Agenda of Waiheke Local Board

Waiheke Local Board

23 June 2016

ITEM TABLE OF CONTENTS PAGE

1 Welcome 3

2 Apologies 3

3 Declaration of Interest 3

4 Confirmation of Minutes 3

5 Leave of Absence 3

6 Acknowledgements 3

7 Petitions 3

8 Deputations 3

9 Public Forum 3

9.1 Rhiannon Fitness 3

9.2 Yvonne O'Brien 3

9.3 Timothy Moon 3

9.4 Helga Meyer 3

9.5 Flynn Washington 3

10 Extraordinary Business 3

11 Notices of Motion 3

12 Councillor's Update 3

13 Waiheke Local Grants, Round Two, 2015/2016 3

14 Parks, sport and recreation draft annual work programme financial year 2016-2017 3

15 Waiheke Local Board Libraries Work Programme 2016/2017 3

16 Waiheke Local Board Community Facilities Renewals Work Programme 2016/2017 3

17 Community Lease Work Programme 2016/2017 3

18 Waiheke Local Board Arts, Community and Events Work Programme 2016/2017 3

19 Backpackers - 419-421 Sea View Road, Onetangi, Waiheke 3

20 Sport and Recreation Investment - Community Access Scheme guidelines and future allocation of residual legacy Hillary Commission Community Sport Fund 3

21 WW1 Centenary Commemorations Update - Waiheke 3

22 List of resource consents 3

23 Reports requested/pending 3

24 Inward Correspondence 3

25 Waiheke Local Board Workshop Record of Proceedings 3

26 Chairperson's Report 3

27 Health, Safety and Well-being May 2016 Update 3

28 Consideration of Extraordinary Items

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Waiheke Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 26 May 2016 and the extraordinary minutes of its meeting, held on Thursday, 9 June 2016 as a true and correct record.

5 Leave of Absence

That an apology from Member JP Meeuwsen for leave of absence, be 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 Waiheke Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

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

9.1 Rhiannon Fitness

Executive Summary

1. Rhiannon Fitness was in attendance to speak to the board in support of the Waiheke Local Grant application for La Leche League Waiheke.

Recommendation/s

That the Waiheke Local Board:

a) Thanks Rhiannon Fitness for her attendance and presentation.

9.2 Yvonne O'Brien

Executive Summary

1. Yvonne O’Brien was in attendance to speak to the board about helicopters on Waiheke.

Recommendation/s

That the Waiheke Local Board:

a) Thanks Yvonne O’Brien for her attendance and presentation.

9.3 Timothy Moon

Executive Summary

1. Timothy Moon was in attendance to speak to the board about his proposal for the former Kina Backpackers facility.

Recommendation/s

That the Waiheke Local Board:

a) Thanks Timothy Moon for his attendance and presentation.

Attachments

a Interim Management Framework............................................................ 3

9.4 Helga Meyer

Executive Summary

1. Helga Meyer was in attendance to speak to the board in support of the Waiheke Local Grant application for Tai Chi Waiheke.

Recommendation/s

That the Waiheke Local Board:

a) Thanks Helga Meyer for her attendance and presentation.

9.5 Flynn Washington

Executive Summary

1. Flynn Washington was in attendance to speak to the board about Moth Plant.

Recommendation/s

That the Waiheke Local Board:

a) Thanks Flynn Washington for her attendance and presentation.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Waiheke Local Board

23 June 2016

Waiheke Local Grants, Round Two, 2015/2016

File No.: CP2016/07695

Purpose

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

Executive Summary

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

3. In the preceding Waiheke grant rounds, the board allocated $53,723.00, leaving a total of $6,277.00 to allocate for the remainder of 2015/2016.

