Agenda of Environment and Community Committee

Environment and Community Committee

08 May 2018

State of the Waitakere Ranges Heritage Area 2018

File No.: CP2018/05924

Te take mō te pūrongo / Purpose of the report

1. To consider and approve the State of the Waitākere Ranges Heritage Area 2018 report (the Report).

Whakarāpopototanga matua / Executive summary

2. The Report has been prepared to meet a statutory requirement under the Waitākere Ranges Heritage Area Act 2008 (the Act) for council to report every five years. While it provides information and data to assist council’s policy development and operational activities, it is not a policy making document in its own right.

3. The overall conclusions in the Waitākere Ranges Heritage Area 2018 report (the Report) are that the communities within the heritage area continue to grow and strengthen. The heritage area provides a large range of opportunities for people to enjoy recreation experiences, and visitor numbers have increased significantly. This is, however, placing pressure on the infrastructure that supports those visitors. Kauri dieback has spread significantly since the 2013 Report, and continues to be a significant threat. Numerous other plant and animal pests are adversely affecting the ecosystems within the heritage area. Subdivision and land use applications and approved resource consents have reduced. When resource consents are combined with the landscape assessment of the heritage area, the implementation of the planning controls for subdivision and land use is considered to be addressing environmental effects and not degrading the heritage features (refer to Attachment A).

4. The Report is primarily based on the collation and analysis of existing council data. The Report reviews that data (and compares it to the 2013 Report data where possible) to determine whether there have been changes in the state of the heritage features (both improvements and decline).

5. The monitoring process has identified gaps and deficiencies in some information and data collection systems. The quality, quantity and extent of information has changed over the last five years as council staff have improved their systems and prioritised what is monitored. Although a common theme is that coherent information-gathering, analysis and reporting has not significantly improved since the 2013 Report. This presents a challenge to council, in terms of how it can achieve greater coherency in the monitoring which will then provide a better basis for decision-making.

6. It is proposed that the Report will published and the findings identified in it be referred to relevant council staff. Staff will then utilise this information as part of their ongoing activities and in determining what new programmes of work may be required.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) approve the State of the Waitākere Ranges Heritage Area 2018 Report

b) delegate authority to the Manager North West and Islands to make any minor amendments to the State of the Waitākere Ranges Heritage Area 2018 Report prior to its publication.

Horopaki / Context

7. Waitākere Ranges Local Board member Denise Yates passed away in January 2018. Denise was the Chair of the Waitākere Ranges Local Board when council completed the first Five Year Monitoring Report in 2013 (the 2013 Report). This second Report is dedicated to her memory. The Local Board has provided guidance to staff on the nature and extent of the information in the Report.

8. The purpose of the Act is to recognise the national, regional and local significance of the Waitākere Ranges Heritage Area (the heritage area) and to promote the protection, restoration and enhancement of its heritage features. Preparation of a monitoring report every five years is a statutory requirement under the Act. This must report on the state of the heritage area’s environment and the progress that council has made towards achieving the Act’s objectives. The Act’s objectives are numerous and cover environmental, social, cultural and economic parameters. The report must also provide information on the funding implications of activities specifically carried out to give effect to the Act.

9. Te Kawerau ā Maki and Ngāti Whātua o Ōrākei are the mana whenua in the heritage area and both iwi played key roles in establishing the Act. The iwi continue to represent their mana whenua interests and exercise their kaitiakitanga in a wide range of forums. The heritage features are of particular significance for mana whenua, and collectively they are a taonga (treasure) and maintain the heritage area’s mauri (life force). The places of significance to mana whenua are integral to the wellbeing of the heritage features of the Act.

10. The objectives of the Act and the heritage features (identified in Sections 7 and 8) are very broad and inter-related and some are open to differences in interpretation. Further to this, the achievement of one objective does not always assist in achieving other objectives.

11. Over the past year council staff have been preparing the monitoring report. The breadth and complexity of the heritage area and the Act’s requirements have required the collection and analysis of data and information on activities undertaken by the council, the private sector and community organisations. This information covers a wide range of topics, environmental factors and geographical scales. It includes specialist reports on Ecosystems, Landscape, Historic Heritage, the Dark Sky, and People and Communities. These provide detailed information and data where it is available.

12. The reporting has been grouped into topics and aligned with the heritage features and the objectives that apply to them. Indicators to measure change have been identified where possible for each topic and feature. These have been selected on the basis of their relevance, the ability to make comparisons (with the indicators used in the 2013 Report), and the availability of information at an appropriate geographical scale and level of detail.

13. The period from January 2013 to December 2017 (i.e. five years) has been taken as the second monitoring period. The next monitoring report will be from January 2018 to December 2022. In some of the topics, the reporting time periods vary because of the time periods used in data collection. In particular, the discussion about the management of Kauri Dieback disease stops at the end of 2017. This matter is dynamic and in the interests of having a coherent document, actions and decisions taken in the early months of 2018 will be reported in the 2023 Monitoring Report. Information about the effectiveness of decisions (such as closing some of the Regional Park walking tracks) made in 2018 will then be placed in the context of the next five years of management of the heritage area.

Tātaritanga me ngā tohutohu / Analysis and advice

Adequate data to monitor the heritage area

14. A significant amount of data and information has been sourced, analysed and collated in the preparation of the Report. Where possible this has been compared to the findings of the 2013 Report. Robust data on the heritage area is needed to measure changes and assess the impacts of activities on heritage features for the next State of the Waitākere Ranges Heritage Area Report in 2023. Additional data is needed in some locations (areas adjoining the regional park and road corridors) to monitor changes in pest plant and animals and the success of programmes to control these.

15. An archaeological and built heritage survey and research programme has been initiated and significant work is still needed to establish the baseline state of the historic heritage environment. Achieving this will enable an on-going monitoring programme to occur.

16. Mana whenua seek that future data collection and monitoring programmes be designed to incorporate both western science and tikanga Māori in measuring and assessing changes to the heritage area.

Integrated management

17. A large number of council, council-controlled organisations and community programmes are undertaken within the heritage area, particularly relating to pest plant and animal control. The Report concludes that these could be undertaken in a more integrated way and greater alignment of activities is likely to be beneficial.

Implementation of the Auckland Unitary Plan

18. The monitoring period for the Report has largely assessed resource consents issued under the former Waitākere City District Plan. This is because the majority of the provisions in the Auckland Unitary Plan did not apply until the end of 2016. Over the 2018 - 2023 monitoring period the Auckland Unitary Plan provisions will apply.

Indigenous terrestrial and aquatic ecosystems

19. The heritage area contains approximately 21,200 hectares of indigenous forest, of which approximately 9,500 hectares (45 per cent) is kauri-podocarp forest. This is one of the largest blocks of continuous indigenous vegetation remaining in Auckland. Two of the most significant wetlands in Auckland are also located within the heritage area at Te Henga/Bethells Beach and at Whatipu.

20. Between 2013 – 2017 the indigenous terrestrial and aquatic ecosystems of the heritage area have been enhanced through:

· the addition of 98 hectares of land as either regional park land, local reserve, or as covenanted land

· a likely increase in the proportion of threatened species with stable or increasing population sizes

· key roosting sites of the long-tailed bat within the heritage area being identified

· a diverse range of ecosystems have been identified (Biodiversity Focus Areas) to ensure each Area’s long-term retention and to provide a focus for protection and restoration activities

· on-going council and Waitākere Ranges Local Board pest plant and animal control activities throughout the heritage area

· the significant effort that community groups and landowners have made in undertaking on-going pest plant and animal control, ecological restoration activities and programmes to manage the spread of kauri dieback disease.

Natural landscapes and character

21. The natural landforms and landscapes, rural character of the foothills, urban and residential areas within the forest settings and the coastal villages are all heritage features. An objective of the Act is that the character, scale and intensity of subdivision and development does not adversely affect the heritage features.

22. The analysis of the available consenting data indicates that there has been a substantial decline in the number of resource consent applications approved for subdivision and land use. The planning provisions that applied during this period have contributed to retaining:

· the natural landforms and landscapes which give the heritage area its distinctive character

· the subservience of the built environment to the heritage area’s natural and rural landscape

· the identity, scale and character of the coastal villages

· the low-density residential and urban areas in forest settings

· the rural character of the foothills.

23. The darkness of the Waitākere Ranges and coastal areas at night are a heritage feature. During this monitoring period, measurements of the night sky were taken and found to correspond to the International Dark Sky Association’s Bronze Standard.

Recreational use and wilderness experiences

24. The heritage area is located in close proximity to the city and is highly valued and used for a range of recreation activities and wilderness experiences. The Waitākere Ranges Regional Park, the west coast beaches and the Manukau Harbour are major visitor destinations.

25. Between 2013 – 2017 the opportunities for recreational use have been further enhanced by:

· the addition of park land at Piha: Taitomo (a 78 hectare addition to the regional park), and Seaview Road, (a two hectare local reserve)

· the addition of park land at Karekare: property next to McCreadies Paddock (a 1.2 hectare local reserve)

· the provision of new public infrastructure such as the Piha public toilets and sections of the Little Muddy Creek walkway (linking Tangiwai Reserve and Grendon Road) and a walkway between Rimutaka Place and Huia Road.

People and communities

26. The relationship of the people, communities and mana whenua with the heritage area and their exercise of kaitiakitanga and stewardship is a heritage feature. Local communities, volunteer groups and land owners have a significant and valuable role in actively maintaining the natural, historical, cultural and recreational features of the heritage area. Between 2013 – 2017 the many community organisations and volunteer groups have thrived.

Historic heritage

27. The Act refers to the heritage area including evidence of past human activities such as timber extraction, gum-digging, flax-milling, mineral extraction, quarrying, extensive farming, and water impoundment and supply. Other past human activities such as Māori settlement and use are also historic heritage features. Between 2013 – 2017 the knowledge and understanding of historic heritage has been improved by survey and research work being carried out for over 250 historic heritage places.

