Agenda of Whau Local Board

Whau Local Board

15 June 2016

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 6

5 Leave of Absence 6

6 Acknowledgements 6

7 Ward Councillor’s Update 6

8 Deputations 6

9 Public Forum 6

10 Extraordinary Business 6

11 Notices of Motion 7

12 Whau Local Board Chairperson - Catherine Farmer's report 9

13 Portfolio Update: Member Ami Chand 11

14 Local board members' reports 13

15 Adoption of Local Board Agreement 2016/2017 15

16 Auckland Transport Update - June 2016 – Whau Local Board 31

17 Whau Local Grants, Round Two and Quick Response, Round Five 2015/2016 49

18 Whau 2016/17 Local Economic Development Programme 143

19 Parks, sport and recreation draft annual work programme financial year 2016-2017 147

20 Whau Local Board Libraries Work Programme 2016/2017 155

21 Whau Local Board Arts, Community and Events Work Programme 2016/2017 159

22 Whau Local Board Community Facilities Renewals Work Programme 2016/2017 171

23 Blockhouse Bay Community Centre, Green Bay Community House, Kelston Community Hub funding agreements and licences to occupy and manage 175

24 Community Lease Work Programme 2016/2017 183

25 Sport and Recreation Investment - Community Access Scheme guidelines and future allocation of residual legacy Hillary Commission Community Sport Fund 187

26 Whau gateway signage project - update 203

27 Housing for Older People Partnering Proposal 207

28 Draft 2016 Elected Members’ Expenses Policy 247

29 Local Board input into the Empowered Communities Approach Progress Update Report 265

30 Health, Safety and Well-being May 2016 Update 269

31 Governance Forward Work Calendar 299

32 Confirmation of Workshop Records: May 2016 303

33 Consideration of Extraordinary Items

1 Welcome

Whakataka te hau ki te uru Cease the winds from the west

Whakataka te hau ki te tonga Cease the winds from the south

kia mäkinakina ki uta Let the breeze blow over the land

kia mätaratara ki tai Let the breeze blow over the ocean

E hï ake ana te atakura Let the red-tipped dawn come with a sharpened air

He tio, he huka, he hau hü A touch of frost, a promise of glorious day

Tihei Mauri Ora Let there be life

2 Apologies

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

3 Declaration of Interest

Members were 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.

Specifically members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.

Members declared conflict of interests as below.

Register:

Board Member	Organisation / Position
Catherine Farmer	· Avondale-Waterview Historical Society – Committee Member · Blockhouse Bay Historical Society – Member · Portage Licensing Trust – Trustee · Blockhouse Bay Bowls - Patron
Susan Zhu	· Chinese Oral History Foundation – Committee member · The Chinese Garden Steering Committee of Auckland – Board Member
Derek Battersby	· Whau Coastal Walkway Environmental Trust –Trustee · New Lynn Tennis Club – Patron · West Lynn Gardens – Patron · Tag Out Trust – Chairman
Ami Chand	· Kelston Community Trust – Trustee · Portage Licensing Trust – Deputy Chair · Rupa Aur Aap Trust – Trustee · Kelston Community Hub – Chair · Community Organisation Grants Scheme (COGS) Waitakere City Local Distribution Committee– Committee Member
Duncan Macdonald	· Avondale Business Association – Chairman · Avondale Community Society – Chairman · Avondale RSA – Committee Member · Historical Society - Member · Avondale Jockey Club – Member
Ruby Manukia-Schaumkel	· Wesley College - Trustee · Kelston Girls College – Trustee · Problem Gambling Foundation – Board Member
Simon Matafai	· International Pacific Council – President · United for Education and Sustainable Futures – Ambassador · Global Youth Music Committee – Ambassador · Helping Youth Pursue Emancipation – Ambassador · Auckland City Peace Ambassador · Pacific Events and Entertainment Trust - Patron

4 Confirmation of Minutes

That the Whau Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 18 May 2016, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Ward Councillor’s Update

An opportunity is provided for the Whau Ward Councillor to update the board on regional issues he has been involved with since the last meeting.

8 Deputations

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.

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

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

Whau Local Board

15 June 2016

Portfolio Update: Member Ami Chand

File No.: CP2016/11725

Purpose

1. This report provides an opportunity for Member Ami Chand to give an update with regards to activity within his portfolio areas.

2. Portfolio holders are responsible for leading policy development in their portfolio area, proposing and developing project concepts, overseeing agreed projects within budgets, being active advocates, accessing and providing information and advice.

3. Member Chand leads the Ethnic diversity portfolio and he is a representative on Manukau Harbour Forum.

Executive summary

Smoke-Free Policy Review

4. The board workshop on Wednesday 1 June discussed the Smokefree Policy Review being undertaken by Auckland Council. There were six particular questions asked of the board and informal feedback was given as follows:

General policy purpose question

5. Q1. How effective do you think the current Smokefree Policy is in representing the council’s commitment to ‘working proactively with others towards making Auckland smokefree by 2025’?

· Having a policy gives the signal of support for organisations who are actively campaigning to reduce smoking in our communities.

· Despite inability to enforce Auckland Council Smoking policy, statistics reveal significant reduction in numbers of smokers – particularly in youth. This is reason enough to persevere with the status quo.

Local board specific questions

6. Q2. What steps has the local board taken to implement the council’s Smokefree Policy in its priority areas?

· No smoking parks in the Whau – signs paid out of board’s own budget

· Local Board funded events are promoted as “Smoke-Free” events

· The board retains the right to include a non-smoking clause into any leasing agreement

7. Q3. What role has the policy played in supporting your local board to meet or implement the commitments made in the local board plan or the Auckland Plan?

· Existence of policy forms a basic standard. While the Whau Local Board Plan does not specify non-smoking, it does specify “great local communities across the Whau”. One would argue that a “great local community” is one where young people and adults can enjoy the parks, shared spaces and town centres without being exposed to smoking.

· The upcoming review would see the extension of smoke-free public places and this supports the board’s desired community outcomes.

8. Q4. What have been some of the barriers and challenges in implementing the council’s Smokefree Policy?

· Whau erected “No Smoking” signs in local parks but in fact there is no consequence.

· Boards are asked to pay for own signs - a policy was developed but no resources to back it. Should a regional policy not be backed by regional funds?

Recommendation questions

9. Q5. Do you have any recommendations that would improve the effectiveness of the policy?

· Currently significant variance on how each local government works the policy – should be a standard across the whole country. Nationally consistent laws relative to non-smoking.

· Add as a discussion point at next LGNZ Conference

· Behavioural change campaign through national media: regular slot regular message

10. Q6. Are there any additional areas of support that the council can provide to reach the 2025 smokefree goal?

· Bus stops and train platforms – should be consistent with overall Smoke-free approach.

Central Interceptor Scheme

11. In 2008 Watercare completed the Three Waters Strategic Plan a four year planning exercise addressing the water, wastewater and stormwater needs for the Auckland Region. The Three Waters Strategic Plan identified that Auckland’s most immediate wastewater need was upgrading of the sewer network in the Auckland Isthmus. The Plan highlighted the needs for the wastewater network as being:

· Providing additional network capacity for growth and development across the Auckland Isthmus;

· Duplicating the lower section of the regionally critical Western Interceptor, particularly the Hillsborough Tunnel and Manukau Siphon which are ageing and at risk of failure; and

· Reducing existing wastewater overflows from the old combined sewer system into urban streams and the Waitemata Harbour, improving public health and environmental conditions.

12. The project is a massive exercise that involves significant tunneling throughout Auckland that will direct sewerage to the Māngere Pumping Station. Whilst this is an underground project, sites are required at surface to construct and maintain the network. The western interceptor linkage is likely to necessitate four shafts being constructed in the Whau area. However, construction is unlikely to commence prior to 2021 and that creates a potential for change of planning. In the meantime, Watercare has undertaken to keep the board up-to-date on progress of this long-term project and at this point is still at concept planning stage.

13. What this means is that the long-term outlook for the Manukau Harbour environment is positive.

Recommendation

That the Whau Local Board:

a) receive the portfolio update report from Member Ami Chand.

Attachments

There are no attachments for this report.

Signatories

Author

Whau Local Board Member – Ami Chand

Whau Local Board

15 June 2016

Adoption of Local Board Agreement 2016/2017

File No.: CP2016/10573

Purpose

1. This report seeks adoption of local content for the Annual Plan 2016/2017, including a Local Board Agreement 2016/2017, a message from the chair, local board advocacy, local activity budgets and local performance targets, together with adoption of a local fees and charges schedule for 2016/2017.

Executive summary

2. For each financial year, Auckland Council must have a local board agreement between the governing body and the local board, for each local board area.

3. Every three years a local board plan is developed to inform the long-term plan (and associated local board agreements) which outlines priorities, budgets and intended levels of service over a 10 year period.

4. In February and March this year, the council consulted on proposed changes for the Annual Plan 2016/2017. Local boards then held discussions with the governing body on local feedback, common issues and local priorities prior to budget decisions being made on 13 May 2016.

5. Local boards are now considering local content for the Annual Plan 2016/2017 which includes a local board agreement, a message from the chair, local board advocacy, local activity budgets and local performance targets, together with a local fees and charges schedule for 2016/2017.

6. Local board agreements will include the allocation of locally driven initiative funding to projects and services.

7. On 30 June 2016, the governing body will meet to adopt Auckland Council’s Annual Plan 2016/2017 including 21 local board agreements and associated performance targets and budgets.

Recommendations

That the Whau Local Board:

a) adopt local content for the Annual Plan 2016/2017 (Attachment A), including:

i. a Local Board Agreement 2016/2017

ii. a message from the chair

iii. local board advocacy

iv. local activity budgets

v. local performance targets

b) adopt Local fees and charges schedules for 2016/2017 (Attachment B)

c) note:

i. that the local activity budgets have been updated to reflect final budget decisions made by the governing body on 13 May 2016;

ii. that if there are outstanding (not yet agreed) matters in the local board agreement, the local board should include an explanation of these matters in the Chair’s message at the front of the local board agreement;

iii. that the resolutions of this meeting will be reported back to the governing body when it meets to adopt the Annual Plan 2016/2017 on 30 June 2016.

d) agree that the Chair be delegated authority to make any final minor changes to the local content for the Local Board Agreement 2016/2017.

Consideration

Local board views and implications

8. This report seeks adoption from the local board on its content for the Annual Plan 2016/2017 and other associated material. Engagement with the community, including consultation, and a number of workshops and meetings have been held by the local board and with the governing body to finalise their local board agreement.

Māori impact statement

9. Many local board decisions are of importance to Māori and there is a need to continue to build relationships between local boards and relevant Iwi. The local board agreement is based on the local board plan and the Annual Plan 2016/2017 which have both been developed through engagement with the community, including Māori.

Implementation

10. The resolutions of this meeting will be reported to the governing body on 30 June 2016, when it meets to adopt the Annual Plan 2016/2017.

11. Decisions on the local board agreement, a message from the chair, local board advocacy, local activity budgets and local performance targets are required today in order for staff to finalise local content for the Annual Plan 2016/2017.

12. It is possible that minor changes may need to be made to the attachments before the annual plan is adopted, such as correction of any errors identified and minor wording changes. Staff therefore recommends that the local board delegates authority to the Local Board Chair to make final changes if necessary.

Attachments

No.

Title

Page

a View

Local content to support the Annual Plan 2016/2017:
o          Local Board Agreement 2016/2017
o          Message from the chair
o          Local Board Advocacy

o Local activity budgets
o Local performance targets

b View

Local fees and charges schedule 2016/2017

Signatories

Authors

Mark Allen - Senior Local Board Advisor

David Rose - Lead Financial Advisor

Authorisers

Matthew Walker - GM Financial Strategy and Planning

Karen Lyons - Manager Local Board Services

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

Whau Local Board

15 June 2016

Auckland Transport Update - June 2016 – Whau Local Board

File No.: CP2016/11836

Purpose

1. The purpose of this report is to respond to requests from the Whau Local Board on transport-related matters, inform the board on the current status of the local board’s Local Board Transport Capital Fund (LBTCF), facilitate decisions on proposed and current LBTCF projects and to provide information to elected members about Auckland Transport (AT) activities.

Executive summary

2. This report covers matters of specific application and interest to the Whau Local Board and its community; matters of general interest relating to Auckland Transport activities or the transport sector, and relevant Auckland Transport media releases for the information of the local board and community.

3. In particular, this report provides an update on:

· Response to resolution WH/2016/57

· Local Board Transport Fund

· Local Consultations

· Consultation responses and planned works

· Media

· Customer services enquires

Recommendation

That the Whau Local Board:

a) receive the Auckland Transport Update Report June 2016.

Comments

Monthly Overview

4. One monthly portfolio holder catch-up meeting was held in May 2016. At the portfolio holder meeting held on 11 May 2016 key discussions were regarding:

· Outstanding issues list

· questions arising from monthly report to the board

· proposed assessment of customer requests logged monthly

· recent bus stop and McCrae Way traffic management consultation (feedback is reported later in this report)

· strategic traffic planning issues around impact of congestion on the economic wellbeing of town centres

· status of the proposed Avondale park and ride facility

· information on Goldcard Concessions for AT hop cards

Response to resolution WH/2016/57

5. At its meeting on 18 April 2016, the Whau Local Board passed the following resolution in response to stakeholder consultation undertaken on the proposed bus stop upgrades and installations in the Whau Local Board area:

Resolution number WH/2016/57

MOVED by Deputy Chairperson S Zhu, seconded by Member A Chand:

That the Whau Local Board:

c) request that AT move proposed bus stop at 71 Hepburn Rd to 73 or 69 Hepburn Rd, to avoid covering private drive-way.

6. The additional board resolution will be included in the project resolution report and the response to this and the specific queries raised previously by the board hair and transport portfolio holders and at from the 18 April meeting is as follows:

· Opposite 14 & 20 Archibald Road - Proposed new bus stop and shelter installation

· Opposite 44 & 48 Archibald Road - Proposed new bus stop and shelter installation

There is an occasional need to install bus stops in areas where there is not enough space between driveways. The delays to vehicles using the driveway would be infrequent and of a short duration.

· 108 & 107A Hepburn Road - Proposed bus stop relocation and bus stop upgrades

· 142 & 155 Hepburn Road - Proposed bus stop upgrades

It is confirmed that these are existing bus stops being upgraded, not new locations.

· 71 & 84 Hepburn Road - Proposed new bus stop and bus stop upgrades

This location was chosen as there is clear space within the berm between the driveways. There is a tree outside number 69 Hepburn which will impact on any potential to install a bus shelter in the future.

Local Board Transport Fund (LBTCF)

7. The Whau Local Board’s funding allocation under the LBTCF is currently $517,754 per annum. The local board has fully allocated their Local Board Transport Capital Fund of $2,071,016 up to June 2016.

8. A summary of the local board’s current LBTCF is included in the table below.

Whau Local Board Transport Capital Fund Financial Summary
Total Funds Available in current political term (Four years including 2012-13)	$ 2,071,016
Spent to Date on Completed Projects (including money spent on cancelled projects)	$ -
Committed to date on projects approved for design and/or construction	$ 2,071,016	1%	Percentage of these commitments spent to date.
Total budget left that needs to be allocated to new projects and spent by the end of the current political term.	$ -	The current four year budget is not fully committed. More projects need to be approved.
Total of Projects assessed to a Rough Order of Cost (ROC) stage but not approved by the LB.	$ -
Funds available from the next political term (2016-17)	$ 517,754	This is the full 2016-17 Whau LBTCF budget.

Local consultation undertaken

9. Public consultation was or is currently being undertaken on the proposals listed in the table below. Whilst feedback was sought from the local board’s delegated portfolio holders, if the local board so wishes, it can choose to make its feedback through formal resolutions.

#	Proposal	Time frame
1	Tell us how we can get you cycling Recognising the potential for cycling, Auckland Transport and our partners, Auckland Council, NZ Transport Agency and central government are working together to create a future where more people feel comfortable riding a bike. We want to develop a network of cycling routes to make your area easier to get around and we want your feedback. New Lynn is set to get improved walking and cycling connections. Auckland Transport is asking people what cycling and walking routes they would like for an area that includes New Lynn, Avondale and Blockhouse Bay. In addition, local people and the wider public are being asked what specific locations they would like to see improved to make it safer to get around by bike or on foot. The project is part of a major cycling and walking investment from central and local government in west Auckland. Auckland Transport recently sought feedback on the New Lynn to Avondale Shared Path which goes through green spaces along the rail line. This path will connect with the Waterview Shared Path, which is currently under construction, and ultimately the city centre via the Northwestern Cycleway. Auckland Transport will compile all the feedback and use it to develop future projects. A further round of public consultation will be undertaken on these cycle projects, the first of which is expected to commence by early 2017. Feedback can be completed online at https://at.govt.nz/projects-roadworks/new-lynn-avondale-area-cycle-improvements/ or call 09 355 3553 for a freepost brochure.
2	Proposed P120 time-restrictions in Ambrico Place, New Lynn. Auckland Transport received requests from the management of Te Tou Uku clay works museum to look at time-managing the on-street parking outside 8 Ambrico Place New Lynn. This museum houses ‘arts of clay’ and attracts substantial number of visitors and groups at varying times Tuesday to Friday. Auckland Transport investigated and found that the museum does not have any off-street parking and relies mostly on the availability of on-street parking. Currently, on-street parking in Ambrico Place is at capacity during business hours and is being taken-up by long-term parkers. As a result, visitors to the museum and the residential area are unable to find suitable parking. In order to facilitate on-street parking availability, Auckland Transport Parking is proposing to install; · P120 time-restriction applicable between 8.00am to 6.00pm Monday to Friday. Auckland Transport believe this parking intervention will not only prevent long-term parking, but also assist in parking turn-over, thereby cater to the parking needs of the visitors to the museum and the neighbourhood. The Whau Local Board indicated support for the proposal.
3	66 Rua Road Glen Eden - Licence to occupy The owners of 66 Rua Road, Glen Eden (Church of Jesus Christ of Latter-day Saints) have applied for a licence from Auckland Transport to formalise an existing situation where part of their car park has extended into the road corridor. Description of project: The church car park and fence encroaches into the road corridor. Historic records suggests this car park has been there since at least 2001. The property is on a bus route. The Whau Local Board indicated support for the proposed licence to occupy.

Consultation responses and planned works

10. Consultation responses distributed during May 2016 and physical works undertaken or planned in the Whau Local Board area are listed in the table below.

#	Proposal	Time frame
1	Heaphy Street – Raised Pedestrian Crossing Auckland Transport received a majority of supportive feedback from the community regarding this proposal. The following is in response to comments received: · Can the proposed crossing facility be installed 100 metres down Heaphy Street? Pedestrians cross Heaphy Street near the intersection to walk to and from Blockhouse Bay Road and Kinross Street. Therefore, the proposed raised crossing needs to be near the roundabout to facilitate this pedestrian movement. As a result of this feedback, the proposal will proceed to the next stage of detailed planning. Next Steps Auckland Transport expect to introduce this work before the end of December 2016, subject to any further changes in design or funding issues. Contractors will issue 48-hour notice to all affected residents prior to construction work.
2.	McCrae Way and Great North Road Intersection Improvements Auckland Transport received feedback regarding the proposal from the Whau Local Board, residents, business owners/occupiers, and members of the wider community. Feedback received was considered as follows: 1. Could the signal phase at the McCrae Way and Great North Road intersection be shorter, so cars are not built up along Great North Road? The signal timing at the intersection will be reviewed taking into account the operation of traffic signals with nearby intersections. It is expected that the proposed changes can reduce the delay on Great North Road, which in turn will allow traffic to flow more easily. 2. Concerns that drivers will have difficulty turning into the right of way at McCrae Way. Drivers will still be able to turn right from Great North Road into McCrae Way, where the give way rule will apply. This rule requires all traffic turning right to give way to vehicles coming from the opposite direction. 3. Concerns that drivers will have difficulty exiting the right of way at McCrae Way. The reason to install the detection unit is to assist vehicles at the right of way with the exit movements. When the unit detects that the waiting time of a vehicle exceeds a specific amount of time, it will then communicate with the traffic signals at the main roads to display a red signal phase, giving the vehicle an opportunity to exit. 4. Can we allow more waiting area at Great North Road by extending the lanes? To increase the length of the two-lane arrangement we would need to remove on-street parking. Parking is a valuable resource to the community so unfortunately we cannot remove it as part of the proposal. 5. Comments regarding the proposed speed hump. The speed hump is aimed to encourage drivers to reduce their speeds when approaching the footpath. The height of the speed hump will be assessed during the detailed stage of the proposal. As a result of this feedback, the proposal will proceed to the next stage of detailed planning. Next Steps Auckland Transport expect to introduce this work between July 2016 and June 2017, subject to any further changes in design or funding issues. Contractors will issue 48-hour notice to all affected residents prior to construction work.
3.	Bolton Street – Pedestrian Safety Improvements AT recently asked for feedback on AT’s proposal to improve road safety, in particular pedestrian safety, at the two zebra crossings on Bolton Street. Consideration of public feedback Auckland Transport received a majority of positive feedback from the public concerning this proposal. We also received a few queries during the feedback period, which we would like to address as follows: · Are you able to upgrade the existing zebra crossings to signalised pedestrian crossings? The pedestrian demands at the existing zebra crossings are insufficient at this time to justify the installation of signalised pedestrian crossings at these locations. · Are raised platforms necessary? Auckland Transport places high importance on the safety of vulnerable road users such as pedestrians. Therefore, the proposed raised zebra crossings are considered necessary to help slow traffic along Bolton Street; addressing the safety concerns identified at these pedestrian crossing facilities. · There seems to be a lack of cycle provision in this proposal. The proposed improvement measures are designed to be cycle friendly by ensuring that a standard minimum traffic lane width of 4.2 metres is provided, avoiding any ‘pinch points’ for cyclists. · Why are you removing parking at the bus stops? The Broken Yellow Lines (BYLs) either side of a marked bus bay are a means of allowing the entry and exit to the bus stops remain open and buses are able to manoeuvre safely. This is a city-wide improvement measure currently being introduced by Auckland Transport. Therefore, the installation of BYLs at the existing bus stops within this section of Bolton Street is considered necessary as part of this project. · Are you able to removal additional parking at residential driveways? Parking related visibility issues are common at residential driveways located on busy roads such as Bolton Street. Parking within one metre of a vehicle entrance is illegal and the access issues experienced at driveways can be addressed through Parking Enforcement. If members of the public notice any illegal parking, we encourage you to contact us (09) 355 3553 to request a parking officer visit the site. · Speed A speed survey was undertaken in March 2016 and the results show that vehicles travelling on Bolton Street were doing so at an 85th percentile speed of 51km/hr. However, this is not to dispute local knowledge of the drivers that stand out as driving inconsiderately. Therefore, should members of the public notice common trends of speeding drivers at a certain time of day or an individual vehicle, we suggest that they contact the police who may choose to carry out targeted enforcement in the area. Next Steps After careful consideration of the feedback, the proposal will proceed to the next stage of detailed planning. Auckland Transport expect to introduce this work between July 2016 and June 2017, subject to any further changes in design or funding issues. Contractors will issue 48-hour notice to all affected residents prior to construction work.
4.	Mary Dreaver Street and Mulgan Street – Intersection Improvements Auckland Transport recently asked for feedback on Auckland Transport’s proposal to make several minor improvements to the intersection of Mary Dreaver Street and Mulgan Street. Consideration of public feedback Auckland Transport received a majority of supportive feedback from the community regarding this proposal. As a result of this feedback, the proposal will proceed to the next stage of detailed planning. Next Steps Auckland Transport expect to introduce this work between July 2016 and June 2017, subject to any further changes in design or funding issues. Contractors will issue 48-hour notice to all affected residents prior to construction work.

Media

Kiwi carpool week, 6-12 June 2016

11. Let’s Carpool is the easy way to find a carpool match. Auckland residents are being asked to join the rapidly expanding community of members to find carpool partners for regular commutes or a one-off trip to save money, meet new people, improve travel times and help the environment. For further information, please refer to Attachment B.

Regional Safety Belt Awareness Campaign, 29 May to 26 June 2016.

12. Auckland Transport is delivering a regional campaign to raise awareness and to remind people to always wear their safety belt/seat belt and that safety belts save lives.

13. In the past year there has been a significant issue around the increase of fatal and serious injuries on Auckland roads which could have been prevented if the driver/passengers were wearing a safety belt. In 2015, 92 people who died in crashes on New Zealand’s roads were not wearing their seat belt. More than half of these people are likely to have survived if they had taken the time to make it click (60% increased survival rate for those sitting in the front). It is a legal requirement that all cars in the front and back seats must be fitted with a safety belt and passengers in a seat with a safety belt must wear the safety belt.

14. The campaign is primarily targeting males aged between 20 and 40 years. Between 2011 and 2015, 110 males were fatally or seriously injured for not wearing seat belts, while only 10 females were fatally or seriously injured during the same period.

15. The key objective is to contribute towards a reduction in the number of deaths and serious injuries in crashes relating to drivers/passengers not wearing their safety belt and the associated social cost.

Customer service enquiries

16. This information was not available for inclusion in the report at agenda close and will be tabled at a later date.

Consideration

Local board views and implications

17. This report is for the local board’s information and action as required.

Māori impact statement

18. All proposed schemes are subject to prioritisation, funding and consultation.

Implementation

19. All proposed schemes are subject to prioritisation, funding and consultation.

Attachments

No.	Title	Page
a View	Tell us how we can get you cycling	39
b View	Kiwi carpool week	45

Signatories

Author

Anthony Lewis – Elected Member Relationship Manager , Auckland Transport

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit , Auckland Transport

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

Whau Local Board

15 June 2016

Whau Local Grants, Round Two and Quick Response, Round Five 2015/2016

File No.: CP2016/08631

Purpose

1. The purpose of this report is to present applications received for Whau Local Grants, round two and Whau Quick Response, round five 2015/2016. The local board is required to fund, part-fund or decline these applications.

Executive Summary

2. The Whau Local Board has set a total community funding budget of $200,000 for the 2015/2016 financial year.

3. A total of $159,294.35 was allocated in previous grant rounds, leaving a remaining balance of $40,705.65 remaining to allocate for the 2015/2016 financial year.

4. Nineteen applications were received for this local grants round, requesting a total amount of $189,816.90 (see Attachment B). Four applications were received for this quick response round, requesting a total amount of $6,739 (see Attachment C).

Recommendations

That the Whau Local Board:

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

Table One: Whau Local Grants, Round Two applications:

Focus	Organisation Name and Application ID	Project	Total Requested
Arts and Culture	Ruia Taitea Creative LG1621-221	Towards the costs of the Kōanga Festival 2016	$20,000
Arts and Culture	Action Education Inc LG1621-230	Spoken Word Poetry workshops in the Whau Local Board area	$2,000
Community	Communicare CMA (AK) Inc. LG1621-207	Towards the programmes in Avondale and Blockhouse Bay Communicare centers	$2,069
Community	Bangla School Charitable Trust LG1621-213	Towards the operation of Bangla School	$3,026
Community	Pencilcase Limited LG1621-215	Towards the operation of the Sunday Homework Center	$4,000
Community	Violence Free Waitakere LG1621-217	Towards project co-ordination and support for the programme	$5,000
Community	Roopa Aur Aap Charitable Trust LG1621-220	Jaagriti (Awakening) family support group project	$25,000
Community	Waitakere WEA t/a West Auckland Enterprise, Skill & Training LG1621-225	Towards the West Work Ready programme	$11,760
Community	Bhartiya Samaj Charitable Trust LG1621-227	Towards the caring for the community programme	$11,816.90
Community	Youthline Auckland Charitable Trust LG1621-231	Towards the Youthline employment specialist, who support West Auckland youth	$10,000
Community	Kelston Girls College Board of Trustees LG1621-209	Towards the annual community event bringing the community together	$15,000
Environment	Project Litefoot Trust LG1621-228	Towards the LiteClub project for Avondale Cricket Club and Western Districts Hockey Club	$3,031
Events	Kelston Boys High School Board of Trustees LG1621-203	Towards the Kelston Boys High School Whanau Day	$21,000
Events	Interacting LG1621-202	Towards the InterACT 2016! event	$6,000
Events	Zeal Education Trust LG1621-214	Towards the Whau “Four Schools Event Box” tour	$6,812
Events	Waitakere Indian Association LG1621-229	Towards the Waitakere Diwali Festival	$30,000
Events	Pasifika Migrant Services Trust LG1621-233	Towars the “Healthy Living Kiribati community in West Auckland” project	$3,660
Events	Fetu Ao Youth LG1621-234	Towars the “Fetu Ao Youth” Concert	$4,000
	Total amount requested		$184,174.90

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

Table Two: Whau Local Grants Round Two, Multiboard application:

Main Focus

Organisation Name and Application ID

Project

Total

Requested

Community

Starjam Charitable Trust

LG1617-206

Auckland CoolJam Talent Expansion Programme

$5,642

Total

$5,642

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

Table Two: Whau Quick Response, Round Five Applications

Main Focus	Organisation Name and Application ID	Project	Total Requested
Community	Island Security N Watchman QR1621-426	Towards the Community Safety Awareness programme	$2,000
Community	Encounter Hope Foundation LG1621-201	Towards the Hope Centre	$1,739
Community	West Auckland Women’s Centre LG1621-222	Signage for the Women's Centre Waitakere	$1,000
Sport and recreation	Ponsonby Rugby Club Inc. QR1621-505	Towards the Ponsonby-Kelston Broncos under six rugby team costs	$2,000
		Total	$6,739

Comments

5. The implementation of the new Community Grants Policy commenced on 1 July 2015. The policy supports each local board to adopt a grants programme for 2015/2016 and the Whau Local Board adopted its grants programme on 15 April 2015 (see Attachment A)

6. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

7. The Whau Local Board will operate five quick response rounds and two local grants rounds for this financial year. The fifth quick response round closed on 29 April 2016.

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

9. The Whau Local Board set a total local community grants budget of $200,000 for the 2015/2016 financial year.

10. A total of $159,294.35 was allocated in previous grant rounds, leaving a remaining balance of $40,705.65 remaining to allocate for the 2015/2016 financial year.

11. Nineteen applications were received for the second round of local grants, requesting a total amount of $189,816.90 (see Attachment B). Four applications were received for the fifth round of quick response, requesting a total amount of $6,739 (see Attachment C)

Consideration

Local Board views and implications

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

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

Māori impact statement

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

Implementation

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

16. Following the Whau 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 decision.

Attachments

No.	Title	Page
a View	Whau Local Board Community Grants Programme 2015/2016	53
b View	Whau Local Grant Round Two 2015/2016 application summaries	57
c View	Whau Quick Response Round Five 2015/2016 application summaries	131

Signatories

Author

Fua Winterstein - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Whau Local Board

15 June 2016

Whau 2016/17 Local Economic Development Programme

File No.: CP2016/10891

Purpose

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

Executive summary

2. This report introduces the proposed 2016/17 financial year Local Economic Development Work Programme for the Whau Local Board.

3. The proposed work programme comprises an allocation for a migrant business support project.

4. The total value of the Local Economic Development programme is $15,000

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

Recommendation

That the Whau Local Board:

a) approve 2016/2017 local economic development programme as follows;

i. Migrant Business Support ($15,000).

Comments

Background

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

7. The proposed LED programme comprises the following activity.

Migrant Business Support ($15,000)

8. As part of its “great local communities and stronger local businesses outcomes” priority the Whau Local Board Plan identifies support for new migrants and migrant businesses as key outcomes. An allocation was made for 2016/17 for a further Migrant Business Support project. It is recommended this go ahead, building on work done in the current financial year in the Whau Local Board area and also learning from similar work in other local boards.

9. The project will explore leveraging support from other local boards and local and national government agencies in order to support delivery. Neighbouring local boards are interested in delivering similar migrant business support programmes in 2016/17 and there are already talks underway between agencies (Immigration New Zealand, IRD and Auckland Council) as to what this service delivery model may look like and how it may be pulled together.

10. In addition the Settlement Protection and Attraction Division (SPA) within Immigration New Zealand / Ministry of Business, Immigration and Employment (MBIE) also has a remit to maximise the potential of an increasingly mobile global workforce. One of the areas of focus is around settlement to support migrants to settle in work in New Zealand. The Settlement Unit has met with the Whau Local Board to discuss ways that they are looking to support new Pacific migrants. It would be of value to develop this relationship further through this project to understand how Pacific migrants in the Whau can be best supported to be successful in business.

11. This project will engage with Whau owned businesses to establish a relationship, gather information about their needs, and how they can be best met. Events / services designed to meet those needs will be designed and delivered.

12. The aim is to ensure the whole of the Whau business community regardless of ethnic background or length of time in New Zealand are supported to be successful in business and to promote the Whau as an area where migrants can be successful in business.

13. The following outcomes are anticipated.

· Improved connectivity between migrant community and the Whau Local Board.

· Improved connectivity between migrant community and the business support infrastructure, including business associations.

· Better business outcomes for supported businesses.

· Recognition of the Whau Local Board area as a supportive place for migrants to establish and grow their businesses.

Consideration

Local board views and implications

14. The proposed local economic development work programme was developed to help deliver the local board outcomes and actions within the Whau Local Economic Development Action Plan.

15. The 2014 Whau Local Board Plan contains the outcome: ‘Stronger local businesses providing more and higher paid work’ and the key initiative to ‘support a western business growth group, business mentors and business development particularly for new and migrant businesses’.

16. The Whau Local Economic Development Action Plan includes in action 9.2: ‘supporting our diverse communities’ to undertake targeted interventions to;

· improve skills and employment outcomes for ethnic/immigrant communities

· increase the participation of local immigrant communities in employment training programmes

· increase participation of local migrant owned businesses in business associations and other business focussed events.

17. The Local Economic Development Action Plan also includes contains a number of actions in relation to supporting and promoting support and advice to the local Whau businesses community. These are included under action area 2 of the Local Economic Development Action Plan ‘encouraging innovative business activity in the Whau’ and also under action area 3 ‘building business capability and skills’.

18. The proposed local economic development work programme was presented to the local board at the 18 May 2016 workshop.

19. Consideration of the discussion in that workshop has been made and the need to explicitly include engagement with the Settlement Protection and Attraction Division (SPA) that is looking at settlement of Pacific migrants has been included.

20. The local board will also need to indicate whether it wishes to investigate working with neighbouring local boards that have also allocated funds to migrant business support initiatives.

Māori impact statement

21. There are no specific impacts for Māori resulting from the project. The migrant business project is targeted at business owners who have moved to the Whau Local Board area from overseas.

Implementation

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

Attachments

There are no attachments for this report.

Signatories

Author

Jonathan Sudworth - Local Economic Development Advisor

Authorisers

Paul Robinson - Manager Local Economic Growth - ATEED

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

Whau Local Board

15 June 2016

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

File No.: CP2016/09979

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 Whau 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.

Recommendations

That the Whau Local Board:

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

b) delegate the approval for any more than minor 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	Whau Parks,Sport and Recreation draft Annual work programme 2016-2017	151

Signatories

Author

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

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

Whau Local Board

15 June 2016

Whau Local Board Libraries Work Programme 2016/2017

File No.: CP2016/10850

Purpose

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

Executive summary

2. This report provides information to support Whau 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 Whau Local Board aligns with the following 2014-2017 Whau Local Board Plan priorities:

· Great local communities across the Whau

· Whau’s heritage, local arts and cultures are cherished

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

Recommendation

That the Whau Local Board:

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

Comments

6. The libraries work programme for 2016/2017 aligns to the Whau 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 Whau Local Board Plan priorities:

· Great local communities across the Whau

· Whau’s heritage, local arts and cultures are cherished

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

9. A workshop was held with the local board and Libraries staff on Wednesday, 13 April 2016 where the draft work programme was considered.

10. The Whau 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 Whau community.

Consideration

Local board views and implications

11. The draft 2016/2017 work programme was considered by the local board at a workshop on Wednesday, 13 April 2016.

Māori impact statement

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

Implementation

13. Libraries staff will continue to meet with the portfolio holders regularly to provide updates on the work programme and ensure it is progressed and meet 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	Whau Local Board Libraries Work Programme 2016/2017	157

Signatories

Author

Darryl Soljan - Manager Customer Experience - North & West Libraries

Authorisers

Mirla Edmundson - General Manager Libraries & Information

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

Whau Local Board

15 June 2016

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

File No.: CP2016/10947

Purpose

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

· great local communities across the Whau

· stronger local businesses providing more and higher paid work

· Whau’s heritage, local arts and cultures are cherished.

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

6. The work programme includes approval for a number of funding agreements:

· funding of $20,000 to Community Waitakere to lead capacity building workshops and strengthen local participation in Kelston

· funding of $20,000 to Avondale Community Action to strengthen capacity of community organisations, service providers and increase local participation and decision making in the town centre planning process

· funding of $15,000 to Enspiral to encourage local food and garden projects

· funding of $25,000 to Greenstar Energy Solutions Limited to undertake assessment, education and installation of appropriate sustainable healthy housing improvements in rental properties

· $60,000 (uninflated opex budget) funding agreement for Portage Ceramics Trust (for Te Toi Uku)

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

Recommendations

That the Whau Local Board:

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

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

Comments

8. 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 Whau Local Board plan 2014-2017.

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

· great local communities across the Whau; by providing funding for community groups and a number of community centres across the Whau, as well as upskilling local groups through the empowered events initiative

· stronger local businesses providing more and higher paid work; by building the capacity and connections between local employers, youth and service providers to deliver youth employment outcomes

· Whau’s heritage, local arts and cultures are cherished; through funding and delivering a range of local events and engaging an art broker to support innovative local art and culture programmes and activations.

10. The ACE work programme 2016/2017 for the Whau 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 building youth capacity by encouraging young people to lead projects and activities, working with the Waitakere Ethnic Board to increase social inclusion and funding the Kai Across the Whau programme

· Arts and Culture: This includes funding for Te Toi Uku, support for Ambrico Kiln site projects and the engagement of an arts broker to ensure the community is highly engaged in the arts

· Events: This work programme includes a range of community events such as Whau Pacific and Chinese festivals, Movies in Parks and Citizenship Ceremonies

· Community Places: This includes the provision of quality programming in New Lynn and Avondale community centres, as well as funding for Blockhouse Bay Community Centre, Green Bay Community House and Kelston Hub.

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

12. 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.

13. 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.

14. Empowered Events demonstrates the Empowered Communities Approach. The Events Unit are supporting community groups and organisations by running a programme of activities aimed at increasing their skills and understanding of events. By upskilling community groups, the local community will have more capability to deliver successful events themselves.

15. 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.

16. The work programme includes approval for a number of funding agreements:

· funding of $20,000 to Community Waitakere to lead capacity building workshops and strengthen local participation in Kelston

· funding of $15,000 to Enspiral to encourage local food and garden projects

· funding of $25,000 to Greenstar Energy Solutions Limited to undertake assessment, education and installation of appropriate sustainable healthy housing improvements in rental properties

· $60,000 (uninflated opex budget) funding agreement for Portage Ceramics Trust (for Te Toi Uku).

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

Consideration

Local board views and implications

18. 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

19. 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.

20. ACE is committed to supporting strong Māori communities through engagement, capacity building and contributing to Māori well-being. ACE is ensuring that youth initiatives respond effectively to Māori rangatahi and supporting better participation practices to enable Māori to shape decision-making.

Implementation

21. 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	Whau Local Board Arts, Community and Events Work Programme 2016/2017	163

Signatories

Author

Graham Bodman - General Manager Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

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

Whau Local Board

15 June 2016

Blockhouse Bay Community Centre, Green Bay Community House, Kelston Community Hub funding agreements and licences to occupy and manage

File No.: CP2016/09551

Purpose

1. To approve the funding agreements and licences to occupy and manage the community operated centre, house and hub within Whau Local Board area.

Executive Summary

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

3. The current funding agreements for Blockhouse Bay Community Centre Incorporated, Green Bay Community House Incorporated and Kelston Community Hub Incorporated expire on 30 June 2016 and this report seeks a decision from the local board on future funding; the term of the agreement and approval of the licence.

4. There are three options for the term of funding agreements and licences to occupy and manage, which are:

· continuation of an annual agreement

· a three year term

· a five year term.

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

6. A three year term is recommended for the Blockhouse Bay Community Centre Incorporated and Green Bay Community House Incorporated. A one year term is recommended for the Kelston Community Hub Incorporated as it has a new management committee. These groups are stable, experienced organisations. The groups provide audited annual reports, delivered expected outcomes, reported on time and to the expected standard.

Recommendations

That the Whau Local Board:

a) approve a funding agreement and licence to occupy and manage Blockhouse Bay Community Centre Incorporated for the years 2016-2019, terminating on 30 June 2019, for the operation of the Blockhouse Bay Community Centre.

b) approve funding for Blockhouse Bay Community Centre Incorporated $49,231 per annum to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

c) approve a licence to occupy and manage Blockhouse Bay Community Centre by the Blockhouse Bay Community Centre, at 524 Blockhouse Bay Road, Auckland being Pt Lot 1 DP 73937;Attachment A.

i) Term – 3 year commencing 1 July 2016;

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

d) approve a funding agreement and licence to occupy and manage with Green Bay Community House Incorporated for the 2016-2019 year, terminating on 30 June 2019, for the operation of the Green Bay Community House.

e) approve funding for Green Bay Community House Incorporated of $38,290 per annum to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

f) approve a licence to occupy and manage Green Bay Community House by the Green Bay Community House Incorporated, at1 Barron Drive, Green Bay being Pt Lot 17 DP 6678. Attachment B.

i) Term – 3 year commencing 1 July 2016;

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

g) approve a funding agreement and licence to occupy and manage with Kelston Community Hub Incorporated for the year 2016-2017, terminating on 30 June 2017, for the operation of the Kelston Community Hub.

h) approve funding for Kelston Community Hub Incorporated of $38,290 to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

i) approve a licence to occupy and manage Kelston Community Hub by the Kelston Community Hub Inc, at 68 St Leonard’s Road, Kelston being Part of Lot 7 DP 22528 contained in NA11D/221. Attachment C.

i) Term – 1 year commencing 1 July 2016;

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

Comments

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

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

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

(a) 1 year term:

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

(b) 3 year term:

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

A multi-service organisation delivering high service outcomes.

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

Allocating funding for FY 2016-17 and beyond

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

Recommended funding for community houses and hubs
Community Group	Term of grant (from 1 July 2016)	Total to be allocated	Purpose of funding	Comment
Blockhouse Bay Community Centre Incorporated	Three year	$49,231 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Blockhouse Bay Community Centre	The organisation has been delivering good management and productive programming for more than five years. They satisfy the criteria for multi-year funding.
Green Bay Community House Incorporated	Three year	$38,290 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Green Bay Community House	The organisation has been delivering good management and productive programming for more than three years. They satisfy the criteria for multi-year funding.
Kelston Community Hub Incorporated	one year	$38,290 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Kelston Community Hub	The organisation has a new management committee. They have developed good consistent programming. The hub has been in existence under two years. They satisfy the criteria for annual funding, at this stage, with a view to considering a longer term in 2017/2018.

Terms and conditions of grants, and ongoing monitoring

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

Consideration

Local Board views and implications

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

14. During a workshop while developing the 2016/17 work programme the Whau Local Board discussed a submission made by the Green Bay Community House Incorporated for additional funding to enable the group to continue to deliver and enhance its community programme. This report provides an opportunity for the local board to resolve on any additional funding via it’s LDI local board discretionary funding should it wish to do so.

Māori impact statement

15. Blockhouse Bay Community Centre, Green Bay Community House and Kelston Community Hub endeavour to improve well-being among Maori within the work programmes they deliver. Council staff continue to work with the centre, house and hub support and build capability to enhance wellbeing and outcomes for Maori

Implementation

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

Attachments

No.	Title	Page
a View	Blockhouse Bay Community Centre Site Plan	179
b View	Kelston Community Hub Site Plan	181

Signatories

Author

Murali Kumar - Place Manager (Whau, Waitakere) - Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

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

Whau 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.: CP2016/10551

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.

Recommendations

That the Whau Local Board:

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

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

Comments

Draft Community Access Scheme

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

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

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

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

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

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

13. Investment will be made in facilities to:

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

· optimise and increase the use of existing facilities

· support the start-up phase of multisport facilities

Existing community access funding agreements

14. The 11 existing community access 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

Community Access Grant update for Whau Local Board

Avondale College Stadium

17. Avondale College Stadium is located on Avondale College campus and is managed by the Avondale College Stadium Management Committee. In 1992 Auckland City Council contributed $360,000 towards its construction. The stadium fills both a local and sub-regional role in the provision of sport and recreation facilities, with two full-sized indoor courts (one with spectator seating for 1000), two squash courts, an aerobics studio and a weights room. Council has had a community access arrangement with Avondale College for the stadium since 1992 and in 2015/2016 provided $17,060. In return for the funding the stadium is available to the community outside of school hours and is well used community facility.

18. Also on Avondale College campus and available for community use are a water-based hockey turf and pavilion and 6 netball courts, all of which council has invested in by way of grants for their capital development.

19. Funding for the Avondale College stadium aligns with the draft Community Access Guidelines as it meets an identified geographic gap for indoor court space.

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	193
b View	Sport and Recreation Investment diagram	199
c View	Options Analysis for residual Hillary Commission fund	201

Signatories

Authors

Ken Maplesden - Team Leader Local Partnerships

Emma Morgan - Principal Advisor Investment Programme

Authorisers

Sharon Rimmer - Manager Sport and Recreation

Mace Ward - General Manager Parks, Sports and Recreation

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

Whau 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.

Whau Local Board

15 June 2016

Attachment B

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

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

Aucklanders: more active more often

Auckland Council’s role in delivering this is through:

	Sector Investment*	Facility Provision	Planning and Policy	Advice

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

Whau Local Board

15 June 2016

Whau gateway signage project - update

File No.: CP2016/05570

Purpose

1. The purpose of this report is to seek approval from the Whau Local Board to transfer the location of the signage project to land adjacent to the Whau River and to progress the project through the Te Whau Pathway programme. The project would be managed by Council Park’s staff working through the Te Whau Pathway Project Steering Group. Board oversight will be progressed through the Parks portfolio, Board workshops and reports as required.

Executive Summary

2. The installation of pillars that mark the entrance to the area known as the Whau was originally proposed to be installed on the Whau Bridge on Great North Road. These pillars were anticipated to be the first of several such entrance markers around the Whau.

3. Further investigation has identified technical issues associated with the ability of the Whau Bridge to support the pillars which means that new locations for the pillars are required to be identified.

4. An opportunity exists to engage with Te Whau Pathway Project Steering Group to identify locations for the pillars in the vicinity of the Bridge alongside the Te Whau Pathway.

5. To progress this it is recommended that the funding set aside by the Board would be granted to the Whau Coastal Walkway Trust ring-fenced to this project.

Recommendations

That the Whau Local Board:

a) grant CAPEX of $59,150 from the 2015/16 year for the Whau gateway signage project (Whau Bridge pillars) to the Whau Coastal Walkway Trust to create and install gateway pillars, taking forward current design elements, in the 2106/17 financial year

b) note that the Te Whau Pathway Steering Group will investigate locations for the pillars in the vicinity of the Whau Bridge and along the Whau River

c) request Council staff to keep the local board informed on the final locations for the pillars and any amendments to the pillar design and their support structures.

Comments

6. The Whau Local Board and the North/West Planning Unit of Auckland Council commenced the development of the ‘Gateway Project’ for the Whau River Bridge that connects New Lynn and Avondale at Great North Road. The Whau Local Board considered this project on 11 December 2013, 23 April, 25 June, 15 October 2014, and 22 April 2015.

7. Unitec students conducted a community engagement process with the Avondale and New Lynn communities to develop the concepts. The local board’s feedback has also influenced various stages of the project including the design of the gateway symbols.

8. The project reached a stage in May 2015 where sufficient design material was available for it to be reviewed by a panel of internal experts. The review panel recommendation was that the project as it was proposed for the bridge could not proceed, but to consider other site options. The reasons for this were as follows :

a) There is insufficient budget for the engineering, construction, installation and maintenance costs for the project on the bridge

b) There are further developed design considerations to resolve around the choice of material for the pillars, the fixing of the pillars to the sides of the Whau Bridge, and “whole of life” maintenance for the pillars once they were installed.

9. While a great deal of work was done in relation to the design of the pillars, full consideration could not be given to the ability of the concrete that forms the sides of the Whau Bridge to sustain the weight of the structures until that had been progressed. This is especially important in terms of horizontal forces (such as wind) and impact stresses (from traffic accidents). Auckland Transport advised that the concrete sides were constructed (circa 1930) for the purpose of pedestrian safety and so considerable doubt exists about their ability to sustain the signage pillars in the longer term.

10. Options to progress the installation of the pillars on and near the bridge have been considered. These include moving them onto adjacent land, custom built concrete plinths in the vicinity of or on the bridge and re-locating the signage pillars to land in the vicinity of the Bridge in conjunction with the Te Whau Pathway Project.

11. The option to use adjacent land has significant constraints due to current usage but also will be an area under design consideration for the Te Whau Pathway.

12. The costs of the option to build custom built concrete plinths on or near the bridge are estimated to be cost prohibitive.

13. The option of widening the consideration of the location of the pillars to a location along the Te Whau pathway creates further options. There is still the opportunity to to signal the gateway from Avondale to New Lynn. The design elements are not site specific and reference natural and built icons that are relevant along the pathway around New Lynn.

14. Discussions with the Te Whau Project Steering Group have confirmed that the Group is interested in the opportunity of incorporating the pillars along the Pathway. The installations would provide a development milestone whilst there is a hiatus in path development as routes, designs and funding for the next stages are finalised.

15. Taking into consideration the above the recommendation is to progress the project through working with Te Whau Pathway Group.

Consideration

Local Board views and implications

16. This project delivers on the Local Board Plan arts and culture and outstanding places outcomes. The Board supports the development of signs that acknowledges our stories, our challenges and our aspirations and celebrate our heritage.

Māori impact statement

17. The current design for the pillars has been prepared in conjunction with iwi, particularly Te Kawerau a Maki. Further engagement with iwi through the Te Whau Pathway Project Group will be conducted in the finalisation of the location and any revised design (if required).

Implementation

18. The Whau Local Board has previously carried over the CAPEX budget for the project to the 2015 / 2016 financial year of $59,150.00. This budget was expected to meet the costs of the construction and installation of the pillars on the Whau Bridge. This budget can be granted to the Trust to finalise the location, complete the design to build and to install the pillars (utilising the current design or a revised design). If the project is not progressed through this method the funds cannot be carried forward and will be not be available for allocation to any other project.

19. The transfer of the project into the pathway programme will enable the on-going maintenance of the pillars once they are installed to form part of the future annual budgetary requirements for Parks maintenance. It will also provide the potential to possibly secure additional funds from sponsors and philanthropic trusts.

20. In line with the pathway construction processes staff from North West Planning in the Plans and Places Department and Parks will work with Te Whau Pathway Project Steering Group to consider options for the location and design of the pillars on the Pathway in the vicinity of the Whau Bridge.

Attachments

There are no attachments for this report.

Signatories

Author

Eryn Shields - Team Leader Planning - North West

Authorisers

Warren Maclennan - Manager Planning - North/West

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

Whau Local Board

15 June 2016

Housing for Older People Partnering Proposal

File No.: CP2016/11767

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

That the Whau Local Board:

a) provide feedback on

i. the Housing for Older People Partnering Proposal and

ii. the proposed Housing for Older People Partnering Policy

Comments

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

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

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

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

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

What Auckland Council is proposing:

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

15. Management agreement:

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

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

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

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

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

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

16. Development agreement:

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

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

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

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

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

Why is Auckland Council proposing this?

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

19. To improve the quality of housing:

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

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

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

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

20. To improve tenant satisfaction:

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

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

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

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

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

How does the proposal compare with other options?

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

Option

Service level impact

Rates impact

Debt impact

Achieves the council’s objectives?

Advantages

Disadvantages

Status Quo:

Continue to manage and develop the housing without external support.

Actual tenant satisfaction levels are at 64 per cent which is well under the target average of 75 per cent. This means the council will be increasingly unlikely to meet its targets over time.

No impact – however tenant satisfaction levels are unlikely to be met.

· Does not grow the community housing sector.

· Does not improve quality of housing.

· Does not access non ratepayer funding.

· The council retains full control over the assets.

· No costs associated with change.

· Does not address the falling tenant satisfaction.

· Reliant on rates funding.

Sell or gift portfolio to a CHP:

Sell or gift the units and land to an existing CHP with conditions to ensure the provision of social housing remains.

Tenant satisfaction will likely decrease, as it will be difficult for the council to control the quality of housing.

Neutral to slightly positive

The sales proceeds would depend on the conditions placed on the sale. Depending on the conditions placed this could significantly reduce the proceeds from the sale.

Slightly positive to negative

The debt impact would depend on whether the council would still provide the capital grant for improvements to the housing, and any other conditions placed on the sale.

Partly. The council is no longer responsible for providing 1,412 housing for older people units. But, this may grow the wider community housing sector.

· The council no longer has any risk for operating the portfolio.

· This may grow the wider community housing sector.

· The council will have no ownership or control over the units.

· Long term provision of the service is not guaranteed.

· The council would not own land and buildings as assets.

The proposal (partnering with a third-party housing provider under management and development agreements)

Tenant satisfaction will increase, as the council will be able to rely on new expertise from the third party social housing provider, unlock access to government funding and can redevelop the portfolio to improve quality.

Negligible to

slightly negative

Negative

(Debt increases by $48.4 million for the management agreement and a further potential $20 million for the development loan facility).

Yes. The proposal aims to increase tenant satisfaction to targeted levels.

· Allows for an improvement of the quality of housing.

· Unlocks access to government funding.

· The council will lose some control over the units.

· Requires monitoring of an external entity.

· Development could cause disruption for tenants.

Proposed Housing for Older People Partnering Policy

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

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

· general decision making on the council’s HfOP portfolio

· the management of the HfOP portfolio by the new CHP

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

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

Requirement to consult

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

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

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

Public consultation

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

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

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

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

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

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

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

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

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

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

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

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

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

Consideration

Local board views and implications

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

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

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

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

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

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a View	Consultation document	215
b View	Housing for Older People Partnering Policy	243

Signatories

Author

Kat Teirney - Team Leader – Community Facilities, South

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Karen Lyons - Manager Local Board Services

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

Whau Local Board

15 June 2016

Draft 2016 Elected Members’ Expenses Policy

File No.: CP2016/11975

Purpose

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

Executive summary

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

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

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

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

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

· remove the duplication of Remuneration Authority allowance tables

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

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

Recommendation

That the Whau Local Board:

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

Comments

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

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

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

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

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

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

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

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

Substantive changes

Professional development and attendance at conferences

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

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

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

Domestic travel approval

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

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

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

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

International travel approval

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

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

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

23. The probity check to this approach is threefold:

· the trip must meet the principles of the policy

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

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

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

Table 1. Changes to approvals

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

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

Consideration

Local board views and implications

26. This report is seeking local board views.

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a View	Draft Auckland Council Elected Members’ Expense Policy 2016	251

Signatories

Author

Jo Iles, Business Hub Manager, Democracy Services

Authorisers

Marguerite Delbet - Manager Democracy Services

Lou Lennane - Acting Manager Local Board Services

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

Whau Local Board

15 June 2016

Local Board input into the Empowered Communities Approach Progress Update Report

File No.: CP2016/10966

Purpose

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

Executive summary

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

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

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

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

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

Recommendation

That the Whau Local Board:

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

Background

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

· To transition delivery to a more empowered community approach;

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

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

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

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

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

(Resolution number: BUD/2015/18

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

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

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

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

(Resolution number: REG/2015/41)

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

The approach:

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

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

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

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

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

Progress update report

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

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

Three year evaluation

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

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

Consideration

Local board views and implications

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

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

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

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

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

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

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

Māori impact statement

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

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

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

Implementation

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

Attachments

There are no attachments for this report.

Signatories

Author

Madelon De Jongh - Local Board Advisor Manurewa

Authorisers

Anna Bray - Policy and Planning Manager - Local Boards

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

Whau Local Board

15 June 2016

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).

Whau Local Board

15 June 2016

Whau Local Board Workshop Records

Date of Workshop: Wednesday, 25 May 2016

Time: 10.00am – 12.00pm

Venue: Whau Local Board Office, 31 Totara Avenue,

New Lynn

Present: Catherine Farmer, Ami Chand, Simon Matafai (form 10.20am, item 1), Susan Zhu, Derek Battersby, Ruby Manukia-Schaumkel (form 10.40am, item 1)

Apologies: Duncan Macdonald (for absence)

Item

Topic

Time

Waterview – Whau Corridor Management Plan (Motu Manawa Marine reserve)

Presenters: Sarah Lindberg (NZTA), David Greig (NZTA)

Members were updated on the draft contents of the plan.

This plan will provide a reference document which will help give direction and focus for restoration efforts by central and local government agencies, community groups and other interested parties. It was noted that the board can give its feedback within 3 weeks.

10.00am – 10.40am

LDI budget discussion

Presenters: Glenn Boyd, Mark Allen, David Rose

Members discussed the 16/17 budget for proposal and adoption at the Board’s June meeting.

The following items were the topics that the board identified for further dialogue at the April workshop.

· Community Arts Programme increase

· Local events – add budget for Indian community events, Movies in Parks and event empowerment

· Additional support for Green Bay Community House

· Youth Connections budget increase request

· Additional budget for Community safety activities

· Potential research, planning and promotion activities to support Avondale and New Lynn town centre development

The Chair also requested consideration for including:

· Operational funding support for a Pacific Community organisation

· 10k community arts increase rather than 5K

b) The Board produced a draft balanced budget for finalisation at its June meeting,

10.40am – 11.30am

Heritage Film

Presenters: Derek Battersby, Antonina Georgetti

Members discussed 15/16 heritage budget and finalising the film project.

11.30am – 11.35am

Capital Projects - Parks

Presenters: Helen Biffin, Gilbert Turnbull

One of the proposed local capital fund projects is the development of a significant playground in Archibald Park which has areas that are a capped tip site.

Staff have conducted some preliminary feasibility work and have identified that it is possible to develop a larger play structure.

Members were asked to input their aspirations for this project. The following points were discussed:

· Play area for both under 5s and young adults,

· a theme for the park,

· exercise equipment

· the need to engage with community in the planning of the park

11.30am – 12.00pm

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

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

Chairperson	Catherine Farmer
Deputy Chairperson	Susan Zhu
Members	Derek Battersby, QSM, JP
	Ami Chand, JP
	Duncan Macdonald, JP
	Ruby Manukia-Schaumkel
	Simon Matafai

Item	Topic	Presenter(s)	Time
1	ACE – Community Empowerment	Pepe Sapolu-Reweti Kelsi Cox (youth connections work programme)	2.05pm - 3.25pm
2	ACE – Community Places	Murali Kumar Pepe Sapolu-Reweti
3	ACE – Arts and Culture	Xanthe Jujnovich Philippa Wilkinson
4	ACE –Events	Barbara Cade Antonia Vai
	Tea Break		3.25pm – 3.35pm
5	I&ES	Robbie Sutherland Matt Foster	3.35pm – 4.05pm
6	DPO	Peter Beckerleg	4.05pm – 4.30pm
7	ATEED – Local Economic Development	Jonathan Sudworth	4.30pm – 4.45pm
8	Update on SPARK basketball court, Avondale In order to progress the Avondale Central Reserve basketball courts project efficiently, decision making authority was delegated to the parks Sports and Recreation portfolio in late 2014 (resolution WH/2014/188). At the Whau Local Board Workshop this afternoon, the Board noted that the portfolio authority had been exercised. Approval has been given to progress the detailed design and final location details of the basketball court on Avondale Central Reserve as tabled.	Antonina Georgetti	4.50pm – 4.55pm

Author	Riya Seth - Democracy Advisor
Authoriser	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau