Agenda of Papakura Local Board

1 Welcome

A Board Member will lead the meeting in prayer.

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 Papakura Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 18 May 2016, including the confidential section, 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 Papakura 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.

8.1 Deputation - Glenn Archibald - Rossini Open Spaces Society Inc (ROSSINC)

Purpose

1. This report is to enable Glenn Archibald from the Rossini Open Spaces Society Inc, to present to the Board.

Recommendation/s

That the Papakura Local Board:

a) Thank Glenn Archibald from the Rossini Open Spaces Society Inc, for his presentation to the Board.

8.2 Deputation - Debbie Braks - Karaka Harbourside Park Development

Purpose

1. This report is to enable Debbie Braks from Karaka Harbourside to present to the Board concerning the playground development at Karaka Harbourside.

Recommendation/s

That the Papakura Local Board:

a) Thank Debbie Braks from Karaka Harbourside, for her presentation to the Board concerning the playground development at Karaka Harbourside.

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.

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

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

11.1 Notice of Motion - Alteration of Resolution - Development of Opaheke Park, Papakura - 18 May 2016

In accordance with Standing Order 3.11.1, the following Notice of Motion has been received from Board Member Turner for inclusion on the agenda for the Papakura Local Board meeting being held on day, Wednesday, 15 June 2016:

Recommendation/s

That the Papakura Local Board:

a) Provides landowner approval in principle for the concept development plans for Opaheke Park, Papakura, prepared by Surface Design Inc, dated April 2016.

Delete b)

Agrees that future decisions concerning detailed design for the development of Opaheke Park will be considered by the board

b) Agrees that future decisions concerning final design for the development of Opaheke Park will be approved by the Chair and Deputy Chair

Background

The resolution above was adopted at the Papakura Local Board meeting held on Wednesday, 18 May 2016. After further consideration Board Member Turner has requested a Notice of Motion to change part b) of the resolution so that progress on the development is not held up by having to wait for a board meeting to approve the final design.

Attachments

a PLB Attachment 15 June 2016_Notice of Motion............................... 325

Papakura Local Board

15 June 2016

Papakura Local Grants Round Two and Quick Response Round Five 2015/2016

File No.: CP2016/08952

Purpose

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

Executive Summary

2. The Papakura Local Board has a total community grants budget of $123,000 for the 2015/2016 financial year.

3. To-date total of $40,794 has been allocated from the one local grant round and three quick response grant rounds. The remaining balance of $82,206 is available for distribution in the final local grant and quick response grant rounds.

4. Thirteen eligible applications have been received for the local grant round, with a total request of $41,820.

5. Ten eligible applications have been received for the quick response grant round, with a total request of $11,829.

Recommendation/s

That the Papakura Local Board:

a) approve, grant or decline the 2015/2016 Local Grant Round Two applications listed in Table One:

Table One: Papakura Local Grant Round Two applications

Application ID & Project Focus	Applicant	Funding Recommended for	Total Amount Requested
LG1614-201 Arts and culture	Papakura High School	Towards the cost of an 'artist in residence', henna artists, costumes and items for music performances for the annual school arts festival to be held at Hawkins Theatre 15 - 19 August 2016.	$1,964
LG1614-208 Arts and culture	Rosehill College	Towards the cost to hire Hawkins Theatre, Papakura for a school production of "Annie" in August 2016.	$4,000
LG1613-216 Community	Age Concern Counties Manukau Inc.	Towards a portion of the annual cost to provide a counselling service to older people in south Auckland.	$6,000
LG1607-206 Community	LifeKidz Trust	Towards the wages of the youth workers	$2,000
LG1603-212 Community	Mercy Missions Trust	Towards the purchase of paint and scaffolding hire for the repainting (outside of sheds, one house and inside of sleep outs) buildings at 273 Sutton Road, Drury	$500
LG1614-203 Community	New Foundations Trust	Towards two mentor salaries, resource, administration and report costs to run a mini Bridge programme, for six at-risk young people at both Mansell Senior and Rosehill College between July and December 2016.	$3,910
LG1614-204 Community	The Parenting Place	Towards the cost of presentation of the Attitude programme to up to 2,800 students at Papakura High, Rosehill College and Strathallan College between July 2016 and June 2017.	$3,400
LG1614-211 Community	Youthline Auckland Charitable Trust	Towards the annual salary of the Auckland south-based youth development practice leader.	$5,000
LG1614-205 Environment	Drury School	Towards material costs, production design and digital content and support for project post launch for the AwhiWorld programme at Drury School from June 2016 to December 2017.	$5,000
LG1614-212 Environment	Project Litefoot Trust	Towards field team implementation costs, vehicle and administration costs of LiteClub implementation for Papakura Bowling Club, Drury United Football Club, and Papakura Croquet Club.	$4,546
LG1603-225 Events	BSG Events	Towards venue hire and employing MyTime to time all the competitors using transponders.	$1,000
LG1605-225 Sport and recreation	Baseball New Zealand	Towards the cost of coaching for the level one KiwiBall programme for six and seven year olds at Cosgrave School to introduce them to baseball.	$2,500
LG1614-209 Sport and recreation	The Youth Spaces Charitable Trust	Towards the weekly hire cost of the Papakura Recreation and Fitness Centre for 30 weeks.	$2,000
Total			$41,820

b) approves, grants or declines the 2015/2016 Quick Response Round Five applications listed in Table Two:
Table Two: Papakura Quick Response Round Five applications

Application ID & Project Focus	Applicant	Funding Recommended for	Total Amount Requested
QR1614-506 Arts & culture	Papakura Marae Society Inc.	Towards the cost of supplies and venue hire for weekly korowai-making classes to be held at Papakura Marae from July 2016 to June 2017.	$1,500
QR1614-517 Community	Auckland NZ View	Towards the cost of travel for members from July 2016 to June 2017	$500
QR1614-505 Community	Mercy Missions Trust	Towards the cost of the 2016/2017 rates for 273 Sutton Road, Drury.	$1,500
QR1614-501 Community	Papakura Business Association Inc.	Towards the purchase and installation of a closed circuit television camera in Averill Street, Papakura	$1,500
QR1614-515 Community	Papakura Volunteer Coastguard Inc.	Towards the cost to refurbish the No. 1 coastguard vessel's trailer.	$1,500
QR1614-508 Community	Youthline Auckland Charitable Trust	Towards the purchase of 10 tablets, covers and wireless mice for use by youth workers based at the Manukau centre.	$1,500
QR1614-518 Events	Brindle Sports Group (BSG) Events	Towards the cost of event timing for the Kids Obstacle Duathlon to be held at Pukekohe Raceway on 20 September 2016.	$999
QR1614-516 Sport and recreation	Counties Manukau Maori Rugby League	Towards balls, hit shields, training vests, ball carry bag, first aid kit, drink bottles and bottle carrier for the under 11 elite and development teams attending the inaugural NZ Maori Rugby League junior tournament to be held in Hopuhopu on 3 and 4 September 2016.	$990
QR1614-512 Sport and recreation	Papakura Rugby Football Club Inc.	Towards the cost to purchase a second Microsoft Surface-Pro tablet, software and cover for the club.	$1,000
QR1614-514 Sport and recreation	Paul M Papakura	Towards the cost of an Acer notebook computer.	$840
QR1614-510 Arts & culture	Rosehill College	This student mentoring project is considered to be the provision of core education, not eligible for assistance under the Community Grants Policy 2014.	Not eligible (core education)
Total			$11,829

Comments

6. 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 Papakura Local Board adopted its grants programme on 15 April 2015 under Resolution Number PPK/2015/50 (see Attachment A).

7. 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

8. The Papakura Local Board set a total local community grant budget of $123,000 for the 2015/2016 financial year.

9. A total of $40,794 has been allocated from the local community grant budget for one local grant round and two quick response rounds. The remaining balance of $82,206 is to be distributed in one remaining local grant round and one quick response round.

10. Thirteen eligible applications have been received for the local grant round, with a total request of $41,820.

11. Ten eligible applications have been received for the quick response grant round, with a total request of $11,829

Consideration

Local Board views and implications

12. Local boards are responsible for the decision-making and allocation of local board community grants. The Papakura 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. All the applications were considered by the board at a workshop held on 1 June 2016.

14. The board is requested to note that section 50 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.”

Māori impact statement

15. 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.

16. No local grant applicant organisations have identified themselves as Maori. Six applicants have indicated their project will target Maori or Maori outcomes.

17. Two local grant applicant organisations have identified themselves as Maori. Seven applicants have indicated their project will target Maori or Maori outcomes.

