)

· reducing socio-economic inequalities in our community so that every person can lead a dignified life and reach their potential.

Consideration

Local board views and implications

10. Local boards are responsible for the decision-making and allocation of local board community grants. The Puketāpapa Local Board is required to fund, part-fund or decline these grant applications based on the local board priorities identified in the Strategic Relationships Grant Terms of Reference.

11. Section 48 of the Community Grants Policy states “(Council) will also provide feedback to unsuccessful 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

12. One of the local board outcomes is that “Maori culture is recognised and affirmed as the foundational culture in our area”. Two applications specifically address this outcome.

Implementation

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

14. Following the local board’s decisions, the strategic broker will communicate with both successful and unsuccessful applicants.

Attachments

No.	Title	Page
a View	Strategic Relationships Grant Terms of Reference	185
b View	Strategic Relationships Grant 2015/2016 - application summaries	189

Signatories

Authors

Juanita DeSenna - Kaihautu Whakatuturu Puni, Senior Maori Effectiveness Advisor

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

30 June 2016

Puketāpapa Local Board

30 June 2016

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

File No.: CP2016/10571

Purpose

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

· a strong sense of belonging and local identity

· healthy, safe people and places

· people with a voice who can make a contribution.

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

6. Also included for approval:

· Funding of $375,194 (uninflated opex budget) to James Wallace Arts Trust (for Pah Homestead).

Recommendation/s

That the Puketāpapa Local Board:

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

b) approve funding of $375,194 (uninflated opex budget) to James Wallace Arts Trust (for Pah Homestead).

Comments

ACE work programme 2016/2017

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

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

· a strong sense of belonging and local identity; through local civic and community events and a local arts programme

· healthy, safe people and places; through high quality programming at Roskill Youth Zone and a number of neighbourhood development initiatives

· people with a voice who can make a contribution; through ensuring that children, young people and the elderly have opportunities to input into local decision making.

9. The ACE work programme 2016/2017 for the Puketāpapa 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 establishing a children’s panel, inter-departmental planning for the Inner West Triangle spatial priority area as well as supporting the establishment of a native plant nursery social enterprise as part of Stormwater’s Te Auaunga Awa project

· Arts and Culture: This includes delivering the Try a Craft event and establishing a funding agreement with James Wallace Arts Trust to deliver programmes and events at Pah Homestead

· Events: This work programme includes a range of community events such as citizenship ceremonies, Mt Roskill ANZAC Day, Taste of Puketāpapa, Movies in Parks and Puketāpapa Manu Aute Kites and Culture Day during Matariki

· Community Places: This includes implementing new customer-centric booking systems for local facilities and developing high quality work programmes in Wesley Community Centre and Roskill Youth Zone.

10. The work programme includes scoped initiatives that align with the 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 18 May. 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. Te Auanga Awa project demonstrates the Empowered Communities Approach. The Storm-water led project has been supported by the Community Empowerment Unit to ensure that there has been effective community engagement. CEU have also:

· woven an apprenticeship scheme into the project so that it provides opportunities for local youth

· supported the development of a native nursery social enterprise to provide plants for the project.

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. Also for approval is the following:

· Funding of $375,194 (uninflated opex budget) to James Wallace Arts Trust (for Pah Homestead).

Consideration

Local board views and implications

16. The draft 2016/2017 work programme was considered by the local board at a workshop on 18 May 2016. Feedback from 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. A key objective of ACE is to deepen and integrate relationships with mana whenua, mataawaka and marae in our everyday work.

18. ACE is committed to supporting strong Māori communities through engagement, capacity building and contributing to Māori well-being. This can be seen through engagement with mana whenua in the planning for the Inner West Triangle spatial priority area and the celebration of Māori culture during the Matariki event Puketāpapa Manu Aute Kites and Culture Day.

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	Puketapapa Local Board Arts, Community and Events Work Programme 2016/2017	321

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

30 June 2016

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

File No.: CP2016/09968

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 Puketāpapa 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 Puketāpapa Local Board:

a) approve the Puketāpapa Parks, Sport and Recreation draft Annual work programme 2016/2017 financial year as detailed in Attachment A to this report;

b) delegate the approval for any changes to the Parks, Sport and Recreation Annual work programme 2016/2017 to the 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 20 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. Staff 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, Playspace, 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 20 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 Maori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to Tangata Whenua, appropriate consultation will follow.

Implementation

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	Puketāpapa Parks, sport and recreation draft Annual work programme 2016/2017	333

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

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

30 June 2016

Proposed local environment work programme 2016/2017

File No.: CP2016/10226

Purpose

1. To approve the proposed 2016/2017 local environment work programme for the Puketāpapa Local Board totaling $56,000.

Executive summary

2. The Puketāpapa Local Board has identified an aspiration in their Local Board Plan 2014-2017 to achieve ‘vibrant, popular parks and treasured natural environment,’ in their board area.

3. To give effect to this aspiration the local board has committed $81,000 in total to local environment projects in their locally driven initiatives (LDI) budget for 2016/2017.

4. Funding for this budget was approved by the board at its meeting on 28 April 2016 (Resolution PKTPP/2016/1).

5. To deliver on this budget a proposed work programme has been prepared and discussed at a workshop with the board on 18 May 2016 (attachment A), where the following projects are recommended to be delivered by the Infrastructure and Environmental Services directorate (I&ES) in 2016/2017:

· $8,000 for Manukau Harbour Forum,

· $28,000 for Healthy rentals in Puketāpapa,

· $10,000 for Puketāpapa Local Board Low Carbon Plan,

· $5,000 for a contaminant source map (local stream restoration budget).

· $5,000 for Resource recovery - Mt Roskill Borough Council redevelopment project

6. A total of $5,000 of unspent operational expenditure in the board’s 2015/2016 LDI has been carried forward to the 2016/2017 financial year for the Resource recovery - Mt Roskill Borough Council redevelopment project (PKTPP/2016/2).

7. The local board has provided budget of $30,000 to local stream restoration in 2016/2017, however a total of $25,000 of this budget remains unallocated at this time. The reason being is that options for stream restoration projects have not been discussed with the board as of yet. Staff will present options for the remaining local stream restoration budget to the board in August 2016 following the completion of the board’s strategy and vision to restore the upper reaches of Te Auaunga Awa (Oakley Creek), which is scheduled to be launched on 28 June 2016.

8. This report recommends that the board approve this local environment work programme for 2016/2017.

Recommendations

That the Puketāpapa Local Board:

a) approve the allocation of $56,000 of $81,000 for local environment projects to be delivered by the Infrastructure and Environmental Services directorate in 2016/2017 as detailed in this report and summarised in the table below

Project	Budget
Manukau Harbour Forum	$8,000
Healthy rentals in Puketāpapa	$28,000
Puketāpapa Local Board Low Carbon Plan	$10,000
Local stream restoration (Contaminant source map)	$5,000
Resource recovery - Mt Roskill Borough Council redevelopment project	$5,000
Total budget	$56,000

b) note that options for the remaining local stream restoration budget of $25,000 will be brought to the board in August 2016 after the completion of the Te Auaunga Awa strategy and vision.

c) note that the Manukau Harbour Forum project will support year three of the forum work programme as agreed by the board at its 31 March 2016 meeting.

Comments

9. To deliver the local board plan outcome of ‘vibrant, popular parks and treasured natural environment,’ the board allocated $81,000 of its locally driven initiatives (LDI) budget to support the delivery of a local environment work programme.

10. Staff met with the board at a workshop on 18 May 2016 to discuss the options for allocation of this local environmental and development budget and to develop a work programme for 2016/2017.

11. Based on these discussions, it is recommended that five projects be delivered by I&ES as part of the board’s local environment work programme in 2016/2017. A brief description and key deliverables of each of these projects is provided below.

Manukau Harbour Forum ($8,000)

12. The board is one of nine boards who make up the Manukau Harbour Forum and identifies the key initiative ‘support the work of the Manukau Harbour Forum to deliver its vision and strategy to improve the Manukau Harbour’ in its Local Board Plan.

13. As part of its commitment to the forum, the board endorsed year three of the forum’s work programme, including a funding commitment of $8,000, at its meeting on 31 March 2016 (resolution number PKTPP/2016/52).

14. Deliverables for 2016/2017 will focus on year three of the forum’s work programme, which is to build up public awareness of the Manukau Harbour issues by continuing the external communications work through regular newsletters and attendance at events, a second symposium, and a flagship sites programme.

Healthy rentals in Puketāpapa ($28,000)

15. The board’s plan identifies the aspiration ‘Puketāpapa has sufficient, healthy, affordable and social housing to meet community needs,’ with a key initiative to ‘investigate healthy house initiatives to increase community knowledge and identify new opportunities.’

16. To deliver on these aspirations this project will work with landlords and their tenants to improve rental housing quality by offering property assessments, tenant education, and subsidies to catalyse landlord investment in property improvements.

17. This will be the second year the board provides funding towards this project, following the $20,000 it funded in 2015/2016.

18. In 2016/2017 this project will deliver approximately 20 – 30 subsidised insulation installations and 70 property assessments and tenant education sessions.

Puketāpapa Local Board Low Carbon Plan ($10,000)

19. To achieve the key outcome from the board’s plan ‘A greener and healthier Puketāpapa through sustainability programmes and waste minimisation,’ it is recommended that the board develop a low carbon plan.

20. A Puketāpapa Local Board Low Carbon Plan will present the board with a stocktake of all existing low carbon initiatives and a strategic plan that will be used as the basis for decisions about future low carbon living projects.

21. This plan will be drafted by 30 March 2017 so that it can be used to inform the development of the board’s 2017/2018 environmental work programme. The final plan will be completed by the end of the financial year.

Local stream restoration ($5,000)

22. A key aspiration of the local board is ‘our harbour and waterways are restored to greater health and ecological sustainability’

23. To deliver on these aspirations, the board has drafted a document in 2015/2016 that sets out a strategy and objectives to restore the upper reaches of Te Auaunga Awa (Oakley Creek). This document will be completed before the end of June 2016.

24. To implement this strategy the board has provided budget of $30,000 (local streams restoration), to restore the upper reaches of Te Auaunga Awa. However as the strategy has not be finalised at the time of writing for this report, specific projects for this budget in 2016/2017 have yet to be discussed with the board.

25. One project that has been discussed, is the production of a contaminant source map for Te Auaunga Awa. This map will:

· be based on existing available data

· will show known sources, loads and source areas of sediment, nutrient, bacteriological and temperature contamination in the awa

· enable a strategic approach to be taken to address aquatic habitat and water quality issues within the awa

26. A map would cost $5,000 and could be produced within a month of it being agreed by the local board.

27. For the remaining local stream restoration budget of $25,000, staff will present options to the board in August 2016 for specific stream restoration projects.

Resource recovery – Mt Roskill Borough Council redevelopment project ($5,000)

28. To achieve the key outcome from the board’s plan ‘a greener and healthier Puketāpapa through sustainability programmes and waste minimisation,’ the board has a key initiative to ‘support the resource recovery network.’

29. The substantial redevelopment of the former Mt Roskill Borough Council building will support the resource recovery network, as a key objective of this project is to support waste reduction by redirecting building material to destinations other than landfill.

30. Council will to include a local community group or a social enterprise in this project, their role would be to receive specific material from the deconstruction, handle and process this material (where necessary) and redirect it to destinations other than landfill. This may include selling or forwarding it on to other organisations, charities, social enterprises or businesses.

31. The local board’s funding will support the group(s) that is (are) selected to participate in the project with the following:

· Work safe or similar training

· Work safe equipment

32. A risk that the local board should be aware of with this project is that until a contract has been signed with an organisation, there is some uncertainty as to the involvement of a community based organisation. A request for information on this project closed on 20 May 2016, drawing responses from two organisations. The local board will be kept updated on this project.

Consideration

Local board views and implications

33. The projects noted above align with the local board plan outcome ‘vibrant, popular parks and treasured natural environment’.

34. The draft environment work programme was discussed with the board at a workshop on 18 May 2016 and feedback has been incorporated into this report.

Māori impact statement

35. This report provides information for environment projects and it is recognised that environmental management, water quality and land management has integral links with the mauri of the environments and concepts of kaitiakitanga.

36. Some of the identified activities are of interest to Māori and, where appropriate, provisions for mana whenua participation, contribution, and consultation will be incorporated. Table one below highlights how each project in the board’s work programme is expected to contribute to Māori outcomes and which projects require consultation and engagement.

Table one: local environment projects and Māori Outcome Assessment

Project	Māori Outcome Assessment
Manukau Harbour Forum	The Manukau Harbour Forum hosts up to three hui per year with mana whenua to receive feedback on its work programme. Mana whenua will be asked to participate in the development of the next three year work programme, noting the forum will need to be reconstituted after the 2016 local elections.
Healthy rentals in Puketāpapa	This project does not specifically target the housing needs of Māori communities however according to 2013 census data 2,853 Māori (5.7% of the board’s population) live in the Puketāpapa Local Board Area. National health data indicates that Māori are disproportionately hospitalised for respiratory illnesses, with twice as many hospitalised compared to the general population. Both international and national research studies report significant links between the effects of living in cold and damp housing and respiratory illnesses. The healthy rentals project will increase opportunities for promoting and improving living standards leading to better Māori health and wellbeing. This aligns with the outcomes of Council’s Māori Responsiveness Framework Whiria Te Muka Tangata to significantly lift Māori social and economic wellbeing.
Puketāpapa Local Board Low Carbon Plan	It is expected that consultation with Māori is undertaken in the development of this plan. Consultation with Māori on this plan can identify issues, opportunity areas and priority actions for Māori in the Puketāpapa Local Board area.
Local streams restoration	It is recognised that projects that involve stream restoration are important to Māori to improve the mauri of streams. A water body with a healthy mauri will sustain healthy ecosystems, support cultural uses and mahinga kai, and be a source of pride and identity to mana whenua. Projects in the Te Auaunga Awa (Oakley Creek) upper catchment should be aligned with the strategy and vision developed by the Puketāpapa Local Board (to be finalised in June 2016). This strategy and vision document has been created in partnership with the following actively involved mana whēnua from the iwi/hapū of Ngā Mana Whenua o Tāmaki Makaurau: · Ngāi Tai Ki Tāmaki · Ngāti Tamaoho · Ngāti Te Ata Waiohua · Ngāti Whātua Ōrākei · Te Ākitai Waiohua · Te Kawerau ā Maki With this document, the local board acknowledges mana whēnua as kaitiaki and for iwi to take an active role in projects that impact Te Auaunga Awa (Oakley Creek) upper catchment.
Mt Roskill Borough Council redevelopment project	No direct consultation with Māori is anticipated as part of this project, however, redirecting building material to destinations other than landfill complements the tangata whenua world view on an integrated life cycle approach to the management of natural resources.

Implementation

37. As it has not been agreed what specific projects will be delivered for the full stream restoration budget, staff recommend that a decision on specific projects is made relatively early within the financial year to allow for staff to complete procurement of all related contracts and allow for delivery of agreed projects within the financial year. Staff will bring specific options to the board in August 2016.