4. Twenty applications were received in this local grants round, with a total requested of $133,021.00

Recommendation/s

That the Waiheke Local Board:

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

Applicant and application number	Main focus	Funding for	Amount requested
The Artworks Theatre Incorporated LG1618-218	Arts and culture	Towards the wages for the Artworks Theatre staff between July to December 2016	$6,500.00
Julia True LG1618-222	Arts and culture	Towards the costs for commissioning a large scale mural at Waiheke Primary School in July 2016	$5,000.00 *funds to be paid retrospectively
Emote Trust LG1618-236	Arts and culture	Towards the costs to run ten week course on Waiheke between September to November 2016	$8,989.00
Waiheke High School LG1618-217	Community	Towards the purchase of equipment and software for the Robotics Club at Waiheke High School between July 2016 to July 2017	$4,000.00
Waiheke Toy Library LG1618-220	Community	Towards the purchase of a new computer, car seats, annual toy replacement, port-a-cots, costs for venue hire and accountancy fees and the wages for staff between July 2016 to June 2017	$13,500.00
Livingwaters Assembly of God Charitable Trust LG1618-221	Community	Towards the planning fees to lodge resource consent in May 2017	$3,099.00
Matiatia-Oneroa Ratepayers Assoication LG1618-223	Community	Towards the costs to re-wire the meter box to the stage, installation of a door and for a Chemwash and internal gutter flush at 115 Ocean View Road, Waiheke between July to September 2016	$5,097.00
Waiheke Hope Centre LG1618-225	Community	Towards the purchase of food for the Community Soup Kitchen between July to 2016 to June 2017	$3,000.00 Umbrella organisation: Waiheke Island Council of Social Services
Tai Chi Waiheke LG1618-227	Community	Towards the costs of hall hire for the Ostend Hall and Palm Beach Hall, advertising, workshop registration, accommodation, transportation and licensing fees between July 2016 to December 2017	$4,084.00 Umbrella organisation: Waiheke Island Council of Social Services
La Leche League Waiheke LG1618-228	Community	Towards the costs to attend the La Leche League bi-annual conference including registration, accommodation, transport and food between September to October 2016	$7,091.00
Waiheke Island Society for the Prevention of Cruelty to Animals LG1618-230	Community	Towards the costs to have 10 female and 10 male dogs de-sexed between July 2016 to May 2017	$5,665.00
Rob Fenwick LG1618-203	Environment	Towards the costs of annual weed control for the Awaawaroa Peninsular weed control programme between July 2016 to June 2017	$4,000.00 *funds to be paid retrospectively
Motutapu Restoration Trust LG1618-212	Environment	Towards the purchase of a mower between August to September 2016	$10,000.00
Emote Trust LG1618-224	Events	Towards the costs of three “Dancing in the Park” events between September to December 2016	$18,744.00
Philip Cryer LG1618-202	Historic Heritage	Towards the costs to fence and plant at 155 Awaawaroa Road, Waiheke between September 2016 to August 2019	$17,500.00 *funds to be paid retrospectively
Waiheke United Football Club LG1618-205	Sport and recreation	Towards the costs of hiring a bus between July to September 2016	$4,000.00
Waiheke Youth Centre Trust LG1618-226	Sport and recreation	Towards the hirage of the Waiheke Recreation Centre between July 2016 to June 2017	$2,952.00
Waiheke (Junior) Cricket Club LG1618-235	Sport and recreation	Towards the purchase of playing and coaching equipment, roll out pitch and canvas works on pitch between October 2016 to March 2017	$4,000.00 Umbrella organisation: Grafton United Cricket Club

b) consider the following allocations for multiboard funding under Round Two of the Waiheke Local Grants Programme 2015/2016 as listed in the table below:

Applicant and application ID

Main focus

Funding for

Amount requested

Royal New Zealand Foundation of the Blind

LG1615-2016

Community

Towards the wages for two recreation and community advisors and one recreation and volunteer coordinator between July to December 2016

$1,800.00

Youthline Auckland Charitable Trust

LG1611-238

Community

Towards the costs of the year 13 youth development and leadership programme at Waiheke High School between July 2016 to June 2017

$4,000.00

Comments

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

6. The local board grants programmes sets out:

· local board priorities;

· lower priorities for funding;

· exclusions;

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

· any additional accountability requirements.

7. The Waiheke Local Board operated two local grants rounds this financial year. The second local grant round closed on 18 May 2016.

8. The Waiheke Local Board set a total combined community grants and local events budget of $60,000.00 for the 2015/2016 financial year.

9. In the preceding Waiheke grant rounds, the board allocated $53,723.00, leaving a total of $46,277.00 to allocate in this funding round.

10. Twenty applications were received in this round, with a total amount requested of $133,021.00.

Consideration

Local Board views and implications

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

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

Māori impact statement

13. The provision of community grants provides opportunities for all Aucklanders to undertake projects, programmes, activities that benefit a wider range of individuals and groups, including Maori. As a guide for decision-making, in the allocation of community grants, the new Community Grants Policy supports the principle of delivering positive outcomes for Maori. There is one applicant applying in this round that have identified as Maori, and five applicants have indicated their project targets Maori or Maori outcomes.

Implementation

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

15. Following the Waiheke Local Board allocating funding for round two local grants, Commercial and Finance staff will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a View	Waiheke Local Grants Programme 2015/2016	3
b View	Waiheke Local Grants Round Two 2015/2016 application summaries	3

Signatories

Authors

Kim Hammond - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

John Nash - Senior Local Board Advisor

Waiheke Local Board

23 June 2016

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

File No.: CP2016/09976

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 Waiheke 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 Waiheke Local Board:

a) approves the Waiheke 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 15 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 15 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	Waiheke Parks,Sport and Recreation draft Annual work programme 2016-2017	3

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

John Nash - Senior Local Board Advisor

Waiheke Local Board

23 June 2016

Waiheke Local Board Libraries Work Programme 2016/2017

File No.: CP2016/11855

Purpose

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

Executive summary

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

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

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

· Thriving, strong and engaged communities

· Vibrant places for people that reflect the character of the island

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

Recommendation/s

That the Waiheke Local Board:

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

Comments

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

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

· Thriving, strong and engaged communities

· Vibrant places for people that reflect the character of the island

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

9. A workshop was held with the local board and Libraries staff on Friday, 15 April 2016 where the draft work programme was considered.

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

Consideration

Local board views and implications

11. The draft 2016/2017 work programme was considered by the local board at a workshop on Friday, 15 April 2016.

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a View	Waiheke Local Board Libraries Work Programme 2016/2017	3

Signatories

Authors

Kim Taunga - Manager Cust. Experience - South and East Libraries

Authorisers

Mirla Edmundson - General Manager Libraries & Information

John Nash - Senior Local Board Advisor

Waiheke Local Board

23 June 2016

Waiheke Local Board Community Facilities Renewals Work Programme 2016/2017

File No.: CP2016/12060

Purpose

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

Executive summary

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

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

Recommendation/s

That the Waiheke Local Board:

a) Approves the 2016/2017 work programme for Waiheke Local Board Community Facility Renewals

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

Comments

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

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

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

Consideration

Local board views and implications

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

Māori impact statement

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

Implementation

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

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

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

Attachments

No.	Title	Page
a View	Waiheke Renewals Work Programme 16 17	3

Signatories

Authors

Hannah Alleyne - Senior Programme Planner

Authorisers

Rod Sheridan - General Manager Community Facilities

John Nash - Senior Local Board Advisor

Waiheke Local Board

23 June 2016

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

File No.: CP2016/11465

Purpose

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

· a sustainable and prosperous local economy

· thriving, strong and engaged communities

· vibrant places for people that reflect the character of the island.

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

6. Also included for approval are the following community arts organisation funding agreements:

· Waiheke Community Art Gallery (for Artworks Gallery), $10,591 (uninflated opex budget)

· Artworks Theatre, $10,591 (uninflated opex budget).

Recommendation/s

That the Waiheke Local Board:

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

b) approve the following community arts organisation funding agreements:

i) Waiheke Community Art Gallery (for Artworks Gallery), $10,591
(uninflated opex budget)

ii) Artworks Theatre, $10,591 (uninflated opex budget).

Comments

ACE work programme 2016/2017

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

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

· a sustainable and prosperous local economy; through the funding of Waiheke Adult Literacy to implement the Community Enterprise plan

· thriving, strong and engaged communities; through a number of community events, grants and safety initiatives

· vibrant places for people that reflect the character of the island; through the funding and support of Artworks Gallery.

9. The ACE work programme 2016/2017 for the Waiheke 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 the implementation of the Empowered Communities Approach and the provision of community grants and a youth voice initiative to ensure youth have their collective voice heard by the local board

· Arts and Culture: This includes the funding of both Artworks Gallery and Artworks Theatre to provide operational support

· Events: This work programme includes a range of community events such as Onetangi Beach Races, Waiheke Christmas events and support for Headland Sculpture on the Gulf

· Community Places: This includes the management of venues for hire on the island and the activities and opportunities they offer but implanting a customer-centric booking system.

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 18 May 2016. Staff incorporated the local board’s feedback into the work programme.

Empowered Communities Approach

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

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

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

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

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

13. The Empowered Communities Approach is demonstrated in this work programme through the Community Empowerment Unit’s youth voice work. The unit is supporting Waiheke youth to ensure their collective voice is heard and they have opportunities to input into local board decisions that affect them.

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

Other items for approval

15. Also included for approval are the following community arts organisation funding agreements:

· Waiheke Community Art Gallery (for Artworks Gallery), $10,591 (uninflated opex budget)

· Artworks Theatre, $10,591 (uninflated opex budget).

Consideration

Local board views and implications

16. The draft 2016/2017 work programme was considered by the local board at a workshop on 18 May 2016. Feedback from the local board was considered and incorporated into the local board work programme (Attachment A).

Māori impact statement

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

18. ACE is committed to supporting strong Māori communities through engagement, capacity building and contributing to Māori well-being. This can be seen through the Events unit initiative to provide funding to support Māori outcomes and events, such as Matariki.

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	Waiheke Local Board Arts, Community and Events Work Programme 2016/2017	3

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

John Nash - Senior Local Board Advisor

Waiheke Local Board

23 June 2016

Backpackers - 419-421 Sea View Road, Onetangi, Waiheke

File No.: CP2016/12449

Purpose

1. To confirm transfer of decision making and leasing arrangements over the former Kina Backpacker site at 419-421 Sea View Road, Onetangi Waiheke, from Panuku Development Auckland to the Waiheke Local Board, including the appropriate land classification, and to support short term leasing while the classification process is underway.

Executive summary

2. Pānuku Development Auckland’s management of a lease to the previous Kina Backpacker tenant over part of the reserve site at 419-421 Sea View Road, Waiheke ended on 30 June 2015. Following this, an Expression of Interest (EOI) invitation was undertaken by Pānuku in September 2015 with a shortlist of three qualified applicants identified.

3. The property has however remained vacant pending a review of the existing unclassified reserve classification, a resource consent application permitting water take and water discharge and confirmation of governance options for the facility.

4. Pānuku has agreed to decision making over the site being transferred to the Waiheke Local Board and Auckland Council’s Community Facilities Department has agreed to manage the lease process for the board. This enables local decision-making for the facility (including lease terms and community outcomes) in accordance with the allocation of decision-making for local reserves.

5. The Local Board also proposes to classify the current unclassified reserve as Recreation Reserve (which allows for camping in the future) and to classify the footprint of both Backpackers and the Caretaker cottage as Local Purpose – Backpacker Accommodation and Community Buildings, in accordance with section 24 of the Reserves Act 1977

6. In the meantime to enable use of this much needed facility, It is recommended that the Local Board grant a short term lease to an appropriate applicant on a month by month basis or longer, until such time as the reclassification conditions have been satisfied.

Recommendation/s

That the Waiheke Local Board:

a) Approves the transfer of the Backpacker Building and Caretakers cottage and unclassified reserve land at 419-421 Sea View Road, Onetangi, Waiheke, into service use, with community outcomes applied under Council Community facilities management and Local Board governance.

b) Requests officers progress classification of the footprint of the Backpackers and the Caretaker cottage as Local Purpose (Backpacker Accommodation and Community Buildings) and the remaining Recreation Reserve land as Recreation Reserve, in accordance with section 24 of the Reserves Act 1977, utilising up to $9,000 LDI community response budget.

c) Requests officers reconfirm the availability and interest of the shortlisted Expression of Interest applicants from September 2015, and if unavailable, re-advertise a new Expression of Interest (with input from the Local Board).

d) Request officers work with the board to assess all Expressions of Interest applications and confirm terms of lease and community outcomes, and progress a temporary lease on a month by month basis while the classification process is underway.

e) Requests officers resolve the resource consent application permitting water take and water discharge for the Backpackers and the Caretaker cottage.

Comments

Background

7. Pānuku Development Auckland’s management of a lease to the previous Kina Backpacker tenant over part of the reserve site at 419-421 Sea View Road, Waiheke ended on 30 June 2015.

8. Pānuku carried out an Expression of Interest process in September 2015. It was subsequently discovered the reserve was unclassified.

9. The facility has remained vacant pending a review of the existing unclassified reserve classification, a resource consent application permitting water take and water discharge and confirmation of governance options for the facility.

10. The Local Board has consistently sought the site’s use for low cost backpacker accommodation in line with community expectations and this has been challenging given Pānuku’s requirements.

11. In addition, the board also considers that the reserve classification and associated decision-making responsibilities should lie with it. Pānuku is accepting of this position and Auckland Council’s Community facilities department has agreed to manage lease arrangements for the facility.

Land Classification

12. The underlying land described in Certificate of Title NA17B/1466 is subject to the Reserves Act 1977 but is unclassified.

13. While the council has confirmed that the Local Board has the delegation to approve any new lease, this can only be achieved once the reserve status has either been appropriately classified (or revocation of the application of the Reserves Act and the leasing process under the Local Government Act followed) given the site is located on an unclassified reserve.

14. A number of land classification options have been investigated and the local board supports reclassifying the footprint of the Backpackers and the Caretaker cottage as Local Purpose (Backpacker Accommodation and Community Buildings) Reserve and the remaining Recreation Reserve land as Recreation Reserve, setting aside part of that reserve for future camping ground purpose reserve.

15. The overall timing for completing the survey and confirming this classification will be at least 8 months (or longer) and approximately $9,000 in costs.

16. This facility has an important role in providing a low cost accommodation option particularly during high demand periods. The local board would therefore like to progress a short term lease to enable use of this facility while the classification issues are resolved.

Consideration

Local board views and implications

17. This report reflects the Local Board request for it to have decision making over the site, for appropriate reserve classification to be confirmed, and for a sustainable community lease with community outcomes in line with community expectations for low cost backpacker accommodation on the island to be achieved.

Māori impact statement

18. Iwi engagement and feedback will be obtained in terms of the land classification process when seeking to classify the unclassified reserve and as Local Purpose (Backpacker Accommodation and Community Buildings) Reserve and as Recreation Reserve, setting aside part of the reserve for future camping ground purpose reserve.

19. It is noted where a landlord has granted a lease in its capacity as the statutory administering body of the land, acting on behalf of the Crown, under the Reserves Act 1977, then the Crown reserves the right to resume control and administration of the land in the event of a successful claim being made for the land to be used as redress pursuant to the Treaty of Waitangi Act 1975. Any contractual rights contained in any Lease will not be affected by any change in ownership of the Land.

Implementation

20. Once the Local Board have confirmed the decisions within this report the council will progress the lease and reclassification process for 419-421 Sea View Road, Onetangi, Waiheke, including the required consultation and notifications.

Attachments

There are no attachments for this report.

Signatories

Authors	Janine Geddes - Local Board Advisor
Authorisers	John Nash - Senior Local Board Advisor

Waiheke Local Board

23 June 2016

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

File No.: CP2016/10875

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 Waiheke Local Board:

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

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

Comments

Draft Community Access Scheme

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

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

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

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

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

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

13. Investment will be made in facilities to:

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

· optimise and increase the use of existing facilities

· support the start-up phase of multisport facilities

Existing community access funding agreements

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

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

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

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

Update on Community Access Grants for Waiheke Local Board:

Waiheke Recreation Centre

17. Waiheke Recreation Centre is located on Waiheke High School, Waiheke Island and is owned and managed by the Waiheke Recreation Centre Trust. The centre is a dual use school community facility. The centre is available to the community from 4pm on weekdays and all day during weekends and school holidays. The facility provides community access to a gymnasium and 3 meeting / activity rooms.