Implementation

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

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

Attachments

No.	Title	Page
a View	Attachment A - Papakura Local Board - 2015/2016 Grant Programme	15
b View	Attachment B – Papakura Local Board 2015/2016 Local Grants Round Two – Application Summaries	19
c View	Attachment C – Papakura Local Board 2015/2016 Quick Response Round Five – Application Summaries	67

Signatories

Authors

Jenny Young - Community Lease Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Rex Hewitt - Relationship Manager

Papakura Local Board

15 June 2016

Auckland Transport Update - June 2016

File No.: CP2016/11882

Purpose

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

Executive summary

2. This report provides information on the following Local Board Transport Capital Fund projects:

a) The covered walkway between rail station platform and Railway Street West

b) Colour Treatments – Intersections (Entrances to Papakura)

c) Refresh of signage in Papakura

d) Arimu Road – Traffic calming

e) Clark Road – Traffic calming

3. And also provides information on:

a) The status of the Papakura Local Board’s Transport Capital Fund

b) Issues raised by Papakura Local Board

Recommendation/s

That the Papakura Local Board:

a) Receive the report Auckland Transport Update – June 2016.

Discussion

Papakura Local Board Transport Capital Fund (LBTCF)

4. The Papakura Local Board is allocated $306,184 per annum from the Local Board Transport Capital Fund (LBTCF).

5. The Board’s current Local Board Transport Capital Fund projects are summarised in the table below:

Project	Description	Status	Projected Cost
Connection of Railway Station and Town Centre (Project Id: 432,433,434)	Looking at ways of cognitively linking the town Centre with the Railway station. The Board have agreed to focus on the following projects: · Covered walkway between platform and Railway Street West · Extension of walkway along Railway Street West & Averill St · Beautification greenery (on hold)	Following the December 2015 Board meeting the Board deferred consideration of the parklet outside the library and public space at the art gallery carpark. The Board have reviewed and provided feedback on the detailed design. Auckland Transport has determined that a Resource Consent will not be required for the walkway. The project team are going through the Building Consents process. Fabrication for the structure is due to start in early June. Depending on weather we anticipate work on site with the foundations beginning last week in June/ first week in July.	$760,000 has been allocated out of the LBTCF for design and construction of Covered Walkway.
Colour Treatments - Intersections	Road treatment (red) on 4 entrance intersections into Papakura	Auckland Transport has confirmed this area is due for resurfacing in the following financial year. The transport leads have agreed to put the project on hold.	$3,113 has been spent out of the LBTCF for design of this project.
Refresh of signage in Papakura	Directional Signage to motorway and key destinations around the Papakura CBD.	Installation has been delayed to late June 2016 awaiting Auckland Transport design team to provide image of Takanini Train signage and Papakura Train and bus interchange signage to align with public transport signage.	Approved to a maximum of $110,300, budgeted for $41,000
Arimu Road	Traffic calming	A rough order of cost for two options was given to the Transport Leads in March 2016. The Transport Leads are determining whether they will proceed with this proposal.	TBC
Clark Road	Traffic calming	A rough order of cost was prepared in March 2016. The Transport Leads are determining whether they will proceed with this proposal.	TBC

6. See below for a financial update of expenditure against the Local Board Capital Fund as of the 31^st of May 2016.

Board Consultations

7. Consultation documents for the following proposals have been provided to the Papakura Local Board for its feedback. As the Board’s transport portfolio holders provide feedback on the Board’s behalf, the material below is included for general information purposes only.

Manuroa Road - Kea Crossing, in Takanini

8. Auckland Transport is seeking feedback on a proposal to improve the existing kea crossing on Manuroa Road near Takanini School, in Takanini. The features of this include:

· Installing new wider pedestrian refuge islands at the kerb.

· Installing a new ‘Children Crossing’ sign.

· Upgrading road markings on Manuroa Road as required, ensuring greater awareness of the kea crossing.

9. Feedback received was strongly supportive of the proposed improvements. As a result of this, the proposal will proceed to the next stage of detailed planning.

Porchester Road, Takanini – Proposed On-Street Road Marking Changes

10. Resource Consent has been granted by Auckland Council for the development of a trade supply store and service station at 354 Porchester Road, Takanini. As part of the Resource Consent and Engineering Approvals granted for these works, a 3m wide painted flush median is proposed to be marked on Porchester Road to facilitate safe vehicular travel along Porchester Road and into and out of the development site at 354 Porchester Road. The road carriageway will be widened towards the west to accommodate the median. The carriageway will maintain full two-way traffic movement.

General Information Items

Issues Register

Description

AT Response

Resolution number PPK/2016/87

That the Papakura Local Board:

a) Request that Auckland Transport arrange an onsite meeting with Transport Portfolio Holders at Milson Drive.

b) Request Auckland Transport meets with residents of Milson Drive to discuss the outcome of the prioritization assessment.

In response to the Board’s concerns Auckland Transport’s Traffic Operations team are undertaking further traffic volumes and speed counts on Milson Drive. They have also arranged an onsite meeting with the Transport Portfolio Holders.

Milson Drive is not currently prioritised for immediate traffic calming works because:

1. There is existing speed calming with the planted medians and textured surfaces.

2. The traffic data currently available shows a low speed environment

3. There are no reported accidents, indicating a relatively safe road environment.

4. The development outside of this area has led to an increase in traffic volume. With this increase in volume, vehicle interactions are expected to increase contributing again to a slower speed environment.

Attachments

There are no attachments for this report.

Signatories

Authors

Ben Halliwell – Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit, Auckland Transport

Rex Hewitt - Relationship Manager

Papakura Local Board

15 June 2016

Outfall Structure and Naturalised Stream Channel – McLennan Park, Takanini

File No.: CP2016/11583

Purpose

1. To seek the views and preferences of the Papakura Local Board on a proposal to construct an outfall structure and naturalised stormwater channel at McLennan Park, Takanini.

Executive summary

2. Council’s Stormwater unit has requested approval to construct a new outfall structure and naturalised stream channel to the existing McLennan Pond at the northern end of McLennan Park, Takanini.

3. The works include the construction of the concrete outfall structure and naturalised stream channel linking the Grove Road box culvert to McLennan Pond and provision of landscape planting, pathways and safety barriers. The works will be undertaken at the same time as the residential development of the adjoining property to the north, requiring the entire area to the north of McLennan Pond to be closed to the general public for the duration of the works for safety reasons (refer Attachment C).

4. The works are part of the wider stormwater network proposed under the Network Discharge Consent (reference 34887) to facilitate development of the Northern Takanini special housing area. Attachment A shows the overall stormwater network, and attachment B shows the general location and arrangement of the proposed works. The proposed works are scheduled to commence in October 2016 and will take approximately 12 months to complete.

5. Only temporary effects to McLennan Park from the construction works are anticipated including noise, dust and earthworking. The works will improve the future use and accessibility to McLennan Park. Benefits include better pathway connections around the northern part of McLennan Pond, upgraded riparian margins and improved stormwater network supporting the development within the Takanini Special Housing Area.

6. McLennan Park is held as an unclassified recreation reserve under the Reserves Act 1977. The outlet structure and naturalised channel takes the form of and easement over McLennan Park which requires Council approval under section 48 of the Reserves Act 1977. Easements under this section of the Act are considered to be a divestment of land, which means that this type of decision making responsibility remains with the Governing Body. Here, as it is a minor easement, responsibility has been delegated to the Head of Community Relations (i.e. it does not trigger the public notification requirement under the Reserves Act).

7. Before any decision, it is important that the local boards’ views and preferences on the proposed easement are raised, considered, and incorporated into the decision–making process. This report provides that opportunity.

Recommendation/s

That the Papakura Local Board:

a) Recommends to the Head of Community Relations to grant approval under section 48(1) of the Reserves Act 1977 for the proposed outfall structure and a naturalised stream channel in McLennan Park as detailed in the plans titled Grove Road Box Culvert dated 30.05.16 and referenced:

- McLennan Park Culvert Outlet drawing No. A15149_200 rev. F

- Channel Detail Section A-A’ drawing No. A15149_210 rev. A

- Channel Detail Section B-B’ drawing No. A15149_210 rev. B

- Channel Detail Section C-C’ drawing No. A15149_210 rev. B

Comments

8. A request has been received from council’s Stormwater unit for landowner approval (as the administering body of McLennan Park) to construct a stormwater outfall structure and naturalised stream channel at the head of the McLennan Ponds in McLennan Park, Takanini (refer to Attachment A for a location map showing the overall stormwater system, and attachment B for schematic plans).

9. McLennan Park is held as unclassified recreation reserve under the Reserves Act 1977. The location of the proposed works area at the northern end of McLennan Pond is currently grassed with a roughly linear overgrown narrow channel connecting to the northern end of McLennan Pond to an outlet structure from the adjoining property to the north. This structure will be incorporated into the design of the larger channel which will enter McLennan Park as shown on Attachment B.

10. The proposal is part of the greater stormwater Network Discharge Consent (NDC) which will enable residential intensification of the area referred to as the Takanini Special Housing Area. The NDC establishes a new network to which future dwellings in the Takanini Special Housing Area will be connected to including the Takanini Conveyance Channel, the Grove Road Box Culvert (under Grove Road) and the Artillery Tunnel project.

11. Due to the large size of the Grove Road Box Culvert, the outfall structure at the boundary of McLennan Park will be approximately three meters high by four meters wide in dimension. A longer concrete wall will be required to support the structure which will extend approximately 23m across the mouth of the naturalised channel. Due to the height being up to three metres, a safety barrier will be located along the top of structure and the area densely planted to prevent people accidentally falling off the edge.

12. The landscaping plan in Attachment B shows the naturalised channel which meanders between the outfall structure and McLennan Pond for a distance of approximately 60m. The maximum width of the channel will be of 30m including the re-vegetated areas. A 3m wide bridge structure will be installed close to McLennan Pond connecting the existing walkways around the southern end of McLennan Pond to the northern side of the pond. The bridge structure has been strategically placed on a bend of the naturalised channel to minimise views back to the large concrete outfall structure. Landscaping will include native riparian planting, with vegetation being denser around the outfall structure to screen it from public view.

13. Other design options for the connection between the Grove Road Box Culvert and McLennan Pond have been investigated; however the current proposal provides the best ecological and flood management outcomes.

14. It is anticipated that the works will commence in the 2016/2017 earthworks season and will take approximately 12 months to complete including landscaping. Temporary effects to McLennan are anticipated from the construction works, however, will not impact future uses of the reserve. Conditions managing the construction works will mitigate any adverse effect to reserve users and adjoining neighbours. To ensure public safety for the duration of the works, this part of McLennan Reserve will be fenced off and park users redirected around the southern end of McLennan Pond (refer to Attachment C).

Consideration

Local board views and implications

15. This is a long-standing council project to address stormwater management issues in the catchment allowing for intensification of the upper catchment area. The proposal has been discussed with both the current and previous local boards having its origin during the time of legacy Papakura District Council. The project has been discussed with the parks portfolio holders through monthly park advisor update meetings. A final park portfolio holder meeting is scheduled for the 9^th June 2016.

Māori impact statement

16. There are several sites and places of significance or value to Mana Whenua within the wider geographic area; however, there are no known sites within the immediate vicinity of the works area.

17. Consultation with local iwi has been undertaken through the development of the larger stormwater project as well as the upstream project with the iwi being supportive of the proposal. Tamaoho, Te Akitai and Ngati Te Ata have reviewed the scheme and provided Cultural Impact Assessments that do not identify any elements of specific concern.

Implementation

18. Section 48 of Reserves Act allows for grants or rights of way and other easements, for “any public purpose”, and for “the provision of water systems”. This section requires that the proposal be notified under s120 of the Act, if it is considered that the reserve would be materially altered or permanently damaged; and the rights of the public are likely to be permanently affected by the establishment and exercise of an easement. This application will not result in those outcomes, and therefore public notification is not required.

19. Easements are considered to be divestments and therefore the delegation for considering whether to grant this easement under s48(1) of the Reserves Act rests with the Governing Body, or Head of Community Relations under delegation for minor land purchases or sales for public works.

20. Section 48(1) of the Reserves Act also requires that the Minister of Conservation (or delegate) give consent to an easement. The Chief Executive, Tier 2, select Tier 3, and in some instances Tier 5 have been delegated this power. If the easement is approved, a letter will be prepared to the Minister’s delegate seeking his or her approval for the proposal and consent to the easement.

Attachments

No.	Title	Page
a View	Location Plan	101
b View	Schematic Plans	103
c View	Plan showing area of restricted public access	107

Signatories

Authors

Sarah Hodder - Parks and Open Space Specialist

Authorisers

Kim O’Neill - Head of Community Relations

Rod Sheridan - General Manager Community Facilities

Rex Hewitt - Relationship Manager

Papakura Local Board

15 June 2016

Parks, Sport and Recreation Draft Annual Work Programme Financial Year 2016-2017

File No.: CP2016/09967

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 Papakura 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 Papakura Local Board:

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

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

Comments

5. Staff discussed the scope of the Parks, Sport and Recreation draft Annual work programme 2016/2017 at a workshop with the local board on 13 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 2016/2017 will be consulted with the local board Portfolio holder for the project, who will make a decision on the proposed changes or decide whether it needs a decision by the local board.

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

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

13. Growth programme

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

· General Park development;

· 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

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.

19. Other budget types contributing to the Parks Sport and Recreation work programme

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

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

Consideration

Local board views and implications

21. The local board provided feedback on the proposed Parks, Sport and Recreation draft Annual work programme 2016/2017 at a workshop on 13 April 2016. Feedback from this workshop has informed the draft programme included as Attachment A.

Māori impact statement

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

Implementation

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

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

Attachments

No.	Title	Page
a View	PLB Attachment 15 June 2016_ Parks, Sports and Recreation Work Programme 2016/17	115
b View	PLB Attachment 15 June 2016_Papakura Leisure Centre Business Plan	119
c View	PLB Attachment 15 June 2016_Massey Park Pool Business Plan	147

Signatories

Authors

Lynda Lucas - Parks Liaison & Development Team Leader

Authorisers

Rob McGee - Manager Leisure – Parks, Sports and Recreation

Sharon Rimmer - Manager Sport and Recreation

Mark Bowater - Manager Parks

Mace Ward - General Manager Parks, Sports and Recreation

Rex Hewitt - Relationship Manager

Papakura Local Board

15 June 2016

Sport and Recreation Investment - Community Access Scheme Guidelines and Future Allocation of Residual Legacy Hillary Commission Community Sport Fund

File No.: CP2016/10114

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 Papakura 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 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	177
b View	Sport and Recreation Investment diagram	183
c View	Options Analysis for Residual Hilary Commission Fund	185

Signatories

Authors

Ken Maplesden - Team Leader Local Partnerships

Emma Morgan - Principal Advisor Investment Programme

Authorisers

Sharon Rimmer - Manager Sport and Recreation

Mace Ward - General Manager Parks, Sports and Recreation

Rex Hewitt - Relationship Manager

Papakura Local Board

15 June 2016

Draft Sport and Recreation Community Access Scheme guidelines

Purpose

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

Context and strategic alignment

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

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

· Optimise sport and recreation facilities use

· Provide social and community infrastructure for present and future generations

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

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

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

· Promote and prioritise investment into partnership facilities

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

· Implement the sport code facility plans

· Address equity of access to facilities

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

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

Auckland is my playground:

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

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

· Meet the needs of local diverse communities

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

· Encourage active communities and use of active transport methods

Principles

The following principles will guide decision-making:

· A focus on outcomes

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

· Sustainable facilities

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

· Fairness and equity of opportunity

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

· Make the best use of resources

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

· Be inclusive

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

· Enabling Māori outcomes and valuing Te Ao Māori

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

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

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

Scope and eligibility

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

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

Who is scheme targeted at

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

What we will fund

Investment will be made in facilities to:

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

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

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

What we will not fund

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

Prioritisation criteria

We will prioritise investment where:

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

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

· new and emerging sports can be accommodated

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

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

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

· outcomes for Maori sport and recreation participation will be improved

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

o young girls (10-18)

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

o Asian people, particularly Indian

o Pacifika people, particularly Samoan

Investment approaches

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

Direct investment

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

Targeted expressions of interest

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

Monitoring and evaluation outcomes

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

· Auckland Plan targets for sport and recreation

· Participation rates of targeted populations

· Māori outcomes for sport and recreation

· Value for money

· Satisfaction levels of customers and/or participants

· Diversity of activity on offer

· Affordability and accessibility

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

Papakura Local Board

15 June 2016

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

File No.: CP2016/10946

Purpose

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

· a skilled workforce for local jobs

· a vibrant metropolitan centre

· strong, safe and healthy communities

· treasured for its environment and heritage

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

6. Also included for approval are:

· funding of $7,000 to Papakura Senior Citizens Club Incorporated to deliver senior activities

· funding of $20,000 to Papakura Crimewatch Patrols Incorporated to deliver community safety services

· funding of $20,000 to Papakura Neighbourhood Support Incorporated to deliver community safety services

· funding of $20,000 to Papakura Marae Society Incorporated to deliver community safety services

· delegate financial decision making to the Community Wellbeing and Events and Youth Development portfolio holders to approve the distribution of funds to community groups to implement the 2016/17 Community Empowerment Unit work programme (except for those matters separately approved)

· the funding agreement for Papakura & Districts Historical Society (for Papakura Museum), $111,201 (uninflated opex budget)

· the funding agreement for Papakura Brass, $12,000

· the funding agreement for Papakura Pipe Band, $10,000.