38. With the Mt Roskill Borough Council building project, it is not certain whether a community based organisation will be involved in the project. Staff will keep the portfolio holder updated as to this risk and its potential impact on successful project delivery over the next three months.

39. Regular reporting on all project delivery will be through the quarterly report from I&ES, or as required.

Attachments

No.	Title	Page
a View	Puketapapa Local Board I&ES work programme 2016/2017	345

Signatories

Authors

Matthew Foster - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

30 June 2016

Puketāpapa Local Board Libraries Work Programme 2016/2017

File No.: CP2016/10372

urpose

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

Executive summary

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

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

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

· A strong sense of belonging and local identity

· People with a voice who can make a contribution

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

Recommendation/s

That the Puketāpapa Local Board approve the 2016/2017 Libraries work programme (Attachment A).

Comments

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

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

· A strong sense of belonging and local identity

· People with a voice who can make a contribution

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

9. A workshop was held with the local board and Libraries staff on Wednesday, 20 April 2016 where the draft work programme was considered.

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

Consideration

Local board views and implications

11. The draft 2016/2017 work programme was considered by the local board at a workshop on Wednesday, 20 April 2016.

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a View	Puketāpapa Local Board Libraries Work Programme 2016/2017	349

Signatories

Authors

Darryl Soljan - Manager Customer Experience - North & West Libraries

Authorisers

Mirla Edmundson - General Manager Libraries & Information

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

30 June 2016

Puketāpapa 2016/17 Local Economic Development Programme

File No.: CP2016/12394

Purpose

1. To approve the Puketāpapa local economic development work programme for the 2016/17 financial year.

Executive summary

2. This report introduces the proposed 2016/17 financial year Local Economic Development Work Programme for the Puketāpapa Local Board as set out in Attachment A.

3. The total value of the Local Economic Development programme is $21,000.

4. The board is being asked to approve 2016/17 local economic development programme.

Recommendation/s

That the Puketāpapa Local Board:

a) approve the 2016/7 local economic development work programme set out in attachment A as follows:

i) Young Enterprise Scheme ($1,000)

ii) Business Support Programme ($20,000).

Comments

Background

5. The 2016/2017 local economic development programme has been developed having regard to the Local Board’s priorities for local economic development set out in the Local Board Plan (2014) and the Puketāpapa Local Economic Development Action Plan.

6. The proposed LED programme set out in Attachment A comprises the following activity.

Support for the Young Enterprise Scheme ($1,000)

7. The Young Enterprise Scheme provides a practical, hands on experience for young people to develop and execute a business idea.

8. The funding from the local board is new spend and will contribute to the delivery of sub-regional events (Dragons Den and Awards ceremony) to enhance the Young Enterprise Scheme. Currently two high schools in Puketāpapa (Marcellin College and Mt Roskill Grammar) participate in the Young Enterprise Scheme.

9. In 2015 the Dragons Den and Regional Awards events were held in five sub-regional locations: North, West, Central, South and East Auckland. However, the success of the programme and the resulting growth has resulted in substantially increased event costs. Each event is now required to cater for approximately 3-400 students, plus teachers, business mentors and supporters. The cost of venue hire and the associated cost of delivering these events amounts to approximately $5,000 per event. In total, this equates to approximately $50,000 (5x Dragon’s Den and 5x Regional Awards) to run the programme on a sub-regional basis.

10. Due to the rising costs, ATEED has had to centralise these events into one centralised Dragon’s Den event in May 2016 and one Regional event in October 2016.

11. Initial feedback from schools and the local community has been that they perceive considerable value in the delivery of the events at the local (sub-regional) level - in terms of the connections built between schools, and with the businesses. Therefore in order to respond to the feedback ATEED is seeking Local Board support to deliver an expanded programme of events being held in five sub-regional locations, and respond to the feedback that has been received.

12. Auckland employers and tertiary institutions have also been asked and are contributing both financially and ‘in kind’ in support of YES.

13. A contribution is also sought from local boards where there are schools participating in the YES. The amount of support requested has been worked out using a formula of $500 per school in the local board area. It ranges from $500 to $3,500 per local board. The Puketāpapa Local Board is being asked to contribute $1,000 to the YES for two high schools (Marcellin College and Mt Roskill Grammar).

Develop a Business Support Programme- ‘Business Voice’ ($20,000)

14. The 2016 Puketapapa Business Survey identified crime prevention, amenity improvements and networking opportunities as the key priorities facing local businesses and the board have also voiced an aspiration of supporting a new business association in the Puketapapa Local Economic Development Action Plan.

15. In response to the opportunities and challenges, the board is looking to engage a specialist to build a business support programme based on the research findings. These will include initiatives on security seminars and networking opportunities for local businesses.

Consideration

Local board views and implications

16. The work programme identified in this report has been developed to align with the Local board Plan and the Local Economic Development Action Plan.

17. The proposed LED programme was presented to the Local Board at the 24 May 2016 workshop.

Māori impact statement

18. There are no direct impacts as a result of this report on Māori.

Implementation

19. Following approval by the local board the Local Economic Development team at ATEED will begin to implement the programme as approved by the local board. Where there is a need further scoping of activities will be undertaken and presented back to the local board as required.