Water catchment and supply

28. An objective of the Act is to protect the features of the heritage area that relate to its water catchment and supply functions. Between 2013 – 2017 the operation, maintenance and development of the water catchment and supply system has remained an important heritage feature and presently provides 19 per cent of Auckland’s water supply.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

29. The Local Board has provided guidance to staff on the nature and extent of the information collected to be used in the Report. The Local Board also hosted a public information evening to enable members of the public to contribute their view on the topics within the Report, any other matters to monitor and possible information sources. The Local Board supports the on-going development of the depth and breadth of understanding of the heritage area, and considers that the Report is a useful addition to a more informed policy debate about the very complex place that is the heritage area. The Report also shows that the Local Board continues to make progress on meeting its Local Board Plan Objectives.

Tauākī whakaaweawe Māori / Māori impact statement

30. The Waitākere Ranges Heritage Area and its cultural and natural values are of great significance to tangata whenua (Te Kawerau ā Maki and Ngāti Whātua o Ōrākei). Both iwi played a key role in establishing the Act. Te Kawerau ā Maki and Ngāti Whātua o Ōrākei have provided input to the Report in relation to their history and the heritage features of greatest significance to them.

31. The iwi have also provided a joint statement and recommendations that, while related to the heritage area, are not about specific heritage features, and therefore outside the scope of the Report. Rather, the recommendations are about governance, management and information for the future of the heritage area. Their recommendations are as follows:

a) establish a co-governance and co-management steering group for the heritage area

b) co-develop a Waitākere strategic plan for the heritage area to better co-ordinate activities

c) identify baseline gaps, and re-design the measures and monitoring processes to align with both western science and tikanga Māori

d) progress and complete the two Deeds of Acknowledgement with Te Kawerau ā Maki and Ngāti Whātua o Ōrākei.

Ngā ritenga ā-pūtea / Financial implications

32. The funding for activities associated with managing the heritage area comes from a number of council departments, from the local board and from council-controlled organisations (CCOs). The amount of funds spent by each department is aggregated in regional budgets, and so it is difficult to establish the total budget for each year. The implementation of one-off or ongoing community projects, supported either by the local board, the council or a CCO also has funding impacts.

33. A substantial increase in funding may become available through the natural environment targeted rate proposed in the council’s Draft Long-term Plan 2018-2028. Decisions on the Long-term Plan will determine the extent of a range of pest plant, animal control, water quality and other programmes that could be undertaken within the heritage area over the next ten years.

Ngā raru tūpono / Risks

34. Te Wao Nui ā Tiriwa – the great forest of Tiriwa is a taonga that has significant cultural and spiritual values for mana whenua. For Te Kawerau ā Maki the death of the forest is an existential threat. Kauri are tupuna (ancestors) and the rangatira (chiefs) of the forest. The health of the kauri is linked to the health of numerous other plants and animals within the forest ecosystem, and to the health of the iwi. Kauri dieback disease is a major threat to the kauri forest ecosystem and all kauri are considered to be at very high risk of infection.

35. Pest plants and animals are the other major on-going threat to the terrestrial and aquatic ecosystems of the heritage area. Pest plant and animal control is required at a level that (at a minimum) retains the ecosystem values of the heritage area.

36. Between 2013 – 2017 a considerable number of council (including the Waitākere Ranges Local Board), community and landowner pest plant and animal control programmes have been undertaken and these are vital to maintaining the heritage area ecosystems. The on-going challenge is to fund programmes at a level that will restore and enhance ecosystem health. Additional monitoring sites are needed in the eastern foothills (which act as a buffer to the forest) and along road corridors to enable accurate measurement and reporting of the effectiveness of pest plant control programmes.

37. There has been a significant increase in the level of recreational use of the heritage area between 2013 - 2017. There is a growing concern that this level of use, unless appropriately managed, may act to the detriment of other heritage features such as ecosystems, wilderness and historic heritage values. Mana whenua have identified the uncontrolled growth of tourism and recreation activity in sensitive areas as a matter that needs to be addressed. The challenge associated with managing kauri dieback has also highlighted the need to better monitor and manage all uses of the heritage area.

38. Coastal lagoons form part of the dune and aquatic ecosystems. The adjoining beaches contribute to the recreational opportunities of the heritage area. Water quality at five coastal lagoons and 12 beaches within, or adjoining the heritage area, are tested weekly over summer (from November to March) to determine if they are safe for swimming. Five lagoons and seven beaches have been found to be unsafe for swimming. In most cases the source of contamination is from failing on-site septic tank systems.

Ngā koringa ā-muri / Next steps

39. Following the approval for publication, staff will consider the Report’s findings, and make recommendations about how council is to progress the matters raised by this Report in their work programmes during the next five year period.

Ngā tāpirihanga / Attachments

No.	Title	Page
a	Draft State of the Waitakere Ranges Heritage Area 2018 (Under Separate Cover) (due to the size of the document (307 pages), one copy will be made available for viewing on level 26, 135 Albert Street, Auckland.

Ngā kaihaina / Signatories

Author

Eryn Shields - Team Leader Planning - North West

Authorisers

John Duguid - General Manager - Plans and Places

Dean Kimpton - Chief Operating Officer

Environment and Community Committee

08 May 2018

Regional Sport and Recreation Grants Programme Allocation 2018/2019

File No.: CP2018/01698

Te take mō te pūrongo / Purpose of the report

1. To consider the allocation of funding to the recommended applicants from the Regional Sport and Recreation Grants Programme 2018/2019.

2. To consider the Regional Sport and Recreation Grants Programme 2019/2020 opening and closing dates and funding budget of $508,000.

Whakarāpopototanga matua / Executive summary

3. The Regional Sport and Recreation Grants Programme supports regional sport and recreation organisations to deliver regional projects through the allocation of grants for operational project costs.

4. Twenty eight applications were received requesting a total of $1,523,537 from an available funding pool of $508,000. Staff assessed applications for eligibility against the Community Grants Policy 2014 and the assessment matrix criteria (the latter incorporates the pilot outcome measurement tool).

5. Eight applications from sport and recreation organisations are recommended for funding allocation following a briefing to elected members at the Environment and Community Committee workshop on 5 April 2018 and the assessment process.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) approve the following allocation of funding from the Regional Sport and Recreation Grants Programme 2018/2019 budget, for the amounts outlined below:

Organisation	Project description	Funding Allocation $
Auckland Basketball Services Ltd.	The Freeballers outdoor basketball project	55,000
Royal New Zealand Foundation of the Blind	Community Life Enrichment programme	15,000
John Walker Find Your Field of Dreams Foundation	Community Swim, Primary Sport, BLENNZ Sport, Youth Leadership Programme, Run, Jump & Throw for Gold, Throw for Gold/Lift for Gold West and Lift for Gold South	200,000
Auckland Paraplegic and Physically Disabled Assn.	Hubs of activity and kids clubs for youth with disabilities	23,000
Netball Northern	Junior Netball Programme	65,000
Aktive - He Oranga Poutama	He Manukura Āpuarangi (Youth Leadership) Pouwhakahaere Karapu Māori (building capacity of Māori sports organisations)	60,000
Aktive - ActivAsian	ActivAsian programme across Auckland	50,000
Hockey New Zealand	Junior hockey participation programme	40,000

b) approve the Regional Sport and Recreation Grants Programme 2019/2020 to open for applications on 25 January 2019, and close on 8 March 2019 allocating $508,000 from July 2019, in accordance with the Community Grants Policy 2014.

Horopaki / Context

6. Council’s region-wide investment programme in sport and recreation seeks to inspire Aucklander’s to be more physically active. The Community Grants Policy (2014) and the Auckland Sport and Recreation Strategic Action Plan inform the outcomes and implementation of the Regional Sport and Recreation Grants Programme (see Attachment B).

7. The Regional Sport and Recreation Grants Programme primarily grants operational funding for regional initiatives delivered by community sport and recreation entities. The purpose of the programme is predominantly to enable children and young people to participate in sport and recreation. The programme also provides affordable access to groups with low participation rates: Māori, people with health and wellbeing needs, and people facing other barriers, such as access to transport and information.

8. The Regional Sport and Recreation Grants Programme 2018/19 opened to applicants on 30 October 2017, and closed on 8 December 2017. Twenty eight applications were received requesting a total of $1,523,537 from an available funding pool of $508,000. Of the 28 applications received eight were considered strongly aligned (11 partially aligned and nine not aligned) to the Community Grants Policy 2014 and the Auckland Sport and Recreation Strategic Action Plan.

9. Funding requests were primarily for salary and programme costs which included coaching, venue hire, administration costs and equipment. There was a wide range in both the quality and size of applications received and funding requests ranged from $1,500 to $230,000.

Tātaritanga me ngā tohutohu / Analysis and advice

10. On 4 April 2017, the Environment and Community Committee resolved to develop an outcome measurement tool modelled on the Treasury’s CBAx model and pilot this with the 2018/2019 grants programme (Resolution ENV/2017/50). This tool provides a clear line-of-sight between council investment and Auckland Sport and Recreation Strategic Action Plan outcomes. The previous policy assessment matrix was fine-tuned to include the outcome measurement tool to improve the monitoring and evaluation of the grants programme (see Attachment C).

11. The applications were assessed for eligibility against the Community Grants Policy 2014. The eligible applications were then assessed by Council staff using the assessment matrix which incorporated a pilot outcome measurement tool. Through this process the applications were groups into three categories and draft funding allocations were recommended for the strongly aligned applications.

12. On 5 April 2018 this committee considered the applications at a workshop. Applications were grouped into three categories: strongly aligned, partially aligned and not aligned, as determined by the Community Grants Policy 2014 (see Attachment A). The strongly aligned applications were received from regional sector organisations, showed clear regional benefit and aligned to the policy outcomes. The partially aligned applications were not as strongly aligned to the policy outcomes and in most cases did not demonstrate strong regional impact. The ineligible applications were not aligned to the policy outcomes and were not considered to provide regional impact. Some of these applications were for capital works and had underdeveloped project plans.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

13. Projects supported through the Regional Sport and Recreation Grants Programme are primarily regional, however they are often delivered at a local level in schools, sports centres and facilities. The projects impact upon local communities by offering affordable access to physical activity opportunities and experiences to children and young people with low participation rates.

14. Local Boards were consulted during the development of the Community Grants Policy 2014 and the Auckland Sport and Recreation Strategic Action Plan; collectively, they inform the outcomes and implementation of the Regional Sport and Recreation Grants Programme. During consultation, Local Boards acknowledged that there are organisations and projects that do not qualify for local board funding and are in need of a regional funding option offered through this Grants Programme.

Tauākī whakaaweawe Māori / Māori impact statement

15. The Auckland Sport and Recreation Strategic Action Plan supports the desired outcomes for Māori within the Māori Plan for Tāmaki Makaurau, in particular improved health and wellbeing.

16. The Regional Sport and Recreation Grants Programme offers funding to deliver on Te Waka Oranga - Parks, Sports and Recreation Māori Responsiveness Plan. The grants programme does this through the potential provision of support to Māori sports clubs, promoting and enabling rangatahi leadership and providing increased opportunities to participate in recreation.

Ngā ritenga ā-pūtea / Financial implications

17. The draft Long Term Plan provides the ongoing annual amount of $508,000 for the Regional Sport and Recreation Grants Programme.

18. Successful applicants enter into a funding agreement with council which enables staff to monitor the organisations performance through reporting and accountability requirements.

Ngā raru tūpono / Risks

19. Staff mitigate risks through carrying out a robust assessment process when considering the applications.

20. The financial risk to council is mitigated through the practice of paying the annual grant in two part-payments. This enables staff to withhold payment if late or substandard reports are received or the organisation’s performance is poor.

Ngā koringa ā-muri / Next steps

21. Over the next few weeks, all applicants will be notified of the funding allocation decisions made by this committee. Staff will support organisations whose applications were partially or not aligned to the Community Grants Policy 2014. This support may include encouraging the organisations to seek other funding options or working towards developing their application for next year.

22. Staff will meet with successful applicants and agree on project plans, funding agreement outcomes, measures and reporting requirements. The funding agreements with successful applicants will incorporate the pilot outcome measurement tool model. This tool will improve the ability of council and sports organisations to articulate outcomes of investment and provide information to allow comparisons and analysis.

23. It is proposed the Regional Sport and Recreation Grants Programme 2019/2020 opens for applications on 25 January 2019, and closes on 8 March 2019 allocating $508,000 from July 2019, in accordance with the Community Grants Policy 2014.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Summary - Regional Sport and Recreation Grants Programme Applications 2018/19	31
b ⇩	Schedule Six: Regional Sport and Recreation Grants Programme	35
c ⇩	Measuring sport investment outcomes	37

Ngā kaihaina / Signatories

Author

Geraldine Wilson - Activation Advisor - Outdoors

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Dean Kimpton - Chief Operating Officer

Environment and Community Committee

08 May 2018

College Rifles Rugby Union Football and Sports Club partnership grant for artificial playing surface replacement

File No.: CP2018/06186

Te take mō te pūrongo / Purpose of the report

1. To seek approval for a community sport and recreation partnership grant to College Rifles Rugby Union Football and Sports Club for $750,000 for the replacement of the two artificial playing surfaces at College Rifles Park

Whakarāpopototanga matua / Executive summary

2. In September 2008 Auckland City Council signed a 10-year funding agreement with College Rifles Rugby Union Football and Sports Club providing a grant of $750,000 as a contribution to the cost of developing artificial playing fields at the facility which is privately owned. Since that time the fields have formed part of the Auckland sports field network, along with providing community access use of the fields through conditions in the funding agreement.

3. The World Rugby certification of the artificial playing surfaces will expire on 19 August 2018 and the fields will not be recertified as they are considered to be at the end of their life. Without a renewal of the fields there is a large risk that the fields will be lost to the council sport field network and community use.

4. If the fields were lost to the network then it would increase a sport field shortfall in the Orakei Local Board and Central East Auckland areas.

5. Staff have assessed the priority of the renewal of artificial surfaces through the framework of the Auckland Sport Sector: Facility Priorities Plan, and it shows good evidence for prioritisation.

6. Staff have assessed this proposal, comparing the costs of Council developing new sport field capacity against the cost of partnering in the renewal of the fields with College Rifles. The option of partnering with College Rifles presents significantly better value to Council.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) approve a partnership grant of $750,000 from the Parks, Sport and Recreation Partnership budget as council’s contribution to College Rifles Rugby Union Football and Sports Club for the replacement of the two artificial playing surfaces at College Rifles Park

b) request staff to develop a funding agreement for a term of ten years with appropriate requirements including community access and reporting

c) delegate the approval of the terms and conditions within the Partnership Agreement to the General Manager Parks, Sport and Recreation.

Horopaki / Context

7. College Rifles Park is a privately owned sports park in Haast Street, Remuera. The land and facilities are owned by College Rifles Rugby and Sports Club.

8. In September 2008, Auckland City Council signed a funding agreement with College Rifles Rugby Union Football and Sports Club providing a grant of $750,000 as a contribution to the cost of developing artificial playing fields at the facility.

9. In 2009 the facility comprising of two artificial sports fields was delivered at a cost of just over $2 million.

10. Since completion of the sports fields, College Rifles have maintained and operated the facility at no further cost to council.

11. The 2008 funding agreement stipulates that College Rifles must provide access to the facility for use and hire by the community and council. The agreement expires in September 2018.

12. Both surfaces at the facility are fully floodlit and have a winter playing capacity of 74 hours per week (50 hours on weekdays and 24 hours in the weekends).

13. The facility currently is used as part of the Auckland Council network of sport field provision. It is currently used for weekend competition matches, as well as offsetting training demand from College Rifles and Auckland Rugby representative teams. If this facility did not provide capacity, demand would need to be met elsewhere in the network.

14. There has been demonstrable use by other sports (including touch rugby, soccer and lacrosse), community groups and schools.

15. The existing fields do not currently meet full sized rugby standards and the safety zones do not comply with either rugby or Auckland Council standards.

16. The World Rugby certification of the artificial playing surfaces will expire on 19 August 2018 and the fields will not be recertified as they are considered to be at the end of their life.

17. If the fields are not renewed to World Rugby certification standards they will no longer be able to be used for Rugby purposes and will be lost from the council network of sport field provision.

18. College Rifles plan to renew the artificial sports fields beginning work in August 2018. They have approached Auckland Council requesting a grant of $1.5 million against a total project cost of $2.2 million.

Tātaritanga me ngā tohutohu / Analysis and advice

Sport Field Supply and Demand Study Insights

19. Auckland Council has undertaken significant studies in recent years to quantify the demand and supply of sports fields across the region. The recently received 2017 Supply and Demand Study quantified the demand of sports fields to 2028.

20. The Study is divided into 67 geographic analysis areas with College Rifles Park located in the Remuera analysis area.

21. Sports fields are not evenly distributed around the region nor does the distribution match the distribution of demand. Fields are managed as a network and it is accepted that a capacity shortfall in one area can be accommodated by a capacity surplus in another area providing the travel distance or time is not too great. The aim is to provide capacity within a 15 minute peak time drive, although it is acknowledged that, especially within in the central isthmus, this is not always achievable.

22. The southern motorway is a major physical barrier that separates the eastern and western areas of the central isthmus. Six analysis areas make up the wider central eastern area - Ellerslie, Remuera, Eastern Bays, Meadowbank St Johns, Panmure-Glen Innes and Mt Wellington.

23. Although peak demand travel time between fields in distant areas exceeds 15 minutes the six areas can be considered as a wider network, providing it is accepted that some players will have to travel further.

24. In Central East Auckland there are:

· 19 sports parks (including College Rifles Park) available for community use in winter.

· 17 of these sports parks are owned and managed by Auckland Council.

· 2 sports parks - College Rifles Park and Bill McKinlay Park are owned and/or managed by sports club trusts.

· The 19 parks contain 65 fields of varying sizes equivalent to 54.25 full size fields.

· In 2017, the sports fields provided for 927 hours play per week across all three codes, comprising 288 hours per week for weekend play (mainly competition) and 639 hours mid-week (mainly for training). Note these figures do not include weather related closures.

· In 2017, the 927 hours of play were allocated as 291 hours for rugby, 513 hours for football and 123 hours for league.

· The College Rifles Park fields contribute 74 hours of rugby playing capacity per week, comprising 24 hours for weekend play and 50 hours for mid-week play.

25. Future demand for sports fields will be impacted by population growth, any changes in sport participation levels and the way winter sport is played.

26. The 2028 projections for Central East Auckland were for a weekly capacity shortfall within Orakei and Maungakiekie Tamaki of 132 hours per week, assuming optimal field allocation across the three winter codes.

Auckland Sport Sector: Facilities Priorities Plan

27. Auckland’s sport sector has developed a plan to enable a coordinated, integrated and sector-based approach for future sport facility provision in Auckland. Development of this plan was facilitated by Aktive, Sport NZ and Auckland Council.

28. This project was prompted by the development of the Council’s Sports Facilities Investment Plan. As part of this work, staff and the sport sector identified the need for a mechanism to establish facilities investment priorities across all sports codes for the next 10 years.

29. It focuses on the provision of sports facilities to enable community participation in sport, including social and casual participation. It looks across sport codes and the region as a whole and encourages facility partnerships.

30. The plan was endorsed by the Environment and Community Committee on 12 September 2017 (ENV/2017/118), however the first series of prioritisations have not yet occurred.

31. Therefore, there is not yet a formal process that College Rifles request for investment can be processed through. However, the plan does outline the assessment criteria that applications for prioritisation will be assessed against.

32. These criteria are:

· Community need and participation

· Complementary to the existing network

· Strategic support

· Sustainability

· Return on Investment

· Achievability

33. Staff have assessed the College Rifles proposal against the criteria outlined within the Facilities Priorities Plan and the proposal shows good evidence for prioritisation (see Attachment A).

Options

34. With the certification of the College Rifles Fields expiring in August 2018 and Council’s current funding agreement with College Rifles expiring in September 2018 the opportunity to secure any future access and use of this site is immediate.

35. The options council can consider are:

i) Do nothing – the opportunity to partner with on the development of sports fields in the area will be greatly diminished and Council may have to provide additional capacity elsewhere in the network to support the displaced user groups.

ii) Develop a funding agreement for $750,000 with the College Rifles Rugby Union Football and Sports Club for the replacement of the two artificial playing surfaces at College Rifles Park.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

36. The artificial surfaces at College Rifles Park form an important part of the Auckland regional sport field network, as well as providing a local resource for community and user groups in the Remuera area. Should 74 hours of sport field capacity be lost to the network there would be an increased shortfall in provision in the Orakei Local Board area, which would have an impact on surrounding board areas as well.

37. Letters of support for the replacement of the artificial surfaces were included from local groups including Ellerslie Association Football Club Inc, Meadowbank School, King’s School, Auckland Lacrosse, and Auckland Rugby.

Tauākī whakaaweawe Māori / Māori impact statement

38. Participation data shows 10.5% of Maori living within the Orakei Local Board area participate in rugby, which is double the participation rate of the Orakei Local Board population (4.9%).

39. This indicates that changes in sport field capacity, especially relating to Rugby, within the Orakei Local Board area would disproportionately impact the local Māori residents.

Ngā ritenga ā-pūtea / Financial implications

40. The Parks, Sport and Recreation partnership budget line for FY18 has the required budget available for Auckland Council to grant College Rifles $750,000.

Return on Investment

41. The Auckland Council Sport Field Capacity Development programme has shown that the development of new sports field capacity costs $64,676 per additional hour of availability provided by a lit, artificial surface.

42. The proposed $750,000 grant to College Rifles would provide re-secure 74 hours a week of capacity to the network at a cost of $10,135 for each of those hours.

43. This significant difference demonstrates a greater level of financial efficiency through partnering with College Rifles rather than investing in new capacity elsewhere in Auckland Councils network.

Ngā raru tūpono / Risks

44. If council does support the renewal of the fields at College Rifles then there is a likelihood that the fields would be lost to the sport field network and availability for community access.

45. A robust funding agreement will be developed with College Rifles to mitigate risk around approved council investment and to ensure that the artificial surfaces continue to provide capacity to the Auckland sport field network, and available/utilised for other community access.

46. A minimum frequency of annual reporting will be required.

Ngā koringa ā-muri / Next steps

47. Following the funding decisions by this Committee, College Rifles Rugby Union Football and Sports Club will be notified of the outcome.

48. If the Committee agree to a partnership grant then funding agreements and key performance indicators (KPI’s) will be developed between Council and the club.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Assessment of College Rifles artificial surface renewal under Facility Priorities Plan framework.	75

Ngā kaihaina / Signatories

Author

Dave Stewart - Manager Sport & Recreation

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Dean Kimpton - Chief Operating Officer

Environment and Community Committee

08 May 2018

Detailed Assessment Criteria

Pass/Fail

Guidance

Assessment

Strategic alignment

The project must align with national and regional facility strategies/code facility plans or demonstrate how the proposal fits in the regional network

Pass: The project is documented in a national and/or regional facility strategy/code facility plan as a priority in the next ten years.

Or: The project aligns to a major area for investment (in a plan or strategy) eg: could be major renovation – where maintenance of existing facilities is documented as a priority in a national and/or regional facility strategies/code facility plan and the geographic area identified.

Or: If no code facility plan exists at a national or regional level – it can clearly be demonstrated where the project fits in with the overall regional network for the code and this is supported by the RSO (if exists) and NSO.

Pass: Rugby is still in the process of developing a regional facilities plan. However Auckland Rugby Union strongly support the renovations and improvements to the artificial playing surface at College Rifles. Auckland Rugby Union use the facility as one of regional importance. They state that in 2017 ARU facilitated 440 hours of competition at the location. It is used as a location for various Auckland Rugby representative training as well

Gap in provision

There is a clearly identified and evidenced gap in provision (function, capacity or geographic – assuming existing facilities are run at optimal level) that the facility will meet where the need can only be met through major redevelopment/re purposing of an existing facility or new facility provision

Pass: The proposal presents evidence (can be analysis from code plan, Sports Field demand analysis, network plans, options analysis, feasibility or business case) to support a clearly identified gap in provision ( or replacing existing capacity) now or in future (growth area).

There is evidence options have been considered to fill gap (or replacing existing capacity) that validates the proposal.

Pass: Without the facility at college rifles there would be a significant gap in provision in the Central East Auckland sub region.

The Sport Field demand analysis supports this provisioning need.

Criteria				Poorly aligns	Aligns	Strongly aligns	Assessment
Community need and participation	Degree to which a project matches the needs within its core catchment and will impact positively on accessibility to sports opportunities and grows participation - future facility developments that maximise opportunities to increase participation where there is an identified demand, should be considered a high priority Note: 1. See strategic priorities in draft plan re definition of participation 2. Core catchment could be geographic local, sub-regional or regional/national or demographically specific – girls aged 5-14 years across Auckland) 3. Range(can be frequency, quantity, diversity (multi-use) or physical accessibility) and 4. Breath can be catering to new population preferences such as new and emerging sports 5. Provision covers lack of facility, cost, not fit-for purpose, capacity constraints)	Impact on participation (Past trends and other data support assumptions)		Little to no evidence of an increase in participation/membership as a result of investment proposed.	Evidence of code data shows numerically participation/membership is growing year on year relative to size of code and in line with population growth in the catchment, (overall Auckland expected to grow 1.3% annually), and the project itself will result in sustained participation or some growth in participation over time.	Evidence of code data shows numerically participation is growing substantially year on year relative to size of code and faster than population growth in the catchment, (overall Auckland expected to grow 1.3% annually), and the project will result in high growth in participation over time.	Poorly aligns Rugby has a decline in Senior Team numbers across the Auckland region of 11% and 5% in junior teams over the 2014-2017 period.
		Meeting community need		Little to no evidence that the facility proposal will result in a widening and/or increase in the penetration into the catchment for the facility/ activities/services proposed	Some evidence that the facility proposal will result in a widening and/or increase in the penetration into the catchment for the facility/activities/services proposed	Clear evidence that the facility proposal will result in a widening and/or increase in the penetration into the catchment for the facility/activities/services proposed	Strongly aligns. College Rifles has a membership of 1069 which is 41% of the rugby participants in the Orakei LB area. Addition the loss of this facility would have a negative impact both on club membership but also community use.
		Impact on the range and/or breath of organised sports opportunities		Little to no impact on growing the range and/or breath of opportunities on offer.	Evidence of expansion in the range and/or breath of opportunities on offer.	Evidence of large expansion in the range and/or breath of opportunities on offer	Aligns. Whilst this renewal won’t significantly result in the growth of opportunities the loss will significantly and negatively influence this range.
		How has provision (access, condition, fit –for purpose, gap) limited participation?		Little to no evidence provision has limited participation and growth of code	Evidence that provision has somewhat limited participation and growth of code(and other factors indicate that if there was access – then growth would occur )	Evidence that provision has strongly limited participation and growth of code (and other factors indicate that if there was access – then growth would occur )	Strongly aligns. Sport Field capacity study data indicates an existing shortfall in provision hours. This provision limitation would be significantly magnified if the facility is not renewed.
Criteria				Poorly aligns	Aligns	Strongly aligns
Complementary to existing network	Degree to which a project complements existing facilities and can cater for future growth, adding to the hierarchy of facilities and increasing the capacity for sub-regional and regional competition.		Cater for future growth:	Has little or no capacity required to cater to current or future growth	The proposal is planned with some capacity to cater to current and future growth	The proposal is planned with the required capacity required to cater to current and future growth	Strongly aligns. Without the proposed renewed facility there will be greatly diminished capacity for future growth. The facility will be developed from a much later generation of artificial surface resulting in greater resilience and capacity to support a full complement of use by participants
Complementary to existing network			Hierarchy:	The proposal does not fill an evidenced gap in the existing hierarchy for facilities and may compete with a nearby facility (see code plan or evidence supplied).	The proposal fills an identified gap in the existing hierarchy for facilities based on the codes model of provision (geographic, type, capacity) with little duplication/overlap or direct competition to a facility nearby. Project adds some capacity at the sub-regional or regional level (this could be by provision of a local facility that frees up use of an existing sub-regional or regional facility)	The proposal fills an identified gap in the existing hierarchy for facilities based on the codes model of provision (geographic, type, capacity) with no duplication or direct competition to a facility nearby. Project adds significant capacity at the sub-regional or regional level (this could be by provision of a local facility that frees up use of an existing sub-regional or regional facility)	Strongly aligns. The facility is an important regional facility for Rugby as it provides one of only a limited number of artificial playing surfaces for Rugby across the region. Auckland Rugby Union uses the ground as a regional facility.
Criteria				Poorly aligns	Aligns	Strongly aligns	Assessment
Strategic support	The degree to which the proposal is supported by a wide range of stakeholders as a strategic priority · international, national, regional and local sport facility strategies/plans · community stakeholders, schools, government dept., commercial · facility investors · potential for partnership (multi-sport/co-location/shared use) within, and across, sports codes as well as other partners noting some single use facilities are sustainable on their own and may not need partnership support		Code specific:	Low priority in an international, national, regional code facility plan/strategy in the next ten years, tenure of existing facility good	A priority in a code facility plan/strategy in the next three – five years or tenure of existing facility is threatened	A priority in a code facility plan/strategy in the next one - three years or tenure of existing facility threatened(being sold, lease expires, rent hike unaffordable)	Strongly aligned. A letter from Auckland Rugby Union has identified College Rifles renewal as it would be lost to the network otherwise.
			Local Board:	Lower priority in a local board area facility plan and is not in the local board plan	Medium priority in a local board area facility plan(where one exists) or local board plan	A high priority in a local board area facility plan (where one exists)or local board plan	Aligns The facility is not in the local board plan, as it is a privately owned facility. However the local board does state “We will continue to develop our sports parks, reserves and playgrounds.” Which philosophically aligns.
			Facility Investors:	No funding support for earlier stages of the development	Some funding support for earlier stages of the development	Strong funding support for earlier stages of the development	N/A – there have been no earlier stages in this specific development
			Other	Little support beyond code for proposal	Some (2-3) evidence of support from a few local community and other stakeholders for the proposal	Strong support from a wide range of community and other stakeholders for the proposal	Strongly aligned. A large number of letters of support were included, including from other sports, schools and partners.
			Partnerships:	Potential for partnership is low and no partners have been identified Collaboration from partnerships is not recognised in facility design, operations and governance/management approach	Potential for partnership is possible and at least one partner identified but may not be on board. Collaboration from partnerships is recognised in facility design, operations and governance/management approach	Potential for partnership is strong with at least two or more partners identified and partners may already be on board. Collaboration from partnerships is recognised and embedded in facility design, operations and governance/management approach	Aligns. The facility is for both the benefit of College Rifles and of Auckland Council as it provides network provision and community use.
Criteria				Poorly aligns	Aligns	Strongly aligns	Assessment
Sustainability	Degree to which a project is sustainable: · sustainable business model and design with whole of lifecycle approach and demonstrable governance, operational and management capabilities · sustainable design and flexible to changes in demand and adaptive uses in the future · Other user groups identified		Business model:	Lack of sustainable or credible operating /financial model which also does not demonstrate accounting for whole of life costs(asset maintenance, depreciation or sinking fund, any interest costs). No other user groups identified	Operating /financial model demonstrates a break-even or small profit position over time, with two or more income streams( plus other user groups identified) and accounts for whole of life costs (asset maintenance, depreciation or sinking fund, any interest costs)	Operating model demonstrates a break-even or small profit position over time, with multiple income streams (other user groups confirmed) and accounts for asset maintenance, depreciation or sinking fund, any interest costs	Aligns. College Rifles has a solid financial position and have maintained and operated the surfaces for the last 10 years effectively. They have lonely depreciated the council component of the facility development cost.
			Overall governance and management capabilities:	Weak/overly complex or no thought given to governance and management structure (volunteer or paid) proposed.	Good governance and management structure (volunteer or paid) proposed or in place.	Strong and not overly complex governance and management (volunteer or paid) structure proposed or in place.	Strongly aligns. Good governance in place and full time General Manager.
			Sustainable design and initiatives:	Facility is not designed/proposed to be flexible and adaptive to future changes and sustainability design Initiatives are not clearly stated and/or low likelihood will be achieved given budget (capex and opex).	Facility is designed/proposed to be somewhat flexible and adaptive to future changes and sustainability design initiatives are stated and likely to be achieved.	Facility is designed/proposed to be highly flexible and adaptive to future changes and sustainability design initiatives are clearly stated and high likelihood will be achieved.	Strongly aligns. The nature of the artificial surface is that it is useable and good provision for a number of sports and community groups
			Transport Alignment:	Facility location proposed is accessible by limited modes of transport (e.g.; predominantly car only) and located where it may impact congestion at peak usage times.	Facility location proposed is accessible by multiple modes and located so as to not impact congestion at peak usage times with adequate parking.	Facility location proposed is easily accessible by multiple modes (PT, car with onsite or shared parking, walking, cycling) and well located so as to not impact congestion at peak usage times with adequate and shared parking.	Aligns. Parking onsite (surface to be updated). Accessed near main road with some public transport provision.
Criteria				Poorly aligns	Aligns	Strongly aligns	Assessment
Return on investment	Relative social (community wellbeing, community connectedness, volunteerism) and financial return on investment the project can generate		Wider community and social benefits	Little or no and volunteer contribution to project or upskilling of volunteers as a result of the project No involvement by groups outside the organisation Minimal benefits to the wider community eg; no or only a few spaces for hire, no community hub created, no spaces for casual public use. Lower participant communities (socio=economic, ethnic, young people) do not benefit or receive low benefit from development.	Good level of volunteer contribution to project (project momentum may just be beginning) – governance, planning , fund-raising and many volunteers (beyond just one or two)receiving benefits of upskilling as a result of project involvement Involvement by one or two groups outside the organisation in the project Some benefits to the wider community eg; spaces for hire, community hub created, and spaces for casual public use such as walking tracks part of development. Lower participant communities (socio=economic, ethnic, young people) will receive some benefit from development.	High level of volunteer contribution to project – governance, planning , fund-raising and large amount of volunteers receiving benefits of upskilling as a result of project involvement Involvement by two plus groups outside the organisation in the project Significant benefits to the wider community eg; spaces for hire, community hub created, and spaces for casual public use such as walking tracks part of development. Lower participant communities (socio=economic, ethnic, young people) will benefit significantly from development.	Aligns. Space available for hire and community use that would otherwise be lost to the network, continued provision of service to the 1k+ club members
Return on investment			Financial returns	Options analysis not completed or preferred option- poor cost benefit ratios less than 1:1 and poor net present values. No evidence of the project eliminating or reducing duplication (facilities or operations). Proposal is unlikely to increase use and lower cost per hour/per user	Feasibility study has been done –business case may not have yet. There is evidence to suggest investment can be justified through options analysis. Positive financial returns or preferred option has best and acceptable NPV (even if negative). The project eliminates or reduces duplication (facilities or operations). Proposal will increase use and lower cost per hour/per user – may not yet be quantified.	Feasibility study has been done –business case may not have yet. There is evidence to suggest investment can be justified through options analysis Cost benefit ratios greater than 1:1 and positive net present values for preferred option. The project eliminates or significantly reduces duplication (facilities or operations through shared space/services). Proposal will significantly increase use and lower cost per hour/per user.	Strongly aligns. Good return on council investment with high quality facility available to community groups for use. Significantly cheaper provision on a per hour basis than council developing its own facility elsewhere.
Criteria				Poorly aligns	Aligns	Strongly aligns	Assessment
Achievability	Readiness to proceed, including location identified, developed design, feasibility, funding, governance and management, and has taken on board lessons learnt from others and good practice examples related to access, location, and design.		Scale of development and funding required	Plans are out of line with the need identified and, size of organisation with no or poor quality feasibility study to support.	Plans are commensurate with the need identified and, size of organisation and supported by credible Feasibility Study with a business case in progress or to come.	Plans are commensurate with the need identified and size of organisation and supported by credible Feasibility Study and business case.	Aligns The club is looking to fundraise a minimum of 50% of the total development cost between council and other funders. The club would be looking to use accumulated funds to help fund the addition costs.
			Funding plan	Little likelihood of being achieved within a five – ten year timeframe Little or no fund-raising or financial (less than 15%) planned or begun by the organisation	Reasonable likelihood of being achieved within a three – five year timeframe and some funding may be in place 15-30%. A reasonable level of fund-raising or financial (15-30%) by the organisation planned or begun.	Strong likelihood of being achieved within a three to five year timeframe and 30-50% funding already in place. Significant fund-raising or financial (30-50%) and volunteer contribution by the organisation (begun towards total project cost and achievement.	Strongly aligns. Club has accumulated funds and council investment would equate to about 1/3 of total development costs.
			Project structure and delivery capabilities	No structure (Steering group/PCG or PM) in place or well- planned to lead development and fundraising.	Steering group/PCG and PM in place or planned to lead development and fundraising.	Active Steering group/PCG and PM in place to lead development and fundraising.	Aligns Club has general manager in place to drive fundraising. Club have appointed Cardno to provide full tender documentation for the turf replacement to interested parties and facilitate a tender process, tender evaluation and contractor approval
			Site location and complexity	Site not secured and will be expensive or complex to secure Site not in a particularly good location (low visibility, access and has site constraints such as poor ground conditions or not yet identified).	Site is identified and in process of being secured (council may be assisting) Site in a good or reasonable location and ground condition confirmed and plan in place (visible, accessible and little site constraints).	Site is secured Site in a good location (highly visible, accessible and little site constraints) and no ground conditions of concern.	Strongly aligns Club is land owner and has existing site. Site is in reasonable position and is well known in the area.
			Planning	No understanding of consent or classification issues/risks/timeframes evident. Zoning or precinct plan is not appropriate and will require change	Some understanding of consent or classification issues/risks/timeframes evident. Zoning or precinct plan is appropriate, building on a smaller sports hub/location or locating in industrial area so can operate extended hours	Plan in place to address any consent or classification issues/risk Zoning or precinct plan is appropriate, building on a large established sports hub/location or locating in industrial area so can operate extended hours	Aligns Like for like development. Potential issues with close proximity of neighbours and noise issues?

Environment and Community Committee

08 May 2018

ENVIRONMENT AND COMMUNITY COMMITTEE FORWARD WORK PROGRAMME 2017

This committee deals with strategy and policy decision-making that relates to the environmental, social, economic and cultural activities of Auckland as well as matters that are not the responsibility of another committee or the Governing Body

Priorities for 2018 will be on initiatives which:

1. Clearly demonstrate that Auckland is making progress with climate change adaptation and mitigation and taking action to reduce greenhouse gas emissions

2. Enable green growth with a focus on improved water quality, pest eradication and ecological restoration

3. Strengthen communities and enable Aucklanders to be active and connected

4. Make measurable progress towards the social and community aspects of housing all Aucklanders in secure, healthy homes they can afford

5. Grow skills and a local workforce to support economic growth in Auckland

The work of the committee will:

· Deliver on the outcomes in the Auckland Plan

· Be focused on initiatives that have a high impact

· Meet the Council’s statutory obligations, including funding allocation decisions

· Increase the public’s trust and confidence in the organisation.

Updated 24/04/2018

*Priority #*		*Area of work*		*Reason for work*	*Environment and Community Committee role* *(decision or direction)*	*Expected timeframes* *Quarter (month if known)*
						FY17/18						FY18/19
						Jan-Mar 20 Feb 13 March			Apr-Jun 10 April 8 May 12 June			Jul-Sep 10 July 14 Aug 11 Sept			Oct-Dec 16 Oct 13 Nov 4 Dec
Environment
1		Strategic approach to Climate Change		To demonstrate that Auckland is making progress with climate change adaptation and mitigation and taking action to reduce emissions.	Strategic direction will be provided in the coming months. Progress to date: A summary of activities to prepare for climate change was given in the presentation on 8/8/17 meeting. Report was considered on 20/2/18, resolution ENV/2018/11
1		Low carbon living		To deliver on Low Carbon Auckland Plan commitments by the design and implementation of awareness raising and incentives programmes to reduce household, community, business and schools carbon emissions by approximately 50% of current levels.	Strategic direction and endorse programmes as part of the Low Carbon Auckland Plan implementation. Progress to date: Report was considered at 20/2/18 meeting. Res ENV/201811 report back in Dec18 for a decision. Independent Advisory Group (IAG) was approved. Chairs Planning and Env & Community Cttees, an IMSB member and the Mayor’s office to decide on the membership of the IAG.	Q3 (Feb)			Q4			Q1 (Sept)			Q2 (Dec)
1		Low Carbon Auckland / Climate Change Mitigation		Four-yearly review of strategic action plan due in 2018; increased engagement with and commitments via C40 Cities membership; development of proactive policy agenda to central government emerging	Decision and endorsement of strategic direction Progress to date: Report was considered at 20/2/18 meeting. Res ENV/201811 report back in Dec18 for a decision. Independent Advisory Group was approved.	Q3 (Feb)			Q4			Q1			Q2 (Dec)
1		Climate Plan Workshop		Risks and vulnerabilities	• Committee workshop on risks and vulnerabilities • Communication strategy for broader public engagement • Local Board workshops • Mana whenua engagement (integrated throughout) • Stakeholder workshops			Q4 (June)
1		Climate Plan Workshop		Prioritisation criteria and identified actions	• Cost benefit and total value analysis • Agree prioritisation criteria • Review all actions • Draft plan						Q1 (Aug)
1		Draft Climate Plan to Committee			• Draft plan to committee • Consultation (linking to other plans, approach tbc) • Updates to action plan • Adoption of updated plan by council (Proposed December 2018)									Q2 (Dec)
1		Final Adoption of Climate Plan			Decision adopt Climate plan									Mar 2019
1 and 2		Urban Forest Strategy		Strategic approach to delivering on the wider social, economic and environmental benefits of a growing urban forest in the context of rapid population growth and intensification.	Decision on strategic direction and endorsement of strategy. Progress to date: A workshop was held on 14/06/17. Report was considered on 12/09/17 ENV/2017/116 a full draft of the strategy was considered 20/02/18, res ENV/2018/12 with a report back on the results of the LIDAR and an implementation plan on costs and benefits in Aug 2018	Q3			Q4			Q1 (Aug)			Q2
1		Waste Management and Minimisation Plan Review		To adopt a new Waste Management and Minimisation Plan.	Direction on the key issues that arise through consultation on the draft Waste Management and Minimisation Plan and the waste assessment. Adopt the final plan, after hearings have been held on the draft plan. Progress to date: Decision: A Waste Political Advisory Group was established Resolution ENV/2016/6 Item 11 The Plan was adopted for consultation on 5/12/17. Res ENV/2017/185 SCP process in April for June meeting	Q3			Q4 (Jun)			Q1			Q2 (Dec)
1		Allocation of the Waste Minimisation and Innovation Fund		Decision making over medium and large funds from the Waste Minimisation and Innovation fund in line with the fund’s adopted policy. Funds to contribute towards council’s aspirational goal of zero waste to landfill by 2040.	Decision on the annual allocation of the Waste Minimisation and Innovation Fund for the 2018-2019 financial year. Progress to date: Decision: Approval of allocation of September 2016 funding round Resolution ENV/2016/19 Item C5. Approval of grants in Dec 17	Q3			Q4			Q1			Q2
2		Regional Pest Management Plan review		Statutory obligations under the Biosecurity Act to control weeds and animal pests. To ensure that the plan is consistent with the national policy direction and up to date.	Decision and strategic direction on weed and plants that will be subject to statutory controls. Consider submissions received on the draft plan in mid 2018 and adopt the final plan by December 2018. Progress to date: Decision: Agreed to the inconsistencies in ACT at the 14 Feb 2017 ENV/2017/7 Item 12 Workshops held on 4/04/17, 3/05/17 and 27/09/17 Draft plan was approved for consultation in Nov 2017	Q3			Q4 (Jun)			Q1			Q2 (Nov/Dec)
1 and 2		Allocation of the Regional Natural Heritage Grant		Decision-making over regional environment fund as per the grants funding policy and fund guidelines	Decision on the annual allocation of the Waste Minimisation and Innovation Fund for the 2018-2019 financial year. Progress to date Allocation of the Regional Environmental Natural Heritage Grant for the 2017-2018 financial year was made on 6 Dec 2016_ENV/2016/11 Item 15	Q3			Q4			Q1			Q2 (Dec)
2		Safeswim		To consider best future options for the delivery of Safeswim	Decision on options for expansion of the Safeswim programme. Progress to date: Endorsed the recommended improvements by 1 Nov to the programme on 14/02/17 meeting Item 16. Requested a report on costs and benefits of “white box” model A further update was provided on 14/03/17 on food safety for seafood gatherers Item 16 Progress was presented at Sept meeting – scheduled to go live on 1/11/17. An update was given in 14 Nov. A further update on activity over the summer period will be provided in March 2018 and a decision sought on next steps for Safeswim. This report was considered on 10 April on the findings of the review and endorsed the proposed future direction of Safeswim programme Res ENV/2018/47.	Q3 (Mar)			Q4 (Apr)			Q1			Q2
2		National Policy Statement for Freshwater Management		The National Policy Statement for Freshwater Management is being implemented, with periodic reporting to council committee on progress, and responding to ongoing central government refinement of the framework for achieving water outcomes.	Progress to date: Council submission was approved on Central Govt. Clean Water Consultation 2017 process: Minutes of 4 April ENV/2017/54 Item 12. Follow up is required for resolution b) – a workshop held on 14 June. A supplementary submission on the Clean Water Consultation package was made on 25 May 2017, Item 14 13/06/17 Decision ENV/2018/14 on engagement approach for consultation on the National Policy Statement for Freshwater Management in Feb 2018. In December 2018 further decisions will be sought under the national policy statement, including: · approve final targets for swim-ability of major rivers in the Auckland region · approve the updated Progressive Implementation Plan for the National Policy Statement for Freshwater Management	Q3			Q4			Q1			Q2 (Dec)
2		Food Policy Alliance		To consider food policy alliance	Decision on food policy alliance	Q3			TBC						Q2
1 and 2		Auckland Growing Greener		Statutory obligations under the Resource Management Act, Biosecurity Act and Local Government Act. Consideration of items to give effect to the adopted commitment of Auckland Council to grow greener.	Strategic direction and oversight into council’s role to improve the natural environment, and to endorse proposed incentives. This may include endorsing: · a framework to ensure planning and growth decisions are underpinned by relevant environmental data · proposed incentives for green growth · recommendations arising from a current state statutory obligations review.	Q3			Q4			Q1			Q2
2		Weed Management Policy		Governance group to oversee the implementation of the weed management policy. February 2017 item	Provide political direction to the Environment and Community Committee and staff in regards to weed management decisions. Report back to the Environment and Community Committee on progress within six months of establishment. An update report was presented in October, next report is due April 2018				Q4 (Apr)			Q1			Q2
2		Hunua Aerial 1080 Operation		Provide information on outcomes of the Hunua 1080 aerial pest control operation	To note outcomes of the Hunua 1080 aerial pest control operation.	Q3			Q4			Q1			Q2 (Nov)
Parks, Sport and Recreation
3		Sport and Rec Strategic Partnership Grant to Aktive Auck Sports Rec	Approval of $552,000 strategic partnership grant to Aktive Auck & Sport to deliver on agreed priority initiatives.		To approve the $552,000 strategic partnership grant to Aktive Auckland Sport & Recreation for 2017/2018 Progress to date: Report was considered 5/12/17 Resolution ENV/2017/186 – report back against KPI every six months.				Q4 (Jun)
1		Te Motu a Hiaroa (Puketutu Island)	Status update on the Te Motu a Hiaroa Governance Trust		To note further update on progress of the governance trust				Q4			Q1
3		Sport and Recreation Strategic Action Plan	Status report on implementation plan		Direction on future options for sport and recreation.	Q3						Q1			Q2 (Nov)
3		Sports Investment Plan	Council’s strategic approach to outcomes, priorities and investment in sports		Decision on issues papers Draft Plan approval Finalise and adopt investment plan Progress to date: Evaluation of current sports facilities investments and proposed changes was adopted on 14 March, resolution ENV/2017/39 Item 13 with the final draft investment plan to be adopted prior to consultation. An outcome measurement tool to support the Sports Facilities Investment Plan was considered and agreed at the 4 April 2017 meeting. Resolution ENV/2017/50 Item 9 The findings of the pilot will be reported in mid-2019 seeking a decision on the roll-out model.	Q3			Q4 (2019)			Q1			Q2 (Nov)
3		Golf Investment Plan	Council’s strategic approach to outcomes, priorities and investment in golf.		Decision on issues papers Draft Plan approval Finalise and adopt investment plan Progress to date: Confidential workshop held 13/06/17 (what future for golf).	Q3			Q4			Q1 (Jun/Jul)			Q2
3		Indoor Courts	Strategic business case for indoor courts investment		Decision on investment approach	Q3			Q4			Q1 (Aug)			Q2
3		Western Springs Community School Partnership	Improve Community Access to school facilities		Decision on Business and Investment in indoor court facility at Western Springs Progress to date: The report was considered in May. Resolution ENV/2017/71 A business case will be prepared to outline the opportunity to fully invest in the indoor court development and can consider as part of the LTP 2018-2028										Q2
3		Growth Programme	Update on proposed growth funding allocation for 2018-2020		Decision on growth funding allocation							Q1
3		Regional Sports Grants	Improving monitoring and evaluation of sports grants		Decision on monitoring and evaluation framework	Q3			Q4 (May)			Q1			Q2
1		Regional Sport and Recreation grants programme 2018/2020	Review of previous grants allocation and recommendation for next round		Decision on sport and recreation grants programme objectives and approach Progress to date: Approved on 12 Sept the 2018/2019 grants programme to proceed in accordance with the Community Grants Policy suggested outcomes and assessment matrix. Applications open 30/10/17 close 8/12/17 ENV/2017/119 Workshop in April 2018	Q3			Q4 (May)			Q1 (Sep)
1	d	Review of the Community Occupancy Guidelines 2012: TOR	The review will assess the efficacy of the guidelines in for the council to deliver the best possible outcomes for Auckland through community leases		Decision on the terms of reference for the review of the Community Occupancy Guidelines 2012 Progress to date: The TOR was approved for the review to commence and will report back in May 2018. An update memo was circulated in August in response to feedback from the July meeting.							Q1 (Jul)
3		Active Recreation Investment and Visitor Experience	Council’s strategic approach to outcome, priorities and investment for active walking, cycling, waterways and visitor experience on open space, parks and regional parks		Decision on scope and phasing	Q3			Q4			Q1			Q2
3		Takaro – Investing in Play discussion document	Development of a play investment plan		Decision on approval for public release Progress to date: Approved on 16/05/17 for public release the discussion document and will report to E&C for approval in late 2017 Takaro was approved for release on 20 Feb 2018 A report back by August 18 for approval to initiate public consultation	Q3 (Feb)						Q1 (Aug)			Q2
ECONOMIC DEVELOPMENT
1		The Southern Initiative (TSI)	Provide an update on the TSI approach, priorities and achievements.		Strategic direction of the TSI approach to social and community innovation in south Auckland	Q3		Q4				Q1			Q2
5		Global Engagement Strategy	Provide an update and direction of Auckland Council’s global engagement strategy and priorities. It has been three years since a new strategic direction was introduced, progress on this strategy will presented. Funded		Strategic direction of Auckland Council’s global engagement strategy and priorities Progress to date: Monthly global engagement updates are published on each agenda	Q3		Q4				Q1			Q2
5		International Education Framework	Provide strategic direction to ATEED through its consideration of options for growing the international education sector		Strategic direction relating to international education. ATEED has responsibility for growing the international education market in Auckland. workshop to be scheduled	Q3		Q4				Q1			Q2
5		Local Economic Development Framework	Provide strategic direction to ATEED through its consideration of options for delivering local economic development		Strategic direction relating to Local Economic Development. ATEED has responsibility for leading Local Economic development.	Q3		Q4				Q1			Q2 (tbc)
5		Auckland Trade Programme	Provide strategic direction to ATEED through its consideration of options for growing Auckland’s trade and exports		Strategic direction relating to trade and exports. ATEED has responsibility for supporting the increase of Auckland’s trade competitiveness.	Q3		Q4				Q1			Q2
3		Options to expand revenue streams for sport facilities investment	Provide strategic direction to expand revenue streams to fund future sports facilities investment in the draft Sports Facilities Investment Plan		strategic direction to expand revenue streams to fund future sports facilities investment in the draft Sports Facilities Investment Plan Progress to date: A report was considered in Aug. Res ENV/2017/121
SOCIAL, COMMUNITY, CULTURAL INFRASTRUCTURE
3		Community Facilities Network Plan		Update on progress and report back on strategic business case for central west.	Decision on indicative business case for central west Progress to date: A progress report was considered on 14 March. Resolution ENV/2017/36 Item 11 to report back on an indicative business case for investment in the central-west area.	Q3 (Mar)		Q4				Q1 (July)			Q2
2		Auckland Sport Sector: Facility Priorities Plan		Develop and endorse the Sports Facilities Investment Plan to enable Auckland Council to take a more co-ordinated approach to its sports facilities investment.	Decision on the Auckland Sport Sector : Facility Priorities Plan. Decision on sector’s investment priorities and investigate potential funding options. Progress to date: The plan was endorsed on 12 Sept ENV/2017/118. Staff to report back on priorities and potential funding options.							Q1 (Sept)			Q2
4		Homelessness		Implementing Regional Policy and Strategy resolution to progress work around Council’s strategic position on addressing homelessness (note this work will be informed by discussions at the Community Development and Safety Committee)	Decision on scope Decision on role and direction addressing homelessness Progress to date: Approved the scope policy 14 Feb Item 17 Auckland council’s position and role was considered at the August meeting report item 12. Staff to report back with an implementation plan. Resolution ENV/2017/118 of preferred position and role	Q3 (Feb)		Q4				Q1 (Aug)			Q2 TBC
3		Facilities Partnerships		Identify the range of current council approaches to facility partnerships, issues, opportunities and agree next steps	Decision on facility partnership approach Decision to adopt Facility Partnership Framework in December 2017 Progress to date: Update was given at 14 February meeting on Phase 1. Approval was given on the proposed timelines for Phase 2 : Minutes 14 February Item 14 preferred option	Q3 (Feb)		Q4				Q1			Q2 (Dec)
3		Citizens Advice Bureaux Services		Review of the Citizens Advice Bureaux Services RSP decision in April 2016 (REG/2016/22)	Decision on review results Progress to date: Report was considered at 20 Feb meeting. Decision: lies on the table. A supplementary report was considered on 10 April 2018, Res ENV/2018/48 and with changes for an updated funding model to be agreed by 1 April 2019	Q3 (Feb)		Q4				Q1			Q2 Feb/ Mar19
4		Social and Community Housing Strategy and initiatives		Strategic overview of social and community housing initiatives. Wider housing portfolio and spatial outcomes of council’s role in housing is led by the Planning Committee.		Q3		Q4				Q1			Q2
4		Affordable Housing Intervention		Understanding NZ and international interventions to address affordable housing	Decision on future Auckland Council approaches to affordable housing interventions	Q3		Q4 (May)				Q1			Q2
3		Te Kauroa – Library Strategy		Libraries and Information is carrying out a change programme (Fit for the future) to accelerate the implementation of this 2013-2023 strategy (approved by the Governing Body)	Direction relating to priorities and to receive update on strategic direction and implementation progress Approve an expanded and improved regional mobile library service Progress to date: workshop held on 7 March with local board chairs. Workshop notes were attached to the 10 April agenda	Q3		Q4				Q1 (tbc)			Q2
3		Central library strategic review		A strategic review of the Central Library has been commissioned to understand how the current building can meet future need and demand for services, asses the Central Library’s current and potential future role in the region, and guide decision making about future investment and development opportunities	Decide direction and receive the strategic review	Q3		Q4				Q1			Q2
3		Libraries		Work around the integration with customer services	Decision on matters relating to regional aspects of the proposed integration (local boards will decide on local outcomes)	Q3		Q4				Q1			Q2
3		Intercultural Cities Network		Consideration of a proposal to join the Intercultural Cities Network to support implementation and monitoring of progress on ‘Inclusive Auckland’ actions.	Decide whether Auckland should be a member of the network	Q3		Q4 (Jun)				Q1			Q2
3		Friendly City		Identify issues and opportunities for an inclusive friendly city (Regional Policy and Strategy resolution REG/2016/92)	Strategic direction on the approach to a friendly, inclusive, diverse city. Progress to date: Update reports were circulated on 18 April 2018 and 14 Dec 2017. Staff report findings and the proposed next phase in 2018.	Q3		Q4				Q1 (July)			Q2
3 and 5		Social Enterprise approaches for youth and long term unemployed		Improved understanding of social enterprise reach, impacts, costs and benefits	Strategic direction on councils approach to social enterprise.	Q3		Q4				Q1 (Jul)			Q2
3 and 5		Youth volunteer programmes		Intervention assessment of youth volunteer programmes on long term education and employment – understanding impacts, costs and benefits	Strategic direction on interventions approach	Q3		Q4				Q1 (Jul)			Q2
3		Events Policy		A review of what is working well and what isn’t		Q3		Q4				Q1 (Sep)			Q2
		Grant Policy Monitoring		Audit of the application of the Grants Policy	Decision on audit results	Q3		Q4				Q1			Q2
3		Thriving Communities Action Plan		A review of the Action Plan to understand what we are doing well and where there are areas for improvement	Decision on current state results	Q3		Q4				Q1 (Jul)			Q2
3		Toi Whitiki Strategy		Targeted analysis of social return on investment on specific art and culture investment		Q3		Q4				Q1			Q2 (Dec)
3		Public Art		Review of the Public Arts Policy: what’s working what’s not. Decisions relating to major public arts	Decision on review results	Q3		Q4				Q1			Q2 (Dec)
LEGISLATION/CENTRAL GOVERNMENT
2		National Environmental Standards	Council response on the National Direction for aquaculture expected following scheduled release of consultation document in April 2017. The National Direction is likely to address matters relating to re-consenting, bay-wide management, innovation and research, and biosecurity.		Direction Committee agreement to a council submission on the National Direction for Aquaculture	Q3		Q4				Q1			Q2
1		Child Poverty Reduction Bill	The purpose of the bill is “to encourage a focus on child poverty reduction, facilitate political accountability against published targets, require transparent reporting on child poverty levels, and create a greater commitment by Government to address child well-being.”		Direction The aims of the bill are aligned with those of the Auckland Plan and the I Am Auckland strategic action plan, specifically around ensuring equity of opportunity and outcomes for children and young people, and staff suggest a submission in broad support of the bill.			Q4 (May)
LAND ACQUISITIONS
3		Strategic acquisition issues and opportunities	Understanding current acquisition issues and options.			Q3		Q4				Q1			Q2
2		Land acquisition for stormwater purposes	Delegated responsibility of the committee. To acquire land for stormwater management and development purposes, to either support a structure plan or ad-hoc development.		Decision to acquire land. Reports will come to committee as required. Next report will be in Feb 2018 seeking authority to carry out compulsory acquisition of land in the Henderson area for a flood prevention project.	Q3 (Feb)		Q4				Q1			Q2
OTHER
		Long-term Plan	Informing the development of the 2018-2028 Auckland Council Long-term Plan			Q3	Q4			Q1			Q2

COMPLETED
3	I am Auckland - Youth Strategy		Implementation of strategy. Identify areas of success and improvement opportunity	Decision: Approval for the development and an implementation plan was considered on 14 Feb 2017 Resolution ENV/2017/10 Item 15	Q3
3	UNESCO Auckland City of Music		Decide whether to commit to being a UNESCO City of Music (from Regional and Strategy and Policy resolution REG/2016/70)	Decision: Endorsement was given at 14 March Resolution ENV/2017/35 Item 10	Q3 (March)	Q4	Q1	Q2
2	Weed Management Policy Implementation		To ensure implementation of the Weed Management policy occurs, and that how it will be implemented is reported to elected members	Decision: Appointment by the Mayor to a Political Advisory Group - Committee agenda 14 Feb 2017 Item 23	Q3	Q4	Q1	Q2
3	One Voice Auckland Sport and Recreation		One Voice – sector wide advisory group for sport and recreation	Decision – Appointment of 3 Elected Members to One Voice: Crs Cooper, Filipaina & W Walker on 4 April – Committee Resolution ENV/2017/53 Item 13	Q3 (Mar)
3	Regional Sport and Recreation Grant Programme		Contestable grant programmes	Decision - Allocation of the budget 2017/2018 was approved on 4 April Resolution ENV/2017/51 Item 10	Q3	Q4 (Apr)	Q1	Q2
3	Community Access Scheme		Review of Council investment in third party facilities to increase community access	Decision – Allocation of funding of Community Access grants was approved on 16 May Resolution ENV/2017/73 Item 18	Q3	Q4 (May)	Q1	Q2
3	Community School Partnerships		Improve Community Access to school facilities	Decision and direction on investment and development of partnerships with schools Update on Community and School Partnership project was provided 16 May 2017 Item 20 Approval for entering into a partnership agreement with Western Springs College and MOE to secure 4 additional indoor courts for school and community use was granted 15 May 2017 ENV/2017/71 Item 17	Q3	Q4 (May)	Q1	Q2
1	Waste assessment endorsement		The Waste Minimisation Act 2008 requires the committee to endorse the findings of the waste assessment	Endorse the findings of the waste assessment Endorsement of Waste Political Advisory Group to progress the implementation of a food waste at 16 May 2017 meeting Item 19 and resolution ENV/2017/74 Item 19 Will be notified alongside the draft waste management plan	Q3	Q4 (May)	Q1	Q2
2	Pest Free Auckland		To eliminate weed and animal pests from Auckland	Strategic direction and oversight, and to endorse the programme. An update was provided at 14 March 2017 meeting: Bio News Item 16.	Q3	Q4	Q1	Q2
2	Marine Biosecurity		Statutory obligations under the Biosecurity Act to develop and implement non-regulatory and regulatory programmes to manage marine pests.	Strategic direction and endorse new programmes – for input into Long-term Plan preparation. Included in the Regional Pest Management Plan report	Q3	Q4	Q1	Q2
4	Implementation of Housing Taskforce		The Housing Taskforce is led by His Worship the Mayor. The taskforce is likely to recommend actions to council and some of these actions may fall under the Environment and Community Committee remit.	Strategic direction on interventions to pursue Governing Body on 27 July 2017 adopted the Housing Taskforce report Item 10	Q3	Q4	Q1	Q2
1, 2 and 5	Coastal Erosion Management Strategy	To agree to the actions and tools to improve coastal asset management and prioritised decision-making in respect of climate change, sea-level rise and Auckland’s projected growth.		Decision on the final strategy, approve next steps and the associated work programme(s). Progress to date: Decision 8 August meeting –adopt the coastal management framework approach for the Auckland Region report. Resolution ENV/2017/116. Staff to regularly report back on progress and issues arising from the coastal compartment plans work programme	Q3	Q4	Q1	Q2
1 and 2	Seachange – Tai Timu Tai Pari	The marine spatial plan for the Hauraki Gulf – Seachange Tai Timu Tai Pari – was completed by the independent stakeholder working group in November 2016. Staff will report on implications of the plan and options for Auckland Council implementation to the Planning Committee. The Environment and Community Committee will likely provide direction and oversee aspects of implementation.		Strategic direction on the spatial plan and implementation actions. Progress to date: The initial assessment was considered at the 2 May Planning Committee meeting, resolution PLA/2017/50 Item 9 Political Ref Group was established. Approval of TOR and work programme was considered in Sept ENV/2017/115	Q3	Q4	Q1	Q2
2	Hauraki Gulf Forum	Possible consideration of recommendations from the Hauraki Gulf Forum arising from the completion of Seachange Tai Timu Tai Pari.		Decisions on governance and/or resourcing arrangements.	Q3	Q4	Q1	Q2
5	Tripartite Economic Alliance		Provide direction on preparation for Guangzhou 2017 Tripartite summit and seek approval for the renewal of the Tripartite Economic Alliance 2017 Tripartite Summit funded out of Global Partnerships and Strategy budget, CCO’s budget and through sponsorship.	Direction and approval of the extension of the Tripartite Economic Alliance beyond its initial three year period. Progress to date: Update was provided at 14 March 2017 meeting – summit in Sept 2017 Item 16	Q3	Q4	Q1	Q2
3	Smoke-free Policy		Improve policy and implementation	Decision on updated Smokefree policy Progress to date: considered the report for adoption at the August meeting. Resolution ENV/2017/113 Approval of the policy on 17 Oct Resolution ENV/2017/142	Q3	Q4	Q1	Q2
1	Productivity Commission – inquiry transition into low carbon economy		Council’s submission to the Productivity Commission’s low emissions economy issues paper	Decision to proposed key themes for submission to the Productivity Commission’s low emissions economy issues paper Progress to date: A report was considered on 12 Sept meeting. Endorsed the key themes Resolution ENV/2017/117 Auckland Council submission lodged in Oct			Q1	Q2
3	Demographic Advisory Panels		Identifying Panels’ priorities for advice to the council for 2017/18	Decision Approving demographic advisory panels work programme Progress to date: Disability and Seniors Advisory Panels work programme were approved in Sept. Ethnic Peoples and Youth Advisory Panels were approved in Oct Pacific Peoples and Rainbow Panels were approved in Nov			Q1	Q2
3	Open Space management: issues paper		Understanding open space management, issues and options	Decision on potential solutions and next steps Progress to date: Staff have done some work on this item to identify the key issues impacting on open space, however, the final product does not require a decision from the governing body. Aspects of this work have also been superseded by the Governance Review and well as the current review of the Occupancy Guidelines	Q3	Q4	Q1	Q2
1	Allocation of the Waste Minimisation and Innovation Fund		Decision making over medium and large funds from the Waste Minimisation and Innovation fund in line with the fund’s adopted policy. Funds to contribute towards council’s aspirational goal of zero waste to landfill by 2040.	Decision on the annual allocation of the Waste Minimisation and Innovation Fund for the 2017-2018 financial year.	Q3	Q4	Q1	Q2
1 and 2	Kauri Dieback		To protect Auckland’s Kauri forests	Decision on options for management of Kauri dieback – for input into the Long-term Plan preparation. A decision report was considered on 4 April 2018 Resolution ENV/2018/44
1	Air Quality		Approve action plan to help achieve compliance with the National Environment Strategy on Air Quality	Decision on air quality action. A report was considered in Feb 2018 for an improved approach to managing Auckland’s compliance with national air quality standards. Staff will develop communications material about air quality that the public can undertake this winter.	Q3	Q4	Q1	Q2
2	Destination Auckland Strategy		Provide strategic direction to ATEED through its consideration of options for any new strategies relating to international visitors.	Strategic direction relating to tourism strategies. ATEED has responsibility for the provision of initiatives in the tourism sector in Auckland. Workshop held in Nov 2017. The destination strategy update was presented at the 13 March 2018. Public launch scheduled for 11 May 2018	Q3	Q4	Q1	Q2

Chairperson	Cr Penny Hulse
Deputy Chairperson	Cr Alf Filipaina
Members	Cr Josephine Bartley	Cr Mike Lee
	IMSB Member Renata Blair	Cr Daniel Newman, JP
	IMSB Member James Brown	Cr Dick Quax
	Cr Dr Cathy Casey	Cr Greg Sayers
	Deputy Mayor Bill Cashmore	Cr Desley Simpson, JP
	Cr Ross Clow	Cr Sharon Stewart, QSM
	Cr Fa’anana Efeso Collins	Cr Sir John Walker, KNZM, CBE
	Cr Linda Cooper, JP	Cr Wayne Walker
	Cr Chris Darby	Cr John Watson
	Cr Hon Christine Fletcher, QSO
	Mayor Hon Phil Goff, CNZM, JP
	Cr Richard Hills

No.	Title	Page
a ⇩	Environment and Community Committee Forward Work Programme	95
b	20180412_Press release on Myrtle rust from Ministry for Primary Industry (Under Separate Cover)
c	20180413_Seachange progress memo (Under Separate Cover)
d	20180418_Update on progress re: friendlier city for all Aucklanders (Under Separate Cover)

Author	Steve Armitage – General Manager – Destination ATEED
Authoriser	Dean Kimpton - Chief Operating Officer

Author	Tam White - Senior Governance Advisor
Authoriser	Dean Kimpton - Chief Operating Officer