Recommendation/s

That the Papakura Local Board:

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

b) approve funding of $7,000 to Papakura Senior Citizens Club Incorporated to deliver senior activities

c) approve funding of $20,000 to Papakura Crimewatch Patrols Incorporated to deliver community safety services

d) approve funding of $20,000 to Papakura Neighbourhood Support Incorporated to deliver community safety services.

e) approve funding of $20,000 to Papakura Marae Society Incorporated to deliver community safety services

f) delegate financial decision making to the Community Wellbeing and Events and Youth Development portfolio holders to approve the distribution of funds to community groups to implement the 2016/17 Community Empowerment Unit work programme (except for those matters separately approved)

g) appove the funding agreement for Papakura & Districts Historical Society (for Papakura Museum), $111,201 (uninflated opex budget)

h) approve the funding agreement for Papakura Brass, $12,000

i) approve the funding agreement for Papakura Pipe Band, $10,000

Comments

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

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

· A skilled workforce for local jobs; by supporting youth from secondary education through pathways to employment.

· A vibrant metropolitan centre; through having facilities such as the Papakura Art Gallery, which meet community needs

· Strong, safe and healthy communities; by being encouraged to access local facilities and the programmes offered, and attend events

· Treasured for its environment and heritage; by focussing on community gardens.

9. The ACE work programme 2016/2017 for the Papakura 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: developing the infrastructure and capacity of community groups to sustain the three existing community gardens; supporting youth with a driver’s licence pilot in partnership with Veolia; and supporting older people through a grant to the Papakura Senior Citizens Club.

· Arts and Culture: This includes coordinating a diverse programme of events, films and shows at Hawkins Theatre; developing a business plan for the Papakura Art Gallery; and providing funding support to the Papakura and Districts Historical Society for essential museum and research services.

· Events: This work programme includes the delivery of civic events: such as the openings of playgrounds, a skate park and the covered walkway project; a community volunteer awards event; and funding support to a number of community events through a non-contestable process such as the Papakura Fireworks and the New Zealand Rugby League Secondary School League Competition.

· Community Places: This includes the provision of community facilities and associated activities; hire fee subsidies; and implementing the customer focussed online booking tool for venues.

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

11. The local board considered the draft work programme at a workshop with ACE staff on 25 May 2016. Staff incorporated the local board’s feedback into the work programme.

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

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

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

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

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

13. The capacity building activity focussed on Awhi House and Smiths Ave, Papakura is an example of the Empowered Communities Approach. This project will be in partnership with The Southern Initiative to build capacity of community groups and organisations including Te Whanau Hapori Trust. The groups will work together to reactivate Awhi House as a community hub and to support the development of Smiths Ave master plan.

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.

15. Also included for approval:

· funding of $7,000 to Papakura Senior Citizens Club Incorporated to deliver senior activities

· funding of $20,000 to Papakura Crimewatch Patrols Incorporated to deliver community safety services

· funding of $20,000 to Papakura Neighbourhood Support Incorporated to deliver community safety services.

· funding of $20,000 to Papakura Marae Society Incorporated to deliver community safety services

· the funding agreement for Papakura & Districts Historical Society (for Papakura Museum), $111,201 (uninflated opex budget)

· the funding agreement for Papakura Brass, $12,000

· the funding agreement for Papakura Pipe Band, $10,000

Consideration

Local board views and implications

16. The draft 2016/2017 work programme was considered by the local board at a workshop on 25 May 2016. Feedback from the local board was considered and incorporated into the local board work programme (Attachment A).

Māori impact statement

17. Improving Maori outcomes is a priority for the region. One of the Auckland Plan targets is to increase targeted support to Maori 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 Maori communities through engagement, capacity building and contributing to Maori well-being. This can be seen through activities such as the Manurewa Papakura - Spatial Priority Area. This will influence coordinated engagement with mana whenua and “hard to reach” diverse communities. A benefit will be an improved understanding of the aspirations of Maori and the ability to respond more effectively to them.

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	Papakura Local Board Arts, Community and Events Work Programme 2016/2017	205

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Rex Hewitt - Relationship Manager

Papakura Local Board

15 June 2016

Papakura Local Board

Message from the Chair

I’m pleased to bring you this year’s agreed plan for the council services and activities in the Papakura Local Board area. Our focus is to progress the Takanini community hub and library and built facilities for Opaheke Sports Fields. We have an exciting project to develop a local greenways plan too. This plan will result in convenient walkways and cycle ways that get you to your destination and showcase natural features wherever possible.

Meeting the demands of population growth continues to dominate and we think alternatives to the southern motorway are needed now. Our advocacy to the governing body is to accelerate the Mill Road extension to Drury and rail electrification to Pukekohe and the upper Waikato. In addition, we’re urging the governing body to provide for a Karaka-Weymouth bridge.

Your feedback on our proposal for local priorities was generally supportive. There was clear backing for youth initiatives and streetscape improvements in the Papakura town centre. We have a strong programme in place for this featuring the Papakura Youth Council, the Papakura Youth Scholarship scheme and the town centre covered walkway project.

Pride in Papakura remains my vision and I’m confident we have a plan for the year ahead that delivers on this.

Bill McEntee

Chair, Papakura Local Board

Introduction

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

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

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

About this area

The Papakura area takes in the inlets and foreshores of the Manukau Harbour, flowing to fertile plains and rolling hills which lead out into the nearby Hunua ranges. The Great South Road runs through Drury, Papakura metropolitan centre, and Takanini, providing a busy thoroughfare that attracts both retail and commercial activity. Papakura is the third busiest rail station on the Auckland passenger network. Significant residential growth is planned for the area, and there has been steady population growth, with 45,633 people living here in 2013; an increase of nearly 10 per cent since 2006. At the 2013 census, over a quarter of Papakura’s residents were Māori, and although the number of people aged 65 years and over has risen in the last seven years, nearly a quarter of the population is now aged 14 years and under.

Local Board Plan outcomes

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

The Papakura Local Board Plan outcomes are:

· A vibrant metropolitan centre - it’s great that Papakura meets our needs for shopping, leisure, arts and culture and we don’t need to travel elsewhere for these things.

· A skilled workforce for local jobs - we have lots of local job opportunities and it’s easy for us to get training and learn new skills.

· A sports and recreation hub – we have excellent sports facilities that we all use and enjoy. We are proud that Papakura is the place of choice for high-class sporting events.

· Well-connected and easy to move around – we like to live in Papakura because it is so well connected by road, rail and bus and has lots of safe cycling and walking links.

· Treasured for its environment and heritage – we value and protect the land of our ancestors and the shores of Pahurehure. We love our well designed streets and buildings.

· Strong, safe and healthy communities – we have good places for communities to meet and great places to play. Our young people get a great start in life and we value the wisdom and experience of our older people.

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

Māori transformational shift outcomes

Papakura Local Board has a close working relationship with mana whenua as part of a Joint Management Committee overseeing the care and use of Pukekiwiriki Paa historic reserve. The Papakura Local Board Plan includes initiatives of particular relevance to mana whenua and mataawaka. These include support for Māori businesses; training and skills programmes for Māori youth; protection and enhancement of the Manukau Harbour; improvement of water quality in catchment streams; and the identification and protection of wahi tapu in and around Papakura. So far we’ve met with five Mana Whenua groups rangatira ki te rangatira and we’ll keep actively building relationships, learning each other’s priorities and looking for opportunities to collaborate.