Attachments

No.	Title	Page
a View	Local Economic Development: ATEED Work Programme 2016/17	359

Signatories

Authors

Lou Lei - ‎Local Economic Development Advisor - ATEED

Authorisers

Paul Robinson - Manager Local Economic Growth - ATEED

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

30 June 2016

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

File No.: CP2016/11718

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

Comments

Draft Community Access Scheme

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

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

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

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

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

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

13. Investment will be made in facilities to:

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

· optimise and increase the use of existing facilities

· support the start-up phase of multisport facilities

Existing community access funding agreements

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

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

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

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

Future use of Hillary Commission Funding

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

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

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

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

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

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

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

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

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

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

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

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

Consideration

Local board views and implications

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

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

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

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

Māori impact statement

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

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

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

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

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

Implementation

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

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

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

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

Attachments

No.	Title	Page
a View	Draft Sport and Recreation Community Access Scheme guidelines	367
b View	Sport and Recreation Investment diagram	371
c View	Options Analysis for residual Hillary Commission fund	373

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

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

30 June 2016

Housing for Older People Partnering Proposal

File No.: CP2016/11798

Purpose

1. This report seeks feedback on Auckland Council’s Housing for Older People (HfOP) Partnering Proposal.

Executive summary

2. The council currently owns 1,412 HfOP units spread across 62 sites in the north, south and west of Auckland covering 26 hectares of land. A list of these sites is included in the HfOP Consultation document (Attachment A).

3. In June 2015 the Auckland Development Committee (ADC) resolved to explore how council could deliver the HfOP service through a partnership approach. In December 2015 the ADC endorsed Panuku Development Auckland (Panuku) to proceed with undertaking feasibility work with a preferred partner on the partnering proposal.

4. The partnering proposal, in summary, is for the council to:

· partner with a third-party social housing provider to create a new legal entity in the form of a new community housing provider (CHP). The CHP will have control over the portfolio assets, including responsibility for maintenance and tenancy services through a long-term lease, and will seek access to government subsidies

· delegate to Panuku the authority to work with the third party community housing provider to redevelop the portfolio under a framework arrangement; and

· adopt a new policy on “Housing for Older People partnering” to apply to all decision-making on the proposal

5. This proposal allows the council to benefit from external expertise to:

· improve the quality of housing - the CHP will be able to access the Income-Related Rent Subsidy (IRRS) from central government to help improve and develop the portfolio

· improve tenant satisfaction – more tenants are dissatisfied with the service the council is currently able to provide. Partnering with a third party social housing provider will bring in new expertise into the operations so we can find new innovative and cost effective ways to lift satisfaction and redevelop the portfolio to improve the quality of housing

6. As the HfOP portfolio is a strategic asset under both the LGA 2002 and the council’s Significance and Engagement Policy, the proposal to transfer control of the portfolio triggers a statutory requirement to publicly consult on the proposal, and to amend the Long-term Plan (LTP) 2015-2025 through a special consultative procedure, before the council can agree to adopt the proposal.

7. The Governing Body approved a consultation document at its meeting on 25^th May 2016 which will form the basis of this consultation during the month of June 2016.

8. Local boards are now invited to submit formal feedback on the partnership proposal (Attachment A) and a proposed new policy on HfOP partnering (Attachment B) through business meetings in June and July 2016.

Recommendation/s

That the Puketāpapa Local Board:

a) provide feedback on

i. the Housing for Older People Partnering Proposal and

ii. the proposed Housing for Older People Partnering Policy

Comments

9. Auckland Council currently owns 1,412 HfOP units spread across 62 sites in the north, south and west of Auckland covering 26 hectares of land. The portfolio is currently operated by Auckland Council’s Arts, Community and Events (ACE) and Community Facilities departments.

10. In 2013 the government changed how social housing would be delivered in New Zealand by making a number of reforms. This included providing third party social housing providers with an IRRS, which was historically only provided to Housing New Zealand. Councils and council-controlled organisations are still unable to access this subsidy.

11. In June 2015, the Auckland Development Committee (ADC) resolved to explore changing how the council would deliver the HfOP service. It agreed to explore a partnership approach, where the council would partner with a third party social housing provider in the management of the portfolio and to establish a new community housing provider (CHP).

12. The council is committed to maintaining 1,412 units within the HfOP portfolio, as a strategic asset, and may seek to increase the number, subject to further council approval on additional funding and any consultation requirements.

13. In December 2015 the ADC endorsed Panuku Development Auckland (Panuku) to proceed with undertaking feasibility work with the preferred partner on a partnering proposal. Panuku, on behalf of Council, issued a request for proposal and the council currently has a non-binding arrangement with The Selwyn Foundation as the potential third party social housing provider that council may enter into partnership arrangement with.

What Auckland Council is proposing:

14. The council is proposing that it partner with a third party social housing provider to enter into a management agreement over the council’s 1,412 units and delegate Panuku Development Auckland (Panuku) to act on council’s behalf to develop the portfolio.

15. Management agreement:

a) Partner with a third party social housing provider to form a new legal entity, in which the council will have a minority interest. This will be a Community Housing Provider (CHP) to manage the council’s Housing for Older People (HfOP) portfolio.

b) The legal structure of this CHP will likely be in the form of a limited partnership (NZ registered) between Auckland Council and the third-party social housing provider under a framework arrangement.

c) The CHP will have control over the portfolio assets, which includes responsibility for maintenance and tenancy services. Legal ownership will remain with the council.

d) It will include a long-term lease which from an accounting perspective requires a write-off of the assets from the council balance sheet.

e) The CHP will be structured to be able to receive the government’s Income Related Rent Subsidy (IRRS). We are not able to quantify how much will be received under this scheme as the subsidy, which is paid to the housing provider, is based on a percentage of a tenants income. It will reflect the difference between the income related rent and the market rent. It will also only be paid out for future tenants not current tenants.

f) The council will provide a $32.5 million capital grant to the CHP, which is equivalent to the current budget for the portfolio renewal maintenance.

16. Development agreement:

a) Delegate to Panuku, a council-controlled organisation, the authority to act on behalf of Auckland Council to work with the third-party social housing provider to redevelop the portfolio.

b) Panuku, as Auckland Council’s development agency, will provide skills and expertise to support the development of HfOP portfolio.

c) This includes, over time, selling some land and buildings to help fund the improvement of the quality of the HfOP portfolio.

d) The council will provide a $20 million development loan facility which will support the development until sales proceeds can be realised. The sales proceeds will cover repayment of the facility and any associated interest.

17. These will be carried out in accordance with the new policy to be adopted. A representation of this is shown in Attachment A.

Why is Auckland Council proposing this?

18. The proposal allows the council to benefit from external expertise to improve tenant satisfaction and the quality of its social housing. There are a few areas of this portfolio that need improvement.

19. To improve the quality of housing:

Currently, the HfOP portfolio has many poor quality units. This is clearly not acceptable for the council or its tenants. By partnering with a third party social housing provider we will be able to ensure over time that:

a) the portfolio can benefit from new external funding from the government, through access to the IRRS

b) the portfolio will be upgraded and new housing developed to reflect modern standards

c) the portfolio will become more connected to public transport and other necessary services.

20. To improve tenant satisfaction:

More and more tenants are dissatisfied with the service the council is currently able to provide, as shown in Graph 1. This is unlikely to improve without some change to how we provide the service. Partnering with a third party social housing provider will improve our tenant satisfaction by:

a) adding new expertise into the operations of the service so we can find new innovative, cost effective ways of lifting satisfaction.

b) redeveloping the portfolio to improve the quality of housing, giving our tenants a better quality of life.

Graph 1: Long-term Plan 2015-2025, Level of Service Measure:
Tenant satisfaction over time

Title: Graph 1: Long-term Plan 2015-25, Level of Service Measure: Tenant satisfaction over time. - Description: This graph shows how this proposal is projected to improve tenant satisfaction over time, as outlined in the council's Long-term Plan.

How does the proposal compare with other options?

21. The council has been developing the HfOP partnership model proposal since April 2015. The options were developed on the basis that the council has opted to continue to provide housing for older people. Three main practical options (including the proposal) are explained in the following table. Other options identified by the council are listed in the Supporting Information but have not been considered as reasonably practical options at this stage.

Option	Service level impact	Rates impact	Debt impact	Achieves the council’s objectives?	Advantages	Disadvantages
Status Quo: Continue to manage and develop the housing without external support.	Actual tenant satisfaction levels are at 64 per cent which is well under the target average of 75 per cent. This means the council will be increasingly unlikely to meet its targets over time.	No impact – however tenant satisfaction levels are unlikely to be met.	No impact – however tenant satisfaction levels are unlikely to be met.	· Does not grow the community housing sector. · Does not improve quality of housing. · Does not access non ratepayer funding.	· The council retains full control over the assets. · No costs associated with change.	· Does not address the falling tenant satisfaction. · Reliant on rates funding.
Sell or gift portfolio to a CHP: Sell or gift the units and land to an existing CHP with conditions to ensure the provision of social housing remains.	Tenant satisfaction will likely decrease, as it will be difficult for the council to control the quality of housing.	Neutral to slightly positive The sales proceeds would depend on the conditions placed on the sale. Depending on the conditions placed this could significantly reduce the proceeds from the sale.	Slightly positive to negative The debt impact would depend on whether the council would still provide the capital grant for improvements to the housing, and any other conditions placed on the sale.	Partly. The council is no longer responsible for providing 1,412 housing for older people units. But, this may grow the wider community housing sector.	· The council no longer has any risk for operating the portfolio. · This may grow the wider community housing sector.	· The council will have no ownership or control over the units. · Long term provision of the service is not guaranteed. · The council would not own land and buildings as assets.
The proposal (partnering with a third-party housing provider under management and development agreements)	Tenant satisfaction will increase, as the council will be able to rely on new expertise from the third party social housing provider, unlock access to government funding and can redevelop the portfolio to improve quality.	Negligible to slightly negative	Negative (Debt increases by $48.4 million for the management agreement and a further potential $20 million for the development loan facility).	Yes. The proposal aims to increase tenant satisfaction to targeted levels.	· Allows for an improvement of the quality of housing. · Unlocks access to government funding.	· The council will lose some control over the units. · Requires monitoring of an external entity. · Development could cause disruption for tenants.

Proposed Housing for Older People Partnering Policy

22. In order to include this change in the current Long-term Plan (LTP) 2015-2025, a new enabling policy will need to be adopted.

23. This policy sets key decision making criteria that are designed to ensure that the council will maintain or improve the quality of housing and tenant satisfaction without overly exposing the council to financial impacts and risk, through:

· general decision making on the council’s HfOP portfolio

· the management of the HfOP portfolio by the new CHP

· the arrangements for the possible redevelopment and/or sale of parts of the HfOP portfolio

A copy of the proposed policy is included in Attachment B.

Requirement to consult

24. The HfOP portfolio is considered a strategic asset under both the Local Government Act (LGA) 2002 and the council’s Significance and Engagement Policy. Any proposal to transfer control or ownership of a strategic asset(s) triggers a statutory requirement to publicly consult and to provide for it in the long-term plan.

25. In order to include this in the current Long-term Plan (LTP) 2015-2025, a new enabling policy will need to be adopted.

26. Public consultation in June and feedback from local boards will inform the Governing Body’s decision on the partnership proposal and the proposed new policy on HfOP partnering.

Public consultation

27. A consultation document (Attachment A) and supporting information has been approved by the Governing Body and will be used to consult with the public regarding the proposal to transfer control of the HfOP portfolio to a CHP and redevelop the current housing units.

28. The consultation document lists the advantages and disadvantages of the proposal as well as the two key alternatives in page 8. The assumptions underlying the proposal, including risks and details on the options analysis, are set out in the supporting information in pages 53, 54 and 56.

29. The consultation document also provides three main options that have been identified for the delivery of the council’s HfOP service, with the preferred option being the partnership proposal.

30. The public consultation period is 1 June 2016 – 1 July 2016.

31. The consultation document was delivered to 1,412 units, local board offices, service centres and libraries before 1 June 2016.

32. The consultation document includes a feedback form which is expected to be the primary mechanism Aucklanders will use to provide their feedback on this consultation. The feedback form is also made available online, in local board offices, service centres and libraries. Feedback forms can be submitted via freepost, email or completed online.

33. There are various Have Your Say (HYS) events planned across the region. The locations were picked so that they are easily accessible for HfOP tenants to attend. These events are listed below for your perusal:

Venue	Date	Time
Takapuna Library	7 June 2016 (Tuesday)	9am – 1pm
Devonport Library	8 June 2016 (Wednesday)	9am – 1pm
Northcote Library	9 June 2016 (Thursday)	11am – 3pm
Glenfield Library	10 June 2016 (Friday)	10am – 11am
New Lynn War Memorial Library	14 June 2016 (Tuesday)	9am – 1pm
Titirangi Library	15 June 2016 (Wednesday)	11am – 3pm
Waitakere Central Library	16 June 2016 (Thursday)	9am – 1pm
Te Atatu Peninsula Community Centre	17 June 2016 (Friday)	2pm – 3pm
Mangere Town Centre Library	21 June 2016 (Tuesday)	9am – 1pm
Sir Edmund Hillary Library, Papakura	22 June 2016 (Wednesday)	9am – 1pm
Pukekohe Library	23 June 2016 (Thursday)	9am – 11am
Waiuku Library	23 June 2016 (Thursday)	12pm – 2pm
Otara Senior Citizens’ Club	24 June 2016 (Friday)	10am – 11am

34. Public feedback will also be collected at HYS events scheduled from 7 to 24 June 2016. The primary purpose of these events is for elected members or delegates to listen to the views of Aucklanders. Staff will ensure public feedback is accurately recorded.

35. The role of elected members (and delegates) at these events is to listen and to provide members of the public with an opportunity to provide their views verbally.

36. Staff recommend that delegations are made to councillors, local board members and staff to hear feedback. This is to ensure there is a sufficient number of people able to have spoken interaction with public.

37. Staff will be in contact with tenants to coordinate logistics to ensure that they have the opportunity to attend the HYS events.

38. The ShapeAuckland website will be the digital hub for the HfOP communications and engagement campaign. There are a variety of ways in which digital and social media channels will be used to support the communications campaign.

Consideration

Local board views and implications

39. Local board members have received updates through quarterly performance reports, on the region-wide initiative led by Panuku to investigate options to partner with community housing providers to manage and develop the HfOP portfolio.

40. A briefing for local board members was held on this initiative on 30 November 2015.

41. Local board members were updated in May 2016 through a memo outlining the consultation process as well as invitations to attend Have Your Say events to hear public feedback.

42. Local boards are now invited to submit formal feedback through business meetings in June and July 2016.

43. The report to be presented to the Governing Body at its meeting on 28 July 2016 will include all feedback received from local boards. Feedback from the local boards will inform the Governing Body decision on this matter.

Māori impact statement

44. The new CHP will have a role in giving effect to outcomes directed by the council’s Māori Responsiveness Framework. This includes recognition and protection of Māori rights and interests within Tāmaki Makaurau and addressing and contributing to the needs and aspirations of Māori. In order to do this, throughout the development of this proposal various Māori groups have been consulted with. To progress this engagement Panuku has established a Mana Whenua Governance Group comprising four senior representatives of Mana Whenua, plus senior representatives of Panuku and the preferred partner.

Implementation

45. A report containing consultation feedback and advice on adopting the HfOP Partnering Policy to amend the LTP 2015-2025 and a delegation to Panuku to carry out the partnering arrangement will be presented to the Governing Body at the meeting on 28 July 2016.

Attachments

No.	Title	Page
a View	Consultation document	383
b View	Housing for Older People Partnering Policy	411

Signatories

Authors

Kat Teirney - Team Leader – Community Facilities, South

Authorisers

Graham Bodman - GM, Arts, Community and Events

Victoria Villaraza - Relationship Manager

Puketāpapa Local Board

30 June 2016

Draft 2016 Elected Members’ Expenses Policy

File No.: CP2016/11984

Purpose

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

Executive summary

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

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

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

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

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

· remove the duplication of Remuneration Authority allowance tables

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

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

Recommendation/s

That the Puketāpapa Local Board provide comments on the draft 2016 Elected Members’ Expense Policy to the governing body.

Comments

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

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

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

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

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

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

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

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

Substantive changes

Professional development and attendance at conferences

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

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

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

Domestic travel approval

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

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

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

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

International travel approval

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

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

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

23. The probity check to this approach is threefold:

· the trip must meet the principles of the policy

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

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

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

Table 1. Changes to approvals

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

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

Consideration

Local board views and implications

26. This report is seeking local board views.

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a View	Draft Auckland Council Elected Members’ Expense Policy 2016	421

Signatories

Authors

Jo Iles, Business Hub Manager, Democracy Services

Authorisers

Marguerite Delbet - Manager Democracy Services

Lou Lennane - Acting Manager Local Board Services

Rex Hewitt – Relationship Manager

Comments

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

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

· share good practice and lessons learned

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

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

11. The key changes are as follows:

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

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

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

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

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

Performance report

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

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

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

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

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

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

Lost Time Injury Frequency Rate

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

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

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

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

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

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

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

Rehabilitation

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

Information on the six aspects of the due diligence duty

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Consideration

Local Board views and implications

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

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

Māori impact statement

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

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

Puketāpapa Local Board

30 June 2016

Governance Forward Work Calendar

File No.: CP2016/11823

Purpose

1. To present to the board with a 12 month governance forward work calendar.

Executive Summary

2. This report introduces the governance forward work calendar: a schedule of items that will come before the board at business meetings and workshops over the next 12 months. The governance forward work calendar for your board is included in Attachment A.

3. The calendar aims to support local boards’ governance role by:

· ensuring advice on agendas and workshop material is driven by local board priorities

· clarifying what advice is required and when

· clarifying the rationale for reports.

4. The calendar will be updated every month. Each update will be reported back to business meetings and distributed to relevant Council staff. It is recognised that at times items will arise that are not programmed. Board members are welcome to discuss changes to the calendar.

Recommendation/s

That the Puketāpapa Local Board note the attached Governance Forward Work Calendar.

Comments

5. Council’s Quality Advice Programme aims to improve the focus, analysis, presentation and timeliness of staff advice to elected representatives. An initiative under this is to develop forward work calendars for governing body committees and local boards. These provide elected members with better visibility of the types of governance tasks they are being asked to undertake and when they are scheduled.

6. Although the document is new, there are no new projects in the governance forward work calendar. The calendar brings together in one schedule reporting on all of the board’s projects and activities previously approved in the local board plan, long-term plan, departmental work programmes and through other board decisions. It includes governing body policies and initiatives that call for a local board response.

7. This initiative is intended to support the boards’ governance role. It will also help staff to support local boards, as an additional tool to manage workloads and track activities across council departments, and it will allow greater transparency for the public.

8. The calendar is arranged in three columns, “Topic”, “Purpose” and “Governance Role”:

· Topic describes the items and may indicate how they fit in with broader processes such as the annual plan

· Purpose indicates the aim of the item, such as formally approving plans or projects, hearing submissions or receiving progress updates

· Governance role is a higher-level categorisation of the work local boards do. Examples of the seven governance categories are tabled:

Governance role	Examples
Setting direction/priorities/budget	Capex projects, work programmes, annual plan
Local initiatives/specific decisions	Grants, road names, alcohol bans
Input into regional decision-making	Comments on regional bylaws, policies, plans
Oversight and monitoring	Local board agreement, quarterly performance reports, review projects
Accountability to the public	Annual report
Engagement	Community hui, submissions processes
Keeping informed	Briefings, cluster workshops

9. Board members are welcome to discuss changes to the calendar. The calendar will be updated and reported back every month to business meetings. Updates will also be distributed to relevant Council staff.

Consideration

Local Board views and implications

10. All local boards are being presented with governance forward work calendars for their consideration.

Māori impact statement

11. The projects and processes referred to in the governance forward work calendar will have a range of implications for Māori which will be considered when the work is reported.

Implementation

12. Staff will review the calendar each month in consultation with board members and will report an updated calendar to the board.

Attachments