Environment and Community Committee

12 June 2018

Draft Facility Partnerships Policy

File No.: CP2018/01963

Te take mō te pūrongo / Purpose of the report

1. To seek approval to engage on a draft Facility Partnerships Policy.

Whakarāpopototanga matua / Executive summary

2. Auckland Council intends to meet more facility needs through partnerships in future, as a way of ‘doing more with less’ and enabling communities.

3. In 2017 staff developed the first draft of a new regional policy (Attachment B) to guide the selection and support of facility partnerships. Informal feedback from council staff and local boards in February 2018 has further refined and improved the draft policy.

4. Staff also engaged with Māori to explore specific opportunities and barriers for facility partnerships with Māori. Attachment C outlines the findings from this engagement.

5. With the committee’s approval, staff will undertake public consultation from June to August 2018. We will report the draft policy and public feedback to local boards for their formal feedback in August and September 2018.

6. There are two key risks relating to the decision to proceed to consultation:

· consultation may create an expectation that new funding is available

· existing facility partners may be concerned about the impact on those arrangements.

7. Staff will carefully manage communications during consultation to clarify the scope of the policy and avoid reputational risk to council.

8. Subject to the outcomes of the consultation period, a final policy will be brought back for the committee’s consideration before the end of 2018.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) approve the draft Facility Partnerships Policy for public consultation and formal local board engagement from June to August 2018.

Horopaki / Context

9. Auckland Council provides a wide range of community, arts and sports facilities. Around 300 are operated by community organisations through ‘facility partnerships’ with the council.

10. The council has signalled more facility needs will be met through partnerships in future, as a way of ‘doing more with less’ and empowering and enabling communities.

11. A cross-council team began work on a regional policy to guide the selection and support of facility partnerships in 2016. Findings from the discovery phase were reported to the Environment and Community committee in February 2017 (ENV/2017/9).

12. Staff tested a first draft of the new Facility Partnerships Policy with over 200 council staff and local board clusters in February 2018. The draft was well-received, and has been further refined and improved in response to the feedback provided.

Tātaritanga me ngā tohutohu / Analysis and advice

Facility partnerships benefit the council and the community

13. Auckland Council supports facility partnerships because they can:

· leverage external investment and community effort

· empower communities, and help us respond to Auckland’s increasing diversity

· optimise the existing facility network, and reduce the need for new facilities.

Facility partnership selection and management ad-hoc and inconsistent

14. Discovery work in 2016 and 2017 identified a range of issues that prevented the council from realising the full potential of facility partnerships.

15. Currently, facility partnership decisions are made on an ad-hoc basis. Often the lifetime costs and benefits of the partnership have not been fully considered, or how these relate to network gaps and evolving community needs.

16. Investment opportunities and selection decisions lack transparency, and our management processes tend to be uncoordinated and inconsistent. Many partners report that they feel ‘under-prepared’ and ‘insufficiently supported’ by council to deliver successfully.

17. Areas identified as needing improvement included:

· no shared understanding of ‘partnership’

· many partnerships aren’t getting what they need to succeed

· the council and its partners aren’t playing to each other’s strengths

· the council needs to ‘partner on the inside’ if it is to partner on the outside

· we don’t always count the true costs of partnership, or see the real value

· we can't measure success without defining clear outcomes

· partnerships with Māori should be founded on Te Tiriti principles and shared values

· marae are more than just ‘facilities’: they have a special role and significance for Māori.

Proposed policy provides strategic approach with tailored process

18. Staff have developed a new policy (Attachment B) to respond directly to these findings.

19. The proposed approach will enable the council and partners to make more informed and strategic investment decisions. Advice will be based on clearer evidence of need and impact, comprehensive costings, as well as emphasise viability and sustainability.

20. The new approach introduces a more transparent and contestable selection process. Requirements will be tailored to reflect the scale, complexity and risk of each proposal. The policy also better coordinates staff expertise and support to improve partners’ experience and build capability.

21. The draft policy proposes:

· a focus on shared outcomes

· partnerships that recognise, value and honour Te Ao Māori (Māori world view)

· multiple partnership models, with fit-for-purpose arrangements

· ‘proactive’ and ‘responsive’ partnership tracks

· principles to shape eligibility and investment priorities

· valuing (and costing) in-kind support

· a stronger focus on the partnership relationship

· greater acknowledgement of the complexity of developing/managing assets.

22. A summary of key policy positions relating to these themes is provided in Attachment A.

23. The draft policy outlines and guides six key dimensions of facility partnership:

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

24. Local boards have a strong interest in facility partnerships, which are seen as an important mechanism for responding to local community facility needs within financial constraints.

25. Staff have engaged with local boards informally throughout this project, including discovery work in 2016, development of the approach in 2017, and testing in 2018. Local board views and concerns have helped shape the draft policy.

Key themes of local board feedback

26. Key themes from discussions with local boards during the development phase include:

· clear outcomes and strong relationships are most important for successful partnerships, and should be a focus for the new policy

· facility partnerships should be seen as ‘core business’, and allocation of council resources (including staff time) should reflect this

· commercial activity in facilities should be discouraged where it compromises their focus on ‘public good’. However, many members do support appropriate revenue-generating activities where these help facilities to be financially sustainable

· we should be responsive to community priorities, but take a strategic, network-level approach to investment is also important

· council should take a flexible approach to partnering that prioritises impact and accepts some risk. We should invest more in capacity-building.

Tauākī whakaaweawe Māori / Māori impact statement

27. Marae are a focal point for Māori social, economic, environmental and cultural development, and are specifically identified in the council’s Community Facilities Network Plan as potential facility partners.

Engagement to better understand facility partnerships and Te Ao Māori

28. In 2017 staff undertook additional engagement with Māori, with a focus on marae, to ensure that the new policy would take into account any special context, barriers or opportunities for facility partnerships with Māori. A summary of the findings is provided in Attachment C.

29. The draft policy reflects these findings and commits the council to partnering with Māori in ways which align with the Treaty Principles, and reflect the distinct characteristics of marae.

Out of scope findings: closer relationships with Māori and involvement in policy-making

30. In addition to the findings specific to the facility partnerships kaupapa, staff heard that the council’s relationships with Māori generally need to improve, and Māori want to be more involved in developing policy that particularly interests or impacts them.

31. These findings will be shared with the relevant parts of the council. Work is already underway to address some of these concerns, for example development of a new Māori engagement portal, and additional relationship-building activities with mataawaka marae.

Ngā ritenga ā-pūtea / Financial implications

32. Public consultation and engagement activities will be resourced out of existing baselines.

Ngā raru tūpono / Risks

33. Engagement could create expectations that there will be an increase in facility partnerships funding. There may also be concerns that the new policy will impact existing arrangements.

34. Staff will manage reputational risk to council by clearly communicating the funding available and how this will be allocated. Staff will also clarify that the policy will only apply to new facility partnerships, or partnerships already scheduled for review.

Ngā koringa ā-muri / Next steps

35. If the committee endorses the draft policy, staff will undertake public consultation and formal engagement with local boards and interested advisory panels between June and August 2018. We anticipate the primary audience for the public consultation to be community and sector organisations, schools and marae.

36. Planned public consultation activities will include:

· online submissions via Shape Auckland and a People’s Panel survey

· consultation events with community and sector organisations, schools and marae

· sessions with key national and regional stakeholders, including other major funders.

37. Local board engagement will include:

· workshops in July and August 2018 timed to follow public consultation events so boards can review local community feedback prior to their workshop

· The draft policy reported to local board business meetings in August and September 2018 to seek formal feedback on the proposed draft policy approach.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Facility partnerships policy: Summary of key policy positions	101
b ⇩	Draft Facility Partnerships Policy	103
c ⇩	Facility partnerships with Māori: Summary report	145

Ngā kaihaina / Signatories

Author

Rebekah Forman - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Koro Dickinson – Lead Officer

Environment and Community Committee

12 June 2018

Investing in Aucklanders Community Engagement Findings

File No.: CP2018/08741

Te take mō te pūrongo / Purpose of the report

1. This report seeks approval to develop and run a series of inclusion pilots to increase Aucklanders sense of belonging and participation.

Whakarāpopototanga matua / Executive summary

2. Staff have engaged with 650 diverse Aucklanders to hear what makes them feel they belong and identified the enablers and barriers to inclusion. Many of them were Aucklanders who do not usually talk to council.

3. This engagement is part of a council resolution to look at how Auckland could become a friendlier city for a range of populations, including older people.

4. Key findings from the engagement include:

· simple acts of kindness, events and whānau gatherings help create a sense of belonging

· community places, activities and social networks enable inclusion

· feeling unsafe, discrimination, physical, health and economic conditions are barriers to inclusion.

5. Participants expressed their care for each other and their concern about inequality. They also want to see inclusion activities as an everyday rather than occasional experience.

6. To implement the engagement findings, staff propose a series of inclusion pilots. The pilots will test what activities and interventions reduce barriers and increase inclusion.

7. Prototyping and testing what works and what doesn’t in quick learning loops will increase the potential success of pilots. This will enable council to understand what is effective and make decisions about whether to replicate or scale up activities elsewhere.

8. The pilots will be implemented over the next 18 months within existing baselines. Staff will make the most of our existing services and resources and work with partners.

9. There is a risk that there might be more interest in pilots than there are resources. This risk will be managed through clear communication about the pilot purpose, approach and future opportunities.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) approve the start of up to five inclusion pilots within existing baselines that help Aucklanders feel an improved sense of belonging and participation by removing barriers (like feeling unsafe and discrimination) and enhancing enablers (such as community places, activities and social networks). The pilots will:

i) align with Auckland Plan outcomes

ii) focus on those most in need

iii) be developed with target populations and partners

iv) make the most of existing services and resources

v) recognise Māori needs and the specific manaakitanga role Māori play.

Horopaki / Context

10 In September 2016, the Regional Strategy and Policy Committee considered a proposal to become a member of the World Health Organisation's Global Network of Age-Friendly Cities and Communities.

11. The committee resolved to progress the intent of the framework (to become a friendlier city for a range of populations, including older people) through council's existing strategy and policy frameworks (REG/2016/92).

12. In response to this, staff are undertaking the ‘Investing in Aucklanders’ project to identify what could be done to make Auckland a more inclusive and friendly city.

13. This project is aligned to the Belonging and Participation outcome in the refreshed Auckland Plan publicly consulted in March 2018.

14. Using an appreciative inquiry method, staff engaged with over 650 diverse Aucklanders in 37 workshops. We heard from many Aucklanders who do not usually talk to council.

15. Through this engagement, we learned about Aucklanders’ experiences of inclusion and belonging along with the enablers and barriers to this.

16. In April 2018, a workshop and walkthrough were held with a small group of participants and council’s advisory panel members. There was strong validation for the findings and that the views and voices of Aucklanders were well represented.

17. The engagement findings report is provided in Attachment A.

Summary of key findings

Importance of simple acts of kindness, events and whānau gatherings

18. We asked Aucklanders to describe what it feels like to belong and be included.

19. The impact of simple acts of kindness and the importance of events and whānau gatherings stood out as common triggers to feeling included in many of their stories.

Aucklanders care about others and are concerned about inequality

20. From their stories Aucklanders:

· expressed a strong sense of care and concern for others

· recognised the need to make an effort with one another and the importance of working at living well together

· expressed curiosity and keenness to learn and share with others

· identified inequality as the underlying factor that is holding Aucklanders back.

Participants identified five characteristics of inclusion

21. When analysing their collective stories they identified five top characteristics of inclusion:

· empathy – understanding and acceptance

· inclusivity – unity, trust and cohesion

· diversity and culture – spirituality, ethnicity and language

· sense of belonging – sharing, connectivity and relationships

· celebration and commemoration – events, festivals and different ways to commemorate.

Moving inclusion from an occasional to an everyday experience

22. Aucklanders noted that their experiences of inclusion are usually occasional and that they would like inclusion to be a more ‘everyday’ experience (refer Attachment B).

Key barriers and enablers to inclusion

Housing, transport and safety are essential conditions for inclusion

23. Aucklanders consistently identified housing, transport and safety as the top three essential conditions for inclusion. Without these belonging and participation is very difficult.

Community places, activities, and social networks are important enablers

24. The enablers of inclusion are: community assets, events, places, spaces and programmes.

25. Community connectors are also highly valued as human enablers of inclusion; these are people who regularly co-ordinate and bring others together.

26. Aucklanders said that social connectedness and building networks provides people with multiple opportunities to participate and this contributes to their ability to lead happy and healthy lives.

Feeling unsafe and discrimination are key barriers

27. The top barriers to inclusion are: feeling unsafe, discrimination, prejudice and environmental impacts that undermine wellbeing.

More understanding, universal design and better employment opportunities are important

28. Other key areas they identified were: developing more mutual understanding and awareness among Aucklanders, implementing universal design, employment opportunities and work experience for youth.

Tātaritanga me ngā tohutohu / Analysis and advice

29. The findings from this work has given us insights in to Aucklanders direct, lived experiences of inclusion, including those we do not usually hear from. This provides a solid base to identify potential improvement activities.

30. Staff propose that the next step is to design and run a series of inclusion pilots that test different ways to increase Aucklanders sense of belonging and participation by removing barriers and enhancing the enablers of inclusion.

31. The focus will be on Aucklanders most in need such as those who feel excluded, lonely and have less social connections and equity of outcomes.

32. Staff are proposing that the pilots use the following approach:

Outcome focus	· align with the Auckland Plan outcomes · base pilots on evidence of what works or is promising · provide clear intervention logic and/or theory of change
Equity	· prioritise those most in need
Community centric	· use design-led methodology; working with partners and members of the target population · work on the barriers, enablers (including human) and the characteristics of inclusion identified in the findings
Effective and sustainable	· address challenges shared by more than one population group · partner with others. · learn what works as we go, test, refine, adapt · make the most of our existing services, assets and resources
Te Ao Māori	· recognise Māori needs and the specific manaakitanga role Māori play.

33. To manage scope and resources, the pilots will be developed within a set of parameters (refer Attachment C):

· pilots will test interventions and activities to increase inclusion based on a series of prototypes, testing and learning loops

· a maximum of five inclusion pilots will be undertaken over the next 18 months

· pilots will be dependent on community interest, resource availability and buy-in.

34. Prototyping and testing what works and what doesn’t in quick learning loops increases the potential success of the pilots.

35. Using pilots will also reduce the risk of investment in future activities that do not make an impact on increasing inclusion.

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

36. In October 2017, staff held workshops with local boards at their cluster meetings. Local board member insights were consistent with the community engagement findings.

Tauākī whakaaweawe Māori / Māori impact statement

37. Five hui were held to gain insight into Māori perspectives of belonging, participation and to identify inclusion enablers and barriers. Three key themes emerged:

· the significance of the whenua and looking after natural resources. All groups talked about the relationship between the environment, wellbeing of people and having the ability to fulfil obligations and responsibility to take care of the land

· concern about the impacts of economic and social issues on the health and wellbeing of Māori including homelessness, poverty, suicide rates and the cost of living. For rangatahi the impacts of drugs, alcohol and fast food on wellbeing. All are concerned about the value of diversity not being at the expense of Māori

· acknowledging and valuing Māori language, identity and culture are vital to wellbeing and belonging, as well as being and living as Māori.

Ngā ritenga ā-pūtea / Financial implications

38. The proposed pilots will be designed and developed within existing baselines. It is estimated that the pilot development phase will require one full time equivalent staff.

Ngā raru tūpono / Risks

39. There is a risk that there might be more interest in pilots than there are resources. This risk will be managed through clear communication about the pilot purpose, approach and future opportunities.

Ngā koringa ā-muri / Next steps

40. The pilots will be designed and implemented over the next 18 months. Regular progress updates will be provided to this Committee.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Investing in Aucklanders Community Engagement Findings Report	179
b ⇩	Occasional and Everyday Experiences of Inclusion	181
c ⇩	Next Steps: Investing in Aucklanders - Belonging and inclusion pilots	183

Ngā kaihaina / Signatories

Author

Teena Abbey - Principal Policy Analyst

Authorisers

Liz Civil - Manager Community Policy

Kataraina Maki - GM - Community & Social Policy

Koro Dickinson – Lead Officer

Environment and Community Committee

12 June 2018

240A Bethells Beach, Te Henga - Kāinga Whakahirahira

File No.: CP2018/09102

Te take mō te pūrongo / Purpose of the report

1. To propose that the Minister of Conservation considers revocation of the reserve classification of 240A Bethells Road, Te Henga to enable Te Kawerau ā Maki to develop a marae and papakāinga.

Whakarāpopototanga matua / Executive summary

2. To inform Committee decision-making on options to facilitate the development of a marae and papakāinga by Te Kawerau ā Maki at Te Henga.

3. Staff recommend that the Environment and Community Committee support the revocation of the classification of 240A Bethells Road, Te Henga under the Reserves Act 1977.

4. Revocation of the Local Purpose (marae papakāinga) Reserve status would remove compliance costs and enable Te Kawerau ā Maki to obtain commercial funding, if needed. Without this step it is unlikely that Te Kawerau ā Maki will be able to develop a marae and papakāinga at Te Henga.

5. There is no legislative requirement to consult the public on the proposed revocation of the reserve status. The main risk to manage is public expectations about ongoing access. Te Kawerau ā Maki have previously expressed a willingness to make the marae facilities available to community when not in use by the iwi.

6. Staff will prepare a report to the 19 June 2018 Finance and Performance Committee to consider disposal of the land to Te Kawerau ā Maki, subject to completion of the required statutory processes.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) recommend to the Minister of Conservation the revocation of the classification of 240A Bethells Road, Te Henga, identified as Section 1 SO 427404 comprising 2.6836 hectares and contained in CFR538253, as a Local Purpose (marae papakāinga) Reserve under the Reserves Act 1977.

b) note that there is no legislative requirement to consult the public on the proposed revocation of the classification of 240A Bethells Road, Te Henga, as a Local Purpose (marae papakāinga) Reserve, in accordance with section 24(7) of the Reserves Act 1977 and council’s Significance and Engagement Policy.

Horopaki / Context

7. Waitākere City Council and Te Kawerau ā Maki were in discussions over the development of a marae within the traditional heartland of the iwi and in the vicinity of their ancestral village at Waiti since the mid-1990s.

8. The following is a summary of key developments:

· Waitākere City Council and Te Kawerau ā Maki investigated three possible sites in 1994 and 1995, before Te Henga was identified as the preferred site for a marae

· Waitākere City Council allocated $30,000 in the 1995/96 Annual Plan to assist Te Kawerau ā Maki to purchase 240A Bethells Road^{^[1]} This site was also zoned as ‘Marae Special Area’ in the District Plan

· in 1998, Waitākere City Council and Te Kawerau ā Maki entered into a memorandum of partnership, which includes an objective to establish a marae

· staff investigated the potential to acquire 240A Bethells Road under the Public Works Act 1981 and re-commence negotiations with the landowner. Budget for the acquisition was allocated in 2008/09. There is also a proposal to vest the land with Te Kawerau ā Maki under the Te Ture Whenua Māori Act 1993

· in 2009, Waitākere City Council purchased the 2.6836 hectares site at 240A Bethells Road, Te Henga for ‘community development purposes’

· Waitākere City Council proposed to classify the land as a Local Purpose (marae papakāinga) Reserve under the Reserves Act 1977

· the consultation process on the proposed classification generated 104 public submissions and two Ministerial representations

· in 2010, the classification was approved by an independent commissioner on condition that: ‘the council provide in the proposed Deed of Lease, or any agreement entered into with Te Kawerau ā Maki for the use of the reserve, provision for the community to have the opportunity for effective input into the type and scale of the facilities to be built on site’

· on 27 January 2011, approval was granted by the Minister of Conservation for permanent personal accommodation on the reserve (Case No. 2010/11 51) to provide for papakāinga housing.

9. Te Kawerau ā Maki have previously been offered a ground lease over the land at Te Henga. This option was actively considered, however, to-date the iwi have declined to enter into a leasing arrangement with council.

10. There are compliance costs associated with the reserve status, including the requirement to develop and consult on a reserve management plan. The reserve status may also limit the ability to obtain commercial funding.

11. Te Kawerau ā Maki have indicated a preference for the land to be general freehold land in Fee Simple before they develop their marae and papakāinga. In the view of the iwi this would recognise their mana and align with what they hold to be the undertakings given by the former Waitākere City Council.

Tātaritanga me ngā tohutohu / Analysis and advice

12. Auckland Council is considering a range of options to enable Te Kawerau ā Maki to develop a marae and papakāinga at Te Henga. These options include:

· Option 1: To negotiate a long-term ground lease with Te Kawerau ā Maki in accordance with the classification of the land as a Local Purpose (marae and papakāinga) Reserve.

· Option 2: To revoke the reserve status on the land and transfer the land to Te Kawerau ā Maki as general freehold land in Fee Simple.

· Option 3: To revoke the reserve status on the land and to dispose of the land by way of sale to Te Kawerau ā Maki.

13. Option 1, outlined directly above, represents the status quo.

14. Whereas, Option 2 appears to accord with the resolutions of the former Waitākere City Council and the Waitākere Local Board [WTK/2018/47] refers].

15. Option 3, however, has largely been discarded because it does not align with the decisions of the former Waitākere City Council.

16. This report seeks support for the revocation of the classification under the Reserves Act 1977. This would provide a first step towards implementation of options two and three outlined above, but is not dependent on any decisions regarding the disposal of 240A Bethells Road.

There are several factors for the Committee to consider, including alignment with the Auckland Plan, legislation and the Unitary Plan

17. There is clear evidence of the longstanding intent of the Waitākere City Council to support, and then acquire land, to enable the development of the marae.

18. Auckland Plan directives ‘support marae development to achieve social, economic and cultural development’ (Directive 2.4). Directive 2.1 is to ‘investigate and implement a suite of options to support papakāinga development on both traditional Māori land and general land’.

19. Provision of land for a marae for Te Kawerau ā Maki appears to be aligned with the Waitākere Ranges Heritage Area Act (2008).

20. Section 29(1) of the Act acknowledges Te Kawerau ā Maki (alongside Ngāti Whātua) as tangata whenua of the heritage area, with a particular historical, traditional, cultural, or spiritual relationship with any land in the heritage area.

21. Any deed of acknowledgement developed under section 29 “must identify any specific opportunities for contribution by the tangata whenua to whom the deed relates to the management of the land by the Crown or the Council” [section 29(5)(d) refers].

22. The Minister of Conservation has previously given approval in accordance with the Reserves Act 1977 for permanent personal accommodation on the reserve (Case No. 2010/11 51) to provide for papakāinga housing.

23. The objectives, policies and rules of the Unitary Plan: Special Purpose Zone – Māori Purpose enable marae, papakāinga and other activities on the site.

There is ample provision of open space provision in Bethells Beach

24. Potential disposals of open space, such as a transfer, are assessed against the criteria in the Parks and Open Space Acquisition Policy and the Open Space Provision Policy.

25. There is ample provision of open space provision within this area. Local residents and the wider community have access to Te Henga Park, Te Henga Recreation Reserve and Lake Wainamu Scenic Reserve within a 400 metre radius of 240A Bethells Road.

26. The parcel of land has a very narrow access (approximately 5.8 metres wide and 395 metres long), which limits the utility of the open space and poor crime prevention through environmental design outcomes.

27. A range of other factors need to be considered prior to disposal, including the possible future development of the area and the potential for increased demand for parks and open space.

28. Given that Te Henga is situated within the Waitākere Ranges Heritage Area there is limited growth and potential for future development.

29. Community views and preferences are another consideration. Local residents of Bethells Beach attended the 24 May 2018 meeting of the Waitākere Ranges Local Board and spoke during Public Input in support of efforts to facilitate the development of a marae and papakāinga by Te Kawerau ā Maki at Te Henga.

30. A summary of the disposal assessment is provided in Table 1 below.

Table 1: Assessment of proposed disposal of land in Bethells
Park type: Open space			Number of lots: 125 (within one km catchment)
Density: Low			Number of residents^{^[2]}: 375
Unitary plan zone: Special Purpose Zone – Māori Purpose			Proposed size of disposal: 26,836m²
General valuation: $650,000 – 2017			Settlement: To be determined

Potential future use:		Cultural		Nature / Ecological
Disposal Criteria	Comment				Overall Rating
Meeting community needs, now and in the future	Not a priority: · the land does not contribute to the provision targets in the Open Space Provision Policy.				*Disposal recommended*
Connecting parks and open spaces	Not a priority: · the land does not connect to any existing open space.
Protecting and restoring Auckland’s unique features and meanings	Not a priority: · the land does have identified landscape values, its value as public open space is negligible.
Improving the parks and open spaces we already have	Not a priority: · the land does not improve the functionality of existing open space.

Assessment conclusion

31. Staff recommend that the Committee support the revocation of the reserve status. It aligns with the wider strategic objectives of Auckland Council and there is ample provision of open space within this area.

There is no legislative requirement to consult the public on the proposed revocation of the classification

32. There is no requirement to consult on the revocation of Local Purposes Reserves in accordance with section 24(7) of the Reserves Act 1977.

33. There is also no requirement to consult in accordance with council’s Significance and Engagement Policy, developed under the Local Government Act 2002.

34. Whether council needs to engage with the community depends on:

i) the extent to which the council already knows the current views and preferences of the people who may have an interest in the decision

ii) the nature and significance of the decision

iii) the costs and benefits of any consultation process or procedure

iv) whether there are statutory exemptions negating the requirement to engage with the community.

Factors to consider	Assessment
i Views and preferences of interested parties	· Aucklanders were consulted over an 11-week period in 2013 during the development of the Unitary Plan, including the Special Purpose – Maori Purpose Zone. · The Waitākere Ranges Local Board has considered reports and passed several resolutions to enable the development of a marae and papakāinga at Te Henga. · The proposal is consistent with the Local Purpose (marae papakāinga) Reserve status, which was previously subject to public consultation. · Members of the local community have publically supported the proposal.
ii Significance of the decision	· Council’s threshold for determining ‘significance’ includes transferring the ownership or control of strategic assets, however, this only applies to the network of 3571 local parks not a single asset
iii Costs and benefits	· The costs of consultation are estimated to be $20