18. Council contributed to the construction of the Waiheke Recreation Centre between 2000 and 2002. The Waiheke Recreation Centre Trust is obligated, through a facility partnership agreement, to ensure the centre is accessible to the local community outside of school hours.

19. Since 2002, Council has contributed annual operational funding to the Waiheke Recreation Centre Trust to support community access and programmes. Funding for this facility aligns with the draft Community Access Guidelines, as it meets an identified geographic gap.

Future use of Hillary Commission Funding

20. 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.

21. 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.

22. 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.

23. 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.

24. 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.

25. 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.

26. 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.

27. 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

28. 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.

29. 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.

30. 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.

31. 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

32. 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.

33. 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.

34. 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

35. 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.

36. 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.

37. 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.

38. 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	3
b View	Sport and Recreation Investment diagram	3
c View	Options Analysis for residual Hillary Commission fund	3

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

John Nash - Senior Local Board Advisor

Waiheke Local Board

23 June 2016

WW1 Centenary Commemorations Update - Waiheke

File No.: CP2016/09727

Purpose

1. Seeking the Waiheke Local Board’s approval to grant $5,000 Locally Driven Initiatives budget to the Waiheke RSA to formulate a 2016 WW1 Commemoration programme of events for Waiheke.

Executive Summary

2. The board’s 2015/2016 Locally Driven Initiatives budget includes $5,000 for WW1 Centenary Commemorations on Waiheke.

3. In 2014/2015 the board granted funding to the WW100 Waiheke Island Get Involved working group (with RSA as an umbrella group) to deliver a programme of events for the WW1 Centenary Commemorations of Waiheke.

4. This programme was successfully delivered. The working group requested that the board considers ongoing funding for subsequent years of the WW1 Centenary Commemoration from future LDI budgets.

5. The board have approached the RSA and they have agreed to formulate this year’s programme of events in a similar manner.

Recommendation/s

That the Waiheke Local Board:

a) Approves granting $5,000 from the board’s Locally Driven Initiatives budget to the the Waiheke RSA to formulate a WW1 Commemoration programme of events for Waiheke.

b) Delegates Board member Treadwell to work with the Waiheke RSA to confirm the programme of events.

Comments

Background

6. The board’s 2015/2016 Locally Driven Initiatives budget includes $5,000 for WW1 Centenary Commemorations on Waiheke.

7. In 2014/2015 the board granted funding to the WW100 Waiheke Island Get Involved working group (with RSA as an umbrella group) to deliver a programme of events for the WW1 Centenary Commemorations of Waiheke.

8. Following a public expression of interest process, the 2014/2015 programme was confirmed and delivered as follows:

· WW1 Play “Gentler than a Rifle Butt”

· Film Documentary Waiheke Island WW1 Commemoration Events / Projects

· WW1 NZ Cycling Battalion

· WW1 Radio / Drama

· Song Cycle

· WW1 Ostend ANZAC Park Cenotaph Plinth upgrade, Waiheke Roll of Honour – Waiheke RSA

· WW1 Memorial for Waiheke Soldiers – Stony Batter (did not progress)

9. The working group requested that the board considers ongoing funding for subsequent years of the WW1 Centenary Commemoration from future LDI budgets.

10. In response, the board allocated $5,000 in their 2015/2016 Locally Driven Initiatives budget for WW1 Commemorations.

11. The RSA have agreed to formulate this year’s programme of events in a similar manner and to liaise with project organisers, relevant authorities and council officers to deliver their respective projects once approved.

Consideration

Local Board views and implications

12. The local board or their representatives have been involved in all aspects of this project.

Māori impact statement

13. The activities outlined within this report do not impact specific outcomes or activities and as such the has no particular benefit to, or adverse effect on Maori

Implementation

14. Once approved, funding will be transferred to the Waiheke RSA to deliver the 2016 WW1 Centenary Commemorations programme of events.

Attachments

There are no attachments for this report.

Signatories

Authors	Janine Geddes - Local Board Advisor
Authorisers	John Nash - Senior Local Board Advisor

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).