Agenda of Great Barrier Local Board

1 Welcome

Chairperson IM Fordham will welcome everyone in attendance. Member JC Cleave will lead a karakia.

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Great Barrier Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 8 June 2016 and the extraordinary minutes of its meeting, held on Wednesday, 22 June 2016, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

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

9 Public Forum

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

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.

Great Barrier Local Board

13 July 2016

Approval of 2016/2017 local environment work programme

File No.: CP2016/12792

Purpose

1. To approve the Great Barrier 2016/2017 local environment work programme totalling $231,000.

Executive summary

2. The Great Barrier Local Board (the board) has included an outcome in their local board plan 2014-2017 to ensure that ‘the environment is at its best here’.

3. To give effect to this aspiration, the board has committed $256,000 in total to local environment projects in their Locally Driven Initiatives (LDI) budget for 2016/2017;

· $15,000 for community pest coordinator,

· $20,000 for water quality monitoring,

· $20,000 for septic tank sludge management,

· $25,000 for marine protection initiatives;

· $45,000 for an on-island biodiversity biosecurity role;

· $81,000 for environmental enhancement; and

· $50,000 for community environment conversations.

4. In addition, a total of $10,000 of unspent 2015/2016 opex has been carried forward to the 2016/2017 financial year to support the development of a biodiversity jewels booklet, and monitoring of remediated culverts to support fish passage. A copy of the draft work programme is appended as Attachment A.

5. This report recommends that the board approve this local environment work programme and associated budgets for 2016/2017, noting that the board’s budget for marine protection initiatives will be agreed once details of pending treaty settlements are public.

Recommendations

That the Great Barrier Local Board:

a) Approves the allocation of $231,000 for environmental projects as summarised in the table below;

Project	Budget
Community Pest Coordinator	$15,000
Tryphena freshwater management programme	$20,000
Septic tank management	$20,000
Biodiversity Biosecurity Officer	$45,000
Environmental Enhancement projects
Argentine ant and plague skink surveillance	$15,000
Kaitoke fire site – weed control and rodent monitoring	$10,000
Leptinella conservation	$5,000
Rabbit and cat control	$26,000
Treasure Islands Ambassador Programme	$15,000
West coast bays weed survey	$10,000
Ecology conversations	$50,000
Total budget	$231,000

b) Defers agreement of projects to be funded from the $25,000 marine protection initiative budget line to allow for consideration of implications arising from pending Tiriti o Waitangi Treaty of Waitangi settlements.

c) Notes that $10,000 has been carried forward from 2015/2016 to fund monitoring of remediated culverts, and to develop a biodiversity jewels brochure.

Comments

6. The board allocated $256,000 of its LDI budget to support the delivery of a local environment work programme aligned with the local board plan outcome of ‘the environment is at its best here’.

7. Staff met with the board at a workshop on 25 May 2016 to discuss the options for allocation of this local environment budget, and to develop a work programme for 2016/2017. Based on these discussions, it is proposed that 11 projects be delivered by the Infrastructure and Environmental Services directorate (I&ES) as part of the board’s environment work programme in 2016/2017. A brief description of each of these projects is provided below.

Tryphena freshwater monitoring programme ($20,000)

8. A key initiative in the local board plan is to establish a local freshwater monitoring programme. In 2015/2016, the board funded monthly monitoring of eight sites in the Tryphena catchment. A review of that monitoring noted incidences of high e.coli in Blackwells and Puriri streams.

9. This report recommends microbial source tracking of the two streams to determine the source of the e.coli (stock, humans, or birds). It is recommended that in the first instance a stream walk be conducted to identify any visible issues, such as septic tank overflows or stock access. The stream walk will inform selection of microbial source tracking sites.

10. The number of sites and samples (and therefore cost) will depend on the potential issues observed in the stream walks. Microbial source tracking analysis is expensive (at least $400 per sample) so strategic site identification based on observations is important.

11. Information from the stream walk and microbial source tracking will support the development of future management options for the streams. Management options could include a targeted septic tank management programme, or encouraging local landowners to fence and plant to prevent stock access.

Septic tank management ($20,000)

12. Funding of $20,000 has been set aside in the board’s LDI to support residents to better manage their septic tanks to support water quality improvements. Options presented to the board at the May 2016 workshop include a community education programme, or offering independent inspections of septic tanks.

13. A further workshop to explore the above two options will be held on 6 July 2016. As that workshop will be held after the reporting deadline for the board’s July 2016 meeting, any feedback on preferred options will be tabled at the meeting.

14. In addition, the board expressed interest in a financial assistance scheme that would support property owners to upgrade or replace septic tanks. Great Barrier is excluded from a trial of such a scheme recently approved by the Finance and Performance Committee (resolution number FIN/2016/61). It is unlikely that the trial will be extended to Great Barrier. However, the board can develop its own assistance scheme similar to that initiated by the Waitakere Ranges Local Board in 2015/2016. This scheme provided a subsidy of up to $5,000 per property to support renewals or upgrades of septic tanks.

15. A proposal for a comprehensive regional approach to managing septic systems is being developed for inclusion in the next long-term plan process. This proposal will support a more systematic approach to ensuring septic systems are being properly maintained and are fit for purpose. Boards impacted by the proposal will be consulted in further developing the proposal.

16. The board has noted that some residents may draw their drinking water from streams that could potentially be affected by septic tank overflows. Residents are able to apply for a subsidy from council’s existing Retrofit your Home scheme to install a rainwater tank.

Biodiversity Biosecurity Officer ($45,000)

17. The board considers that the existing provision for biodiversity and biosecurity advice and support is insufficient to meet demand, and to achieve the environmental outcomes sought by the board and local communities. The board has advocated for the recruitment of a part time, on-island biodiversity role through both its local board plan, and the annual plan process. At the May 2016 workshop, board members suggested that this proposed role be a joint biodiversity biosecurity role.

18. At present, staff oversee nine regional contracts, and eight locally funded contracts, for the delivery of Great Barrier biosecurity work programmes. In addition, staff also assist with biodiversity work programmes, the provision of advice to landowners and trusts applying for funding, and with assessment of applications received through council grant programmes.

19. An additional island-based role is required to help meet procurement targets, to fulfil programme management obligations and to introduce complementary skills to run a varied number of programmes.

20. An opportunity exists for a dedicated officer to work with private landowners interested in undertaking restoration work on their land. It would also provide specialist biodiversity advice on council projects. The role would also provide project management support for biosecurity projects proposed in this work programme.

21. A detailed job description will be developed to support the recruitment of a suitable person for this position. The role would report through to council’s biosecurity team. Reporting through to the biosecurity team will ensure that the person is exposed to biodiversity and biosecurity work being done elsewhere in Auckland, able to draw on the broader expertise in these teams and receive appropriate training including becoming warranted under the Biosecurity Act.

22. A key measure of success in this role will be developing relationships with private landowners and community groups wanting to undertake restoration. As it is unlikely regional funding will be made available to support this role, it is recommended that initial funding be approved on the basis that the role will continue for at least a further two years. The board will be asked to approve the funding and high-level objectives for the role on an annual basis as part of its work programme.

23. Implementation of this role is subject to council’s recruitment processes and associated timeframes.

Community Pest Coordinator ($15,000)

24. For the past two financial years, the board has funded a community pest coordinator role to engage residents in controlling rats, and low incidence pest plants, on private property. There are options to extend the coordinator role to support landowners wanting to undertake surveillance for Argentine ants.

25. Management of the rat population is noted in the local board plan as a means of ensuring the ongoing enhancement of Great Barrier’s biodiversity. The local board plan also supports funding for community-led pest control projects Funding is requested to continue the Mulberry Grove pest coordinator role in 2016/2017.

26. An increase of $4,000 in the community pest coordinator role will support work to scope interest in extending the programme to other settlement areas, in particular, Okiwi.

Argentine ant and plague skink surveillance ($15,000)

27. In 2015/2016, the board funded surveillance of settlement areas (Tryphena, Medlands, Claris, Whangaparapara, and Okupu) for new populations of Argentine ants and plague skinks. Argentine Ants are a highly aggressive and invasive insect species that feed on and out-compete native birds, insects and lizards. They have a significant negative impact on natural ecosystems and have economic effects on horticulture, viticulture, nurseries and apiaries. Classified as an unwanted organism, plague skinks are a diurnal egg laying skink which rapidly colonise a variety of different habitats, out-competing and displacing native skink species. A single population has been detected behind Shoal Bay Wharf.

28. While no new populations of either pest were found during surveillance undertaken earlier this year, ongoing surveillance enables better understanding of the distribution of Argentine ants and plague skinks, where to target control, and the effectiveness of the current control programme.

29. Funding of $15,000 is requested from the board’s environment budget to continue surveillance in summer 2017. If control is required, this will be funded through regional budgets.

Kaitoke fire site – weed control and rodent monitoring ($10,000)

30. In 2015/2016, it is recommended that further funding be allocated to continue pest plant control at the Kaitoke fire site. The focus will be on controlling low incidence weeds, such as boneseed. Boneseed is a surveillance plant in the Regional Pest Management Strategy as it is known to compete with native plants in coastal areas.

31. Monitoring of rodent populations is undertaken in November 2016 and April 2017 as part of this project.

32. This activity benefits the environment by reducing the number of weeds in key ecological areas, and monitoring the trends in rodent abundance post the 2013 fire.

Leptinella tenella conservation ($5,000)

33. Different treatments are being trialled to determine the most effective management approach for a population of the threatened plant species Leptinella tenella along the Awana River. This includes limiting stock access, herbicide control of competing weed species, and areas of no management.

34. As the results from the trial are as yet inconclusive, funding of $5,000 is recommended to allow for a further year of weed control and vegetation monitoring. This would be the third year of the trial and it is expected that the results of the three years of management will inform the long-term management required for the population at this site.

35. Weed control is undertaken twice per year, with vegetation monitoring undertaken pre-weed control in early summer, and post weed control in autumn.

36. At the time of writing this report, the 2015/2016 autumn vegetation monitoring work was being undertaken. Provisional results will be provided to the board when available.

Rabbit and cat control ($26,000)

37. The board has funded rabbit control as part of its environment work programme for the past three financial years, noting that a comprehensive rabbit control programme is supported in the local board plan. Rabbits damage airfield infrastructure, and damage vegetation creating a risk of erosion.

38. In 2016/2017, it is recommended that the board fund a control programme combining night shoots, warren fumigation, and pindone application. Warren fumigation and pindone application will be completed at Kaitoke, Awana, Whangapoua and Okiwi township, with night shoots at Kaitoke, Awana, and Okiwi.

39. Subject to the effectiveness of this season’s work and rabbit food availability, this work will be undertaken in Autumn 2017. The proposed budget includes $4,000 for feral cat control at Awana.

40. In 2015/2016, Auckland Transport provided a contribution of just under $5,000 to support control near the airfields. A similar contribution is expected in 2016/2017.

Treasure Islands Ambassador ($15,000)

41. The local board plan references the need to address the risk of pests being transported to Great Barrier by ferry passengers and freight deliveries. In 2015/2016, the board funded an ambassador programme to talk with ferry passengers, and to visit mainland businesses who supply Great Barrier with goods. The programme operated under the umbrella of the regional Treasure Islands programme.

42. It is recommended that the board fund a similar programme in 2016/2017 at a cost of $10,000. Although there is currently no regional funding available to support such a role, work on managing vector pathways is being considered as part of the Treasure Islands programme. There may also be opportunities for the biodiversity biosecurity officer discussed above to undertake some of this work.

West coast bays weed survey ($10,000)

43. The board has funded a survey of the west coast bays for the past two financial years. For the 2016/2017 financial year, $10,000 funding will support a survey of the area from Mohunga to Copper Mine Bay. The survey provides information on the presence of low incidence pest plants, and helps inform any control actions. In 2015/2016, a large moth plant infestation at Fitzroy was controlled after being spotted during the survey.

44. This survey is supported by the Department of Conservation (DOC) who supply the vessel.

Fish passages ($5,000 carry forward budget)

45. In 2013/2014, a range of fish passage devices were installed to improve defective road culverts on Great Barrier. Fish ramps, including some that were fabricated out of stainless steel where culverts were subject to disruption from storms flows and considerable bed movement were generally used in ‘large’ streams. In streams that were smaller, or where culverts were positioned higher up in the catchment, spat ropes supported with rubber backing mats were installed to cater for the mainly climbing fauna. Spat ropes and mats were not used where doing so would prevent non-climbing fish species from reaching habitat higher in the catchment.

46. Funding of $5,000 was approved as part of the 2015/2016 environment work programme to establish whether, and how well, the fish passage culvert solutions allow the target fish species unrestricted passage past the culverts. The premise is that non-climbing and climbing species will be provided for by culverts equipped with ramps and baffles, and the spat ropes and rubber mats providing passage for climbing species only.

47. This work will be funded through the $5,000 carried forward from 2015/2016, and will be undertaken in summer 2017.

Biodiversity jewels booklet ($5,000 carry forward budget)

48. The board funded the development of a pest brochure specific to Great Barrier through its 2015/2016 local environment work programme. Due to a delay in delivering this project, it was agreed to defer the development of a complementary ‘biodiversity jewels’ booklet.

49. A brochure featuring some of the island’s biodiversity ‘jewels’ will provide information to residents and visitors on the ecological significance of the Great Barrier environment. As DOC has a similar brochure, staff will discuss with DOC any opportunities to co-design this brochure.

50. The board (through the Great Barrier Environment Committee if re-established after the 2016 local elections) will be invited to provide feedback and comment on the design and content of the brochure prior to printing and distribution.

Marine protection initiatives ($25,000)

51. The board has set aside $25,000 for marine protection initiatives in its LDI. It is recommend that the board defer consideration of this budget until such time as there is certainty around the outcome of pending treaty settlements.

Ecology conversations ($50,000)

52. The board has funded independent community engagement as part of its 2014/2015 and 2015/2016 local environment programmes with the aim of agreeing a vision for the island’s environmental future.

53. Three phases for this project have been identified. The 2016/2017 allocation will be used to funding outstanding components of phase two, and to commence phase three. A detailed project plan, including milestones and associated costings, will be sought from the contractors to be included in a services agreement before any work is undertaken in 2016/2017.

Consideration

Local board views and implications

54. The projects noted support the board’s work to achieve the outcomes of ‘our environment is at its best here’.

55. The draft environment work programme was discussed with the board at a workshop in May 2016. A second workshop to discuss the septic tank management programme is scheduled to be held in early July 2016. Any feedback from that workshop will be incorporated into the septic tank project plan.

Māori impact statement

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

57. Some of the identified activities are of interest to Maori, and where appropriate, provisions for mana when participation, contribution, and consultation will be incorporated. Table 3 below highlights how each project in the board’s work programme is expected to contribute to Maori outcomes, or which requires consultation and engagement.

Project	Maori outcome assessment
Tryphena freshwater monitoring programme	No consultation with Maori has been undertaken on these projects. Past council consultation with Maori has indicated strong support for projects designed to improve freshwater quality.
Septic tank management programme
Biosecurity Biodiversity officer	No consultation with Maori on this project has been undertaken. However, staff have identified an opportunity to further relationships with iwi landowners through this role which will be explored as the project develops.
Kaitoke fire site	As DOC is the owner of this land, it may be subject to a change of ownership as part of pending treaty settlements. If this occurs, discussions will be held with the new owners prior to any work commencing.
Marine protection initiatives	As noted in paragraph 51 above, this project will be agreed once details of a pending treaty settlement is public. This delay will enable conversations to be held with iwi prior to developing a project to be supported by this budget.
Ecology conversations	Engagement with iwi is a key aspect of the phase 2 work programme. One matauranga Maori workshop has been held to date.

Table 1: Maori outcome assessment

Implementation

58. There are no implementation issues arising from this report. Regular reporting on implementation will be through the I&ES contribution to the board’s quarterly performance report.

Attachments

No.	Title	Page
a View	2016/2017 Proposed Environment Work Progamme	15

Signatories

Author

Emma Joyce - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

John Nash – Relationship Manager Great Barrier & Waiheke

Great Barrier Local Board

13 July 2016

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

File No.: CP2016/11468

Purpose

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

· we have more residents and visitors but we won’t lose our way of life.

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

6. Also included for approval are

· funding of $30,000 to Aotea Family Support Group to develop and deliver a range of community support and capacity building services to the local community

· funding of $42,000 to Great Barrier Island Community Health Trust to support the community worker to deliver a range of community support and capacity building services to the local community

· funding of $31,000 to Destination Great Barrier Island to manage the Claris Visitor Centre (I-Site), and advance Great Barrier Island as a destination in the delivery of marketing, promotion and economic outcomes

· the following community arts organisation funding agreements:

- GBI Community Heritage and Arts Village, $10,000

- GBI Community Heritage and Arts Village (for local art), $15,000 (capex).

Recommendation/s

That the Great Barrier Local Board:

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

b) approves funding of $30,000 to Aotea Family Support Group to develop and deliver a range of community support and capacity building services to the local community.

c) allocates $12,000 from the Community Response Fund budget to the Community Health Trust budget

d) approves funding of $42,000 to Great Barrier Island Community Health Trust to support the community worker to deliver a range of community support and capacity building services to the local community

e) approve funding of $31,000 to Destination Great Barrier Island to manage the Claris Visitor Centre (I-Site), and advance Great Barrier Island as a destination in the delivery of marketing, promotion and economic outcomes

f) approve the following community arts organisation funding agreements:

i) GBI Community Heritage and Arts Village, $10,000

ii) GBI Community Heritage and Arts Village (for local art), $15,000 (capex).

Comments

ACE Work Programme 2016/2017

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

8. The ACE work programme aligns to the following 2014-2017 Great Barrier Local Board Plan priority:

· we have more residents and visitors but we won’t lose our way of life; through community events, grants and capacity building initiatives.

9. The ACE work programme 2016/2017 for the Great Barrier 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 capacity building initiatives for youth and the elderly, community grants funding and the implementation of the Empowered Communities Approach

· Arts and Culture: This includes funding for the GBI Community Heritage and Arts Village for the delivery of community arts programmes and a local art in public spaces initiative

· Events: This work programme includes community events such as funding for the catering of the ANZAC Service and providing contestable grant funding to support community-led events.

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

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

The Empowered Communities Approach

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

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

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

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

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

13. The approach can be seen through the emphasis on capacity building in this work programme. Capacity building initiatives aim to deliver a variety of outcomes such as activities for the elderly, youth development and opportunities for work experience and mentoring.

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

Other items for approval

15. Also included for approval are

· funding of $30,000 to Aotea Family Support Group to develop and deliver a range of community support and capacity building services to the local community

· funding of $42,000 to Great Barrier Island Community Health Trust to support the community worker to deliver a range of community support and capacity building services to the local community

· funding of $31,000 to Destination Great Barrier Island to manage the Claris Visitor Centre (I-Site), and advance GBI as a destination in the delivery of marketing, promotion and economic outcomes

· the following community arts organisation funding agreements:

- GBI Community Heritage and Arts Village, $10,000

- GBI Community Heritage and Arts Village (for local art), $15,000 (capex).

Consideration

Local board views and implications

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

Māori impact statement

17. Improving 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.

Implementation

18. 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	Great Barrier Local Board Arts, Community and Events Work Programme 2016/2017	21

Signatories

Author

Graham Bodman - General Manager Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

John Nash – Relationship Manager Great Barrier & Waiheke

Great Barrier Local Board

13 July 2016

Great Barrier Local Board Community Facilities Renewals Work Programme 2016/2017

File No.: CP2016/14205

Purpose

1. To approve the 2016/2017 work programme for Community Facilities renewals.

Executive summary

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

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

Recommendation/s

That the Great Barrier Local Board:

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

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

Comments

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

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

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

Consideration

Local board views and implications

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

Māori impact statement

8. The Great Barrier Local Board Community Facility renewals work programme 2016/17 will ensure that all facilities continue to be well-maintained community assets benefiting the local community, including Māori. Parks and open spaces, as well as sport and recreation activity contributes significantly to Māori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to Tangata Whenua appropriate consultation will follow.

Implementation

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

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

11. Where multi-year projects are presented for bundles of assets, assets (listed within each project line) will be renewed in order of priority with as many singular assets being renewed, within the allocated budget, as possible.

12. Where bundles of assets are presented as projects over multiple years, the assets (listed within each project line) will be renewed in order of priority with as many singular assets being renewed, within the allocated budget, as possible.

Attachments

No.	Title	Page
a View	Great Barrier Local Board Community Facilities Renewals	25

Signatories

Author

Hannah Alleyne - Senior Programme Planner

Authorisers

Rod Sheridan - General Manager Community Facilities

John Nash – Relationship Manager Great Barrier & Waiheke

Great Barrier Local Board

13 July 2016

Housing for Older People Partnering Proposal

File No.: CP2016/11840

Purpose

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

Executive summary

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

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

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

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

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

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

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

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

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

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

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

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

Recommendation/s

That the Great Barrier Local Board:

a) provide feedback on

i. the Housing for Older People Partnering Proposal and

ii. the proposed Housing for Older People Partnering Policy

Comments

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

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

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

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

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

What Auckland Council is proposing:

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

15. Management agreement:

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

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

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

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

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

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

16. Development agreement:

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

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

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

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

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

Why is Auckland Council proposing this?

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

19. To improve the quality of housing:

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

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

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

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

20. To improve tenant satisfaction:

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

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

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

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

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

How does the proposal compare with other options?

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

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

Proposed Housing for Older People Partnering Policy

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

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

· general decision making on the council’s HfOP portfolio

· the management of the HfOP portfolio by the new CHP

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

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

Requirement to consult

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

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

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

Public consultation

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

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

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

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

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

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

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

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

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

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

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

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

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

Consideration

Local board views and implications

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

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

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

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

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

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a View	Consultation document	37
b View	Housing for Older People Partnering Policy	65

Signatories

Author

Kat Teirney - Team Leader – Community Facilities, South

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Karen Lyons - Manager Local Board Services

John Nash – Relationship Manager Great Barrier & Waiheke

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).

[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	Izzy Fordham
Deputy Chairperson	Susan Daly
Members	Jeff Cleave
	Judy Gilbert
	Christina Spence

No.	Title	Page
a View	Great Barrier Feasibility Study Final Report on Recommendations (Under Separate Cover)
b View	Appendix 3 - GBI Meat Purchasing and Consumpiton Survey (Under Separate Cover)
c View	Appendix 4 - Abattoir Budget Summary and attachments (Under Separate Cover)
d View	Appendix 5 - Rainwater Harvest Study AHT (Under Separate Cover)

No.	Title	Page
a View	Board Member Susan Daly's report	123
b View	Board Member Jeff Cleave's report	125
c View	Board Member Judy Gilbert's report	127
d View	Board Member Christina Spence's report	129

Authors	Guia Nonoy - Democracy Advisor
Authorisers	John Nash - Senior Local Board Advisor

Author	Guia Nonoy - Democracy Advisor
Authoriser	John Nash – Relationship Manager Great Barrier & Waiheke

Author	Jacqueline Fyers - Democracy/Engagement Advisor
Authoriser	John Nash – Relationship Manager Great Barrier & Waiheke