Funding

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

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

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

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

Papakura Local Board Agreement 2016/2017

Funding priorities

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

Local Parks, Sport and Recreation

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

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

Initiative	Capital Expenditure	Operating Expenditure
Asset based services	$2,032,000	$5,327,000
· Bruce Pulman Park renewals · Greenway and walkway development
Locally driven initiatives	$648,000	$590,000
· Mangrove removal · Parks improvement projects
Total Funding	$2,680,000	$5,917,000

Levels of service

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

Local Community Services

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

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

Initiative	Capital Expenditure	Operating Expenditure
Asset based services	$167,000	$2,266,000
· Art facility renewals · Venue for hire renewals
Locally driven initiatives	$0	$892,000
· Local community and events grants · Papakura Town Centre security
Total Funding	$167,000	$3,159,000

Levels of service

Level of service	Performance measure	Actual 2014/15	LTP Target 2015/16	AP Target 2016/17
Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communities	Use of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)	1.67*	1	1
	Number of visits to library facilities per capita	5.13	4.5	4.5
	Percentage of customers satisfied with the quality of library service delivery	97%	85%	85%
	Percentage of visitors satisfied with the library environment	84%*	85%	85%
Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permitting	Percentage of funding/grant applicants satisfied with information, assistance and advice provided	Not available	75%	76%
Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communities	Percentage of participants satisfied with council delivered local arts activities.	Not available	90%	90%
	Percentage of Aucklanders that feel connected to their neighbourhood and local community	Not available	73%	75%
	Percentage of attendees satisfied with council delivered and funded local events	Not available	85%	85%
Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities	Percentage of Aucklanders that feel their local town centre is safe	Not available	Day: 62% Night: 15%	Day: 63% Night: 17%
	Facility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire	Not available	Peak: 15% Off peak: 11%	Peak: 15% Off peak: 11%
	Percentage of community facilities bookings used for health and wellbeing related activity	Not available	20%	20%
	Number of visitors to community centres and venues for hire	Not available	99,723	100,700

*Not previously reported, for information purposes only

Local Planning and Development

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

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

Initiative	Capital Expenditure	Operating Expenditure
Asset based services	$0	$174,000
· Papakura BID
Locally driven initiatives	$0	$30,000
· Local economic development
Total Funding	$0	$204,000

Levels of service

Level of service

Performance measure

Actual 2014/15

LTP

Target 2015/16

Target 2016/17

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

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

100%

Local Environmental Management

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

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

Initiative	Capital Expenditure	Operating Expenditure
Asset based services	$0	$0
Locally driven initiatives	$0	$43,000
· Environmental initiatives
Total Funding	$0	$43,000

Levels of service

Level of service

Performance measure

Actual 2014/15

LTP

Target 2015/16

Target 2016/17

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

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

Not available

80%

85%

Local Governance

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

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

Initiative	Capital Expenditure	Operating Expenditure
Asset based services	$0	$977,000
· Strategic advice on council-wide initiatives and regional planning · Development of the local board agreement for 2016/2017 · Democracy, administrative and engagement support to elected members
Locally driven initiatives	$0	$0
Total Funding	$0	$977,000

Levels of service

There are no measures.

Funding Impact Statement

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

$000 Financial year ending 30 June	2016/17
Sources of operating funding:
General rates, UAGCs, rates penalties	11,387
Targeted rates	174
Subsidies and grants for operating purposes	10
Fees and charges	264
Local authorities fuel tax, fines, infringement fees and other receipts	81
Total operating funding	11,916

Applications of operating funding:
Payment to staff and suppliers	9,337
Finance costs	943
Internal charges and overheads applied	1,628
Other operating funding applications	0
Total applications of operating funding	11,908

Surplus (deficit) of operating funding	8


Sources of capital funding:
Subsidies and grants for capital expenditure	0
Development and financial contributions*	0
Increase (decrease) in debt	2,839
Gross proceeds from sale of assets	0
Lump sum contributions	0
Other dedicated capital funding	0
Total sources of capital funding	2,839

Application of capital funding:
Capital expenditure:
- to meet additional demand	406
- to improve the level of service	0
- to replace existing assets	2,441
Increase (decrease) in reserves	0
Increase (decrease) in investments	0
Total applications of capital funding	2,847

Surplus (deficit) of capital funding	(8)

Funding balance	0

Other Local Board Information

Contact Papakura local board

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

38-262715 Bill McEntee_1

Bill McEntee (Chair)

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 831 639

E: Bill.McEntee@aucklandcouncil.govt.nz

38-262769 Michael Turner_1

Michael Turner (Deputy Chair)

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 287 9922

E: michael.turner@aucklandcouncil.govt.nz

38-262774 Stuart Britnell_1

Stuart Britnell

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 83 7979

E:Stuart.Britnell@aucklandcouncil.govt.nz

38-262720 Brent Catchpole_1

Brent Catchpole

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 390 430

E:brent.catchpole@aucklandcouncil.govt.nz

38-262724 Graham Purdy_1

Graham Purdy

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 285-4666

E: graham.purdy@aucklandcouncil.govt.nz

38-262729 Katrina Winn_1

Katrina Winn

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 827 948

E: Katrina.Winn@aucklandcouncil.govt.nz

The board can be contacted at the address below:

35 Coles Crescent

Papakura

Auckland 2110

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

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

Appendix A: Advocacy initiatives

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

Initiative	Why is it a priority?	Advocating to
Bruce Pulman Park – a world-class local park with fully funded renewals	The Bruce Pulman Park should be recognised by the governing body as a local park of world-class standing. We advocate the governing body undertake a longer view assessment of renewals needs for Bruce Pulman Park so there is full capacity to renew the buildings when this becomes necessary. As it stands, we don’t think the current renewals assessment and budget adequately contemplates buildings.	Governing Body
Confirm capital funding for built facilities at Opaheke Fields to support housing growth	This facility is central to one of the largest "future urban" zones identified in the Unitary Plan and adjacent to a tranche 4 SHA. 2016/2017 capital funding will achieve preparatory works only. We need confirmation of sufficient capital funding to continue and complete this facility if we’re to meet future growth demands in the area.	Governing Body
Reinstate capital funding for Pukekiwiriki Paa historic reserve This is a key project with mana whenua involving the culturally appropriate management of a historic reserve.	There is a joint management committee comprised of the six board members and six mana whenua representatives. There is no capital funding in the 2016/2017 budget. Prior to the Long-term Plan 2015-2025 there was capital budget of $274,000 for the Paa. We want this budget reinstated to achieve a waharoa, pou whenua, alternative access and parking arrangements. All of these items have been discussed as part of the implementation of the reserve management plan given Ministerial approval in February 2014.	Governing Body
Schedule our significant local heritage sites Rings Redoubt Road on Clevedon Road and Walsh brothers first flight path, Takanini.	Our local heritage sites are under acute pressure from the demands of population growth and development. We advocate the governing body ensure Rings Redoubt Road on Clevedon Road and the first flight path of the Walsh brothers in Takanini are scheduled as sites of national heritage importance. We also advocate the governing body acquire surrounding land to buffer development.	Governing Body
Restore the Pahurehure Inlet and recognise the Manukau Harbour Commission an opportunities report to restore the Pahurehure Inlet so people can use and enjoy it again. The Manukau harbour should be recognised alongside the Waitemata Harbour, Kaipara Harbour and Hauraki Gulf, and accorded the same vision and resource .	The Pahurehure Inlet has been progressively degraded as a result of motorway and stormwater infrastructure and residential development. We want the governing body to commission a report on opportunities to restore the inlet so people can fully use and enjoy it again. A priority for the local board is for the council's stormwater unit to identify all points of discharge into the Manukau Harbour and put in place an action plan to deal with ongoing pollution and sedimentation. The Marine Spatial Plan for the Manukau Harbour should be prioritised to recognise the environmental and ecological significance of the Manukau Harbour and to determine its future management. Hydrodynamic Modelling should be supported and funded as a key regional project to enable and enhance understanding of the harbour.	Governing Body
Accelerate alternative north / south routes to alleviate congestion and meet growth demands	Meeting the demands of population growth continues to dominate and we think alternatives to the southern motorway are needed now to alleviate congestion. We advocate the governing body work to accelerate the Mill Road extension to Drury and rail electrification to Pukekohe and the upper Waikato. In addition, we urge the governing body to provide for a Karaka-Weymouth bridge.	Governing Body
Grade separation at Takanini rail crossings Safer rail crossings in Takanini - Manuroa Road, Walters Road, Spartan Road and Taka Street - as part of the upgrade of Takanini interchange and SH1.	Congestion at rail crossings during peak periods creates safety issues and lengthy delays that flow on to the Takanini interchange. Without grade separation or rail bridges, electrification of the train system will improve train frequency but negatively impact private, public, and industrial traffic flow. We acknowledge traction in this area through Transport for Future Urban Growth Planning work and encourage sustained momentum on achieving solutions. Resolving the negative impact on traffic flow and commuter and industrial confidence across the Southern Initiative area will benefit the wider region.	Auckland Transport
Papakura rail station Turnstiles for safety and increased park and ride capacity.	We need to increase safety at our busy Papakura rail station and advocate implementation of turnstiles here. Auckland Transport should recognise the growing demand for the park and ride facility (it is already full by 8am) and plan for a new multi-storey facility to be in place within the next five years.	Auckland Transport
Blue mobility parking spaces Auckland wide	We advocate the governing body paint mobility parking spaces across Auckland solid blue as recommended by the Disability New Zealand guidelines. This will deter those who might otherwise take the car parks from their intended users, disabled people.	Auckland Transport

Appendix B: Local budgets

Papakura Local Board 2016/2017 Capital Expenditure

$000 Financial year ending 30 June	2016/2017
Local Community services
Community facility renewals	167
CDACACE - Art facility renewals	47
CDACACE - Venue for hire renewals	120
Local Parks sport and recreation
LDI fund	648
Locally driven initiatives (LDI Capex)	648
Local and sports parks renewals	1,626
Parks - Coastal asset renewals	24
Parks - Court renewals	17
Parks - Furniture renewals	14
Parks - Paving and hard surface renewals	146
Parks - Play space renewals	343
Parks - Roads and carpark renewals	25
Parks - Sports fields renewals	59
Parks - Structure renewals	65
Parks - Toilets and changing room renewals	122
Parks - Utility renewals	11
Renewals (Bruce Pulman Park)	800
Local park development	192
General park development	192
Walkway and cycleway development	214
Greenway and walkway development	214
Grand Total	2,846

Papakura Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June	2016/17
Operating revenue
Local community services	355
Operating revenue Total	355
Operating Expenditure
Local community services	3,159
Local governance	977
Local parks, sport and recreation	5,917
Local planning	204
Local environmental services	43
Operating Expenditure Total	10,300
Net operating expenditure	9,945

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

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).

Papakura Local Board

15 June 2016

Papakura/Takanini Community Needs Assessment

File No.: CP2016/07152

Purpose

1. To seek approval to progress a feasibility investigation to establish a new community and library facility in Takanini.

Executive Summary

2. The Community Facilities Network Plan adopted by Auckland Council in 2015 identifies three priority actions for the Papakura area.

3. A community needs assessment (the study) has been completed to deliver on these actions. The study identifies community needs, looks at how existing facilities could better meet needs and investigates requirements for a new community and library space in Takanini.

4. The study identified that the Papakura Local Board area is growing rapidly with areas of high need and that community spaces are generally well used and seen as very important by most residents. A number of general needs were identified including:

· safety and security, employment, poverty and education

· facilities and activities for youth, creative/cultural spaces, provision of technology and skill development

· inequitable distribution of facilities between Papakura and Takanini and issues of community cohesion across the local board area.

5. The study identified strong support for community space in Takanini and a range of services it could provide including:

· computers and wifi

· books for different ages

· study spaces and programmes for school age children

· meeting spaces and programmes for young people and adults.

6. The options considered in response to the findings include:

· Option 1: no changes to facilities or service

· Option 2: service improvements in existing facilities

· Option 3: a new facility in Takanini

· Option 4: service improvements in existing facilities and a new facility in Takanini

7. Staff recommend Option 4 as it best meets community need and the demands of growth. While it may have higher cost implications, it will be more effective in delivering long-term community benefits and maximising use of and investment in existing facilities.

8. There is $6.3 million in the 2017/18 and 2018/19 long term plan for a new facility in Takanini. There is also operational budget in 2016/2017 to undertake any associated feasibility work.

A report on the analysis of the site options for the new facility in Takanini has been completed and is included in the confidential section of this meeting agenda.

Recommendation/s

That the Papakura Local Board:

a) Receives the Papakura /Takanini Community Needs Assessment.

b) Approve progressing with a feasibility study for a community/library space in Takanini as part of Option 4 outlined in this report.

c) Notes that the opportunities for service improvements under Option 4 will be provided to the relevant departments of council for consideration as part of future service delivery and asset management planning for community facilities.

Comments

Background

9. Preliminary research conducted through the development of the Community Facilities Network Plan (the network plan) identified that in the Papakura Local Board area:

· there are potential gaps in current community facility provision and unmet community needs

· community facility provisions, particularly for libraries, do not meet minimum standards identified in the plan

· the community facility network is not sufficient to accommodate anticipated residential growth for the area.

10. As a result, the network plan identified three priority actions for the Papakura area:

· investigate community needs and opportunities for community facilities to address population growth and potential gaps in provision

· develop library and community space in the Takanini area to address population growth and existing gaps

· investigate opportunities to improve existing council owned facilities in Papakura.

The Papakura/Takanini Community Needs Assessment (the study) has been undertaken to address these actions.

11. $6.3 million is identified in the 2017/18 and 2018/19 long term plan for a new facility in Takanini.

12. In order to purchase land or lease land using the money allocated in the long term plan, a business case will need to be developed and provided to the governing body. A business case would also be necessary to secure additional funds, if required. The evidence from the study is necessary for development of the business case.

13. The study comprised a staged approach consisting of:

· a review of secondary data to create a profile of the Papakura Local Board area

· qualitative research to gain an in-depth understanding of community needs and views of current facilities

· quantitative research to obtain a sense of residents’ perceptions of needs, opportunities and preferences with regard to community spaces

· a workshop with the Papakura Local Board on the community needs assessment findings

· an options development workshop with council staff.

14. The findings of the study are summarised below. See the research report attached for more detailed information, Attachment A.

Community profile

15. The study identified the following key characteristics of the Papakura Local Board area:

· estimated population of Papakura Local Board in 2015 was 51,100 and is projected to grow to 82,642 by 2035. Highest growth areas are Takanini and Hingaia.

· approximately 12,000 Māori live in the area (28% compared to 10.7% Auckland). Around 62% are NZ European, 15% Pacific peoples, and 13% Asian

· the population is fairly young compared to other local boards with nearly a quarter of the community aged 14 years and under (Papakura 24% compared to Auckland 21%)

· 10 out of 16 Census Area Units (CAUs) within Papakura Local Board have a deprivation index of 9 or 10, indicating high levels of deprivation across the area

· employment rates are comparable with Auckland, although family incomes are generally below the Auckland average (36.5% have income under $50,000 compared to 31% in Auckland)

· almost a quarter (24%) of young people aged 15-24 years do not have jobs compared to the Auckland average of 20%. 27.9% of people have no qualifications compared to the Auckland average of 16%

· the numbers of people receiving benefits for unemployment and domestic purposes are almost double the Auckland average.

Key findings

16. Key community needs identified included:

· safety and security: ‘hot spots’ (eg train stations), youth crime, child safety. This is influencing behaviour such as people choosing not to use some stations at night and/or not going out at night.

· employment: issues with access to local employment, high levels of youth unemployment. A perception that a limited number of locals are being employed in local jobs and a number of obstacles in accessing jobs including transport barriers and inability to meet requirements (e.g criminal records, no drivers licence).

· economic: poverty, struggling to meet basic household needs. It was reported that some families are suffering significant financial stress which is leading to social problems and other issues such as children going to school hungry, affecting their ability to learn.

· education: low levels of numeracy and literacy amongst some young people, falling rolls at some schools and particular challenges for decile one schools such as engaging with parents.

· other issues: community cohesion in regard to tensions between some ethnic communities and between the new and older parts of the area; lack of access to technology (e.g. computers and Wi-Fi) and availability of appropriate facilities and activities for youth.

17. Other findings not within the scope of this study related to:

· retail and shopping: low quality retail in Papakura, vacant shops

· transport and traffic: congestion, lack of public transport, poor access to transport for some (e.g do not own cars, cost of public transport a barrier)

· housing: lack of affordable housing, poor quality social housing

· physical environment: rubbish, lack of public toilets, limited green space and footpaths in new developments.

Facilities

18. Facility gaps identified included:

· community space in Takanini

· youth specific community space

· community space to support innovation, creativity, cultural and social enterprise eg. “maker spaces”, performance and creative spaces for Maori and Pacific residents.

19. The needs assessment identified strong support (72% of survey respondents) for some form of community space in Takanini.

20. The Takanini south area was identified by the majority of respondents (60%) as the preferred location for a new community and library space.

21. A review of the current facilities identified a range of potential service improvements that could maximise use of the existing facilities and address fit for purpose issues, as follows:

· Safety and Security

o CPTED assessment of current facilities

o investigate benefits of site presence at facilities.

· Employment, skill building and economic development

o explore procurement criteria supporting local companies to tender for maintenance, refurbishment or development of community facilities

o explore subsidy of hireage fees for programming and services that support skills development.

· Opportunities for children and young people

o investigate providing programmed youth activities in the Massey Park function room

o work with youth to identify further opportunities for programmes in other Papakura facilities.

· Community growth and development

o investigate opportunity for community services and programmes in Hingaia

o explore future use and focus of Takanini Hall.

Options

22. The following high level options have been identified to address community needs identified in the attached research report and summarised in paragraph 17 of this report.

Option 1: Status quo

This option would make no changes to existing facilities, services or programmes and no new facilities would be developed.

Pros:

· no additional operational funding or staff resources required.

Cons:

· identified needs not addressed and no additional facility to accommodate growth

· local board plan outcomes not delivered

· community expectations not met

· does not maxmise use of existing community assets.

Risks:

· reputational risk in not responding to growth or community needs and expectations.

Option 2: Service improvements

This option involves a range of services and programmes to address identified needs that could be delivered from existing facilities but does not provide any new facility development.

Pros:

· provides value for money by maximising use of existing facilities

· provides services and programmes to address some identified needs.

Cons:

· minimal provision for growth and the significant gap in community space in Takanini would not be met

· does not support outcomes of the local board plan

· likely to require additional operational funding and staff resources.

Risks:

· reputational risk in not responding to growth or meeting community expectations

· costs associated with service improvements are not yet quantified.

Option 3: New facility development

Develop new library and community space in Takanini but no service improvements for existing facilities.

Pros:

· provides for growth and identified needs, primarily in the Takanini area

· $6.3million identified in the long term plan for this new facility

· will deliver on the local board plan and community expectations.

Cons:

· does not address identified needs in the wider Papakura local board area

· requires capital and operational funding

· does not make the most of existing community assets.

Risks:

· reputational risk in not responding to identified needs in the wider Papakura area

· cost to deliver new facility may exceed existing LTP budgets.

Option 4: Service improvements and new facility development in Takanini (recommended)

This option would deliver new library and community space needed to accommodate growth in Takanini and address needs of established residents through a range of additional programmes and services delivered from existing facilities targeting needs identified in the wider Papakura local board area.

Pros:

· this option provides for growth needs, particularly in the Takanini area and addresses needs identified in the wider Papakura area

· delivers on local board plan outcomes and community expectations.

Cons:

· requires capital and operational funding and additional staff resources.

Risks:

· cost to deliver new facility may exceed existing LTP budgets.

23. The 4 options were compared using criteria to determine which option was the most effective in delivering a range of outcomes, these criteria are set out below:

· Strategic alignment: how the option aligns with the objectives and aims of the local board plan, the Community Facilities Network Plan, and other council strategies and policies

· Community need: how well the option would support needs identified through the community needs assessment

· Best practice and innovation: if the option supported best practice approaches for community services and councils empowered community approach

· Value for money: high-level cost-benefit assessment of the likely benefit to the community for the cost to rate payers

· Response to growth: how well the option will support growth in the area.

24. The table in Attachment B shows the detailed option assessment and how strongly each option aligns with the criteria above.

25. The assessment and overall rating against the criteria for each option is summarised below:

Option 1: Status Quo – overall rating low

· Generally low alignment against all the criteria as this option will not deliver improved outcomes and could continue to see unmet needs and existing facilities not fully maximised.

Option 2: Service Improvements – overall rating medium/high

· Mostly high ratings for strategic alignment, community need and best practice/ innovation with mostly medium ratings for value for money and response to growth. In isolation this option will not address growth and needs in Takanini.

Option 3: New Facility Development – overall rating medium

· High rating for strategic alignment and response to growth, medium rating for community need, best practice/innovation and value for money. Addresses growth and needs in Takanini but does not make the most of existing facilities to serve needs in the wider Papakura area.

Option 4: Service Improvements and New Facility Development in Takanini – overall rating high

· High rating for all criteria when assessing the relative merits of providing service improvements as well as new facility development. Addresses growth and needs in Takanini as well as maximising use of existing facilities to meet community needs and deliver improved outcomes.

26. The analysis indicates that Option 4 best meets the criteria. While it may have higher cost implications it will be the most effective in meeting community need, the demands of growth and delivering improved community outcomes for the Papakura local board area. In view of this, staff recommend Option 4 as the preferred option.

Next steps

27. Council staff will undertake the feasibility study for development of new community and library space in Takanini which will include:

· providing for the needs identified in the needs assessment

· negotiation of conditions for securing the preferred site

· confirmation of CAPEX budget requirements

· confirmation of the establishment and ongoing OPEX requirements

· confirmation of timeframes.

28. Potential service and programming opportunities at existing community facilities have been identified in this report. These will be provided to the relevant operations staff for consideration as part of future service delivery and asset management planning.

29. The full needs assessment report will also be provided to relevant CCOs, and other operations and planning groups within council to assist with future planning and service delivery (for example in the development of the proposed Spatial Priority Area Plan and to inform the work of the Community Empowerment team).

30. It is anticipated that the findings from the needs assessment will also assist the local board in the preparation of its local board plan.

Local Board views and implications

31. The Papakura Local Board Plan includes a priority outcome of strong, safe and healthy communities where there are good places for communities to meet. One of the key initiatives is to provide a library and community hub in Takanini.

32. The Papakura Local Board has supported the completion of the needs assessment and the information that it provides to identify requirements for a new community space in Takanini.

33. Staff have met with the local board throughout the development of the needs assessment and workshopped the high level findings with the board in April 2016.

Māori impact statement

34. The Papakura Local Board community has a higher number of people identifying as Māori than the Auckland average (28% compared to 10.7%). Improvements to facilities and services are likely to benefit Māori as a significant percentage of the community.

35. Information regarding the Papakura/Takanini needs assessment was sent to the nine mana whenua for the Papakura Local Board area with an invitation to meet and discuss the issues. Te Akitai Waiohua accepted the invitation and a discussion was held with a representative.

36. Discussions were held with Papakura Marae and a focus group of local Māori residents was organised by the marae.

37. Intercept surveys also took place at the marae to ensure the opinions and needs of local Māori were represented in the research.

38. Comments received through the above engagement are incorporated into the general community feedback. Particular matters for Māori included a wish for a genuine reflection of Māori culture in community facilities and the value of te reo speaking staff at the Papakura Library.

Implementation

39. Funding of $6.3 million is identified in the Long Term Plan in the 2017/18 and 2018/19 financial years for the development of a multi-purpose library and community facility in Takanini. In order to purchase land or lease land, using the money allocated in the LTP budget, a business case will need to be developed and provided to the governing body.

40. The feasibility study for development of the new community space will confirm the capital and operational requirements for the new facility. The Papakura Local Board has the delegated authority to approve progressing with a feasibility study. There is currently operational budget within Libraries to undertake this work.

41. Investigation of services or programming improvements at existing community facilities will require further discussion with staff in relation to wider work plan priorities and obligations, timing and any requirements for additional budget or staffing resources.

Attachments

No.	Title	Page
a View	Papakura Local Board Needs Assessment (Under Separate Cover)
b View	Options assessment	273

Signatories

Authors

Antonia Butler - Principal Policy Analyst

Karen Eisenhut - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Rex Hewitt - Relationship Manager

Papakura Local Board

15 June 2016

Option 1 Status Quo – No change to existing facilities or developing any new facilities
Criteria	Comment	Rating
Strategic Alignment	· some indirect links with the Auckland Plan and Local Board Plan	Medium
Community Need	· some current needs being met, particularly in Papakura. Not addressing needs in Takanini or Hingaia.	Low
Best practice/ innovation	· not maximising use of existing facilities · not aligning to Empowered Communities approach · not responding to identified needs	Low
Value for money	· current programmes and service providing value could be better targeted to address needs	Medium
Response to growth	· addresses some current needs in Papakura but not in Takanini or Hingaia.	Low
Overall rating Option 1		Low
Option 2 Service Improvements
2a Safety and Security
CPTED assessment of current facilities
Criteria	Comment	Rating
Strategic Alignment	· Auckland Plan · improve the education, health and safety of Aucklanders, with a focus on those most in need	Med
Community Need	· responds to concerns of safety and security · supporting safe spaces for the community, particularly children and young people	High
Best practice/ innovation	· maximise use of existing facilities · mitigating risk of user safety at facilities · improving perceptions of safety which may improve visitation and participation in programming	High
Value for money	· maximising use of existing facilities · moderate investment for potential significant safety improvement · may result in need for capital expenditure · additional operational expenditure organisational resources required	Med
Response to growth	· providing primarily for existing needs but supports greater use so may provide for some growth	Med
Investigate benefits of site presence at facilities
Criteria	Comment	Rating
Strategic Alignment	· Auckland Plan · improve the education, health and safety of Aucklanders, with a focus on those most in need	High
Community Need	· responds to concerns of safety and security · providing safe spaces for the community, particularly children and young people	High
Best practice/ innovation	· maximise use of existing facilities · mitigating risk of user safety at facilities · improving perceptions of safety which may improve visitation and participation in programming	High
Value for money	· maximising use of existing facilities · additional operational expenditure likely to be required · additional organisational resources	Medium
Response to growth	· providing primarily for existing needs but supports greater use and so may provide for some growth	Medium
2b Employment skill building and economic development
Explore procurement criteria supporting local companies to tender for maintenance, refurbishment or development of community facilities
Criteria	Comment	Rating
Strategic Alignment	· Auckland plan priorities · improve the education, health and safety of Aucklanders, with a focus on those most in need · dramatically accelerate the prospects of Auckland’s children and young people · Papakura Local Board Plan 2014 initiatives · provide clear links from school to training to employment · innovation and social enterprise · Empowered Communities approach	High
Community Need	· employment/ economic issues	Medium
Best practice/ innovation	· potential to provide employment opportunities for local residents · local companies do not necessarily employ locals	Medium
Value for money	· could have additional cost implications · benefits may be difficult to measure	Medium
Response to growth	· providing primarily for existing needs but potential to provide for growth	Medium
Explore subsidy of hireage fees for programming and services that support skills development
Criteria	Comment	Rating
Strategic Alignment	· Auckland plan priorities · improve the education, health and safety of Aucklanders, with a focus on those most in need · dramatically accelerate the prospects of Auckland’s children and young people · Papakura Local Board Plan 2014 initiatives · provide clear links from school to training to employment · innovation and social enterprise	High
Community Need	· employment/ economic issues · education and training needs	High
Best practice/ innovation	· maximises use of existing facilities · Improving accessibility to programmes and services	Medium
Value for money	· will require additional operational expenditure and additional organisational resource · Maximises use of existing facilities	Medium
Response to growth	· providing primarily for existing needs but potential to provide for growth	Medium
2c Community growth and development, opportunities for children and young people
Investigate opportunity for community services and programmes in Hingaia
Criteria	Comment	Rating
Strategic Alignment	· Auckland plan priorities · improve the education, health and safety of Aucklanders, with a focus on those most in need · Papakura Local Board Plan 2014 initiatives · provide multi-purpose community hubs · Empowered Communities approach · provision guidelines identified in the Community Facilities Network Plan	High
Community Need	· lack of community services and programmes in the Hingaia community · developing a sense of community and cohesion in new and growing community	Medium
Best practice/ innovation	· provide access to community services and programmes in local communities	Medium
Value for money	· non infrastructure response · community led approach	Medium
Response to growth	· addresses area of significant growth	High
Investigate providing programmed youth activities in the Massey Park function room
Criteria	Comment	Rating
Strategic Alignment	· Auckland plan priorities · put children and young people first · improve the education, health and safety of Aucklanders, with a focus on those most in need · Papakura Local Board Plan 2014 initiatives · provide clear links from school to training to employment · implement youth initiatives · Empowered Communities approach	High
Community Need	· youth specific community space · education · facilities that support creativity and social enterprise	High
Best practice/ innovation	· maximise use of existing facilities	High
Value for money	· maximise use of existing facilities · additional operational expenditure required · additional organisation resources	Medium
Response to growth	· providing primarily for existing needs	Low
Explore future use and focus of Takanini Hall
Criteria	Comment	Rating
Strategic Alignment	· Auckland plan priorities · put children and young people first · improve the education, health and safety of Aucklanders, with a focus on those most in need · Papakura Local Board Plan 2014 initiatives · provide clear links from school to training to employment · implement youth initiatives · Empowered Communities approach	High
Community Need	· potential to respond to community need such as youth, education and training	Medium
Best practice/ innovation	· maximise use of existing facilities · opportunity for co-design approach	High
Value for money	· potential to maximise use of existing facilities	High
Response to growth	· providing primarily for existing needs with some support for growth	Medium
Work with youth to identify further opportunities for programmes in other Papakura facilities
Criteria	Comment	Rating
Strategic Alignment	· Auckland plan priorities · put children and young people first · Improve the education, health and safety of Aucklanders, with a focus on those most in need · Papakura Local Board Plan 2014 initiatives · provide clear links from school to training to employment · implement youth initiatives · empowered communities approach	High
Community Need	· youth specific community space · education · facilities that support creativity and social enterprise	High
Best practice/ innovation	· maximise use of existing facilities · potential for co-design approach	High
Value for money	· maximise use of existing facilities · focus programme delivery on needs	Medium
Response to growth	· providing primarily for existing needs, but provides expansion of services in Papakura	Medium
Overall rating Option 2		High /Medium
Option 3: New facility development in Takanini
New community/library space in Takanini, enhanced services and programmes
Criteria	Comment	Rating
Strategic Alignment	· Auckland plan priorities · improve the education, health and safety of Aucklanders, with a focus on those most in need · Papakura Local Board Plan 2014 initiatives · Takanini library and community hub · empowered communities approach · provision guidelines identified in the Community Facilities Network Plan.	High
Community Need	· meet need for community/library space in Takanini but not meeting needs of wider Papakura · increase offering for youth in Takanini · developing a sense of community and cohesion in new and growing community	Medium
Best practice/ innovation	· integrated facility opportunity · opportunities for co-design of services and programming with the community · not making best use of existing facilities	Medium
Value for money	· $6.3m indicated in the LTP, feasibility will confirm budget requirement · integrated facility has potential to provide for a range of activities and services to meet community needs	Medium
Response to growth	· provides for high growth in the area	High
Overall rating Option 3		Medium
Option 4: Service improvements and New facility development in Takanini
Combined benefits from options 2 and 3 above.
Overall rating Option 4		High

Papakura Local Board

15 June 2016

Housing for Older People Partnering Proposal

File No.: CP2016/11998

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 Papakura Local Board provides feedback on:

a) the Housing for Older People Partnering Proposal; and

b) 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

There are no attachments for this report.

Signatories

Authors

Kat Teirney - Team Leader – Community Facilities, South

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Karen Lyons - Manager Local Board Services

Rex Hewitt - Relationship Manager

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

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

Aucklanders: more active more often

Auckland Council’s role in delivering this is through:

	Sector Investment*	Facility Provision	Planning and Policy	Advice

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

Project	Amount requested	Local Board Plan Outcome
Business Lab Ltd – Partnership with the Papakura Business Association to jointly fund Business Lab to deliver the Safer and Welcoming Papakura initiative. The project will deliver a survey, stakeholder engagement and a programme of initiatives for a safer and welcoming Papakura. The Business Lab has previously produced investment brochures and business and strategic planning for the Papakura Business Association.	$3,450	A vibrant metropolitan centre
Papakura Museum – proposal by the Papakura and District Historical Society to increase accessibility to the museum collection by local residents and visitors. The historical society maintains exhibitions, displays and artefacts and supports historical programmes and events.	$17,000	Treasured for its environment and heritage

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

Month (2016)	Topic	Purpose	Governance Role
June	Community centre and venue for hire fees	Formal adoption	Local initiatives/specific decisions
June	Transport Monthly Report	Review progress with projects	Oversight and Monitoring
June	Annual Plan - adopt LBA for 2016/2017 and department work programmes	Formal adoption	Setting direction/priorities/budget
June	Dog Access Rules - commence consultation	Seek Feedback	Engagement
June	Community grants - local grant allocations	Determine allocation of funding	Local initiatives/specific decisions
June	Papakura-Takanini Needs Assessment recommendations	Provide direction on preferred approach	Setting direction/priorities/budget
June	Applications for Papakura Local Board Scholarship Scheme	Formal approval	Local initiatives/specific decisions
June	Papakura Greenways Plan – public consultation on draft	Seek feedback	Engagement
July	Transport Monthly Report	Review progress with projects	Oversight and Monitoring
July	Park and Ride development - allocation of reserve fund	Determine allocation of funding	Setting direction/priorities/budget
July	Rings Redoubt heritage protection	Define board position and feedback	Input to regional decision making

Chairperson	Bill McEntee
Deputy Chairperson	Michael Turner
Members	Stuart Britnell
	Brent Catchpole
	Graham Purdy
	Katrina Winn

Authors	Trish Wayper - Local Board Democracy Advisor
Authorisers	Rex Hewitt - Relationship Manager

Authors	Karen Gadomski - Senior Local Board Advisor Papakura
Authorisers	Rex Hewitt - Relationship Manager

Authors	Rangi Maihi - Local Board Advisor Papakura
Authorisers	Rex Hewitt - Relationship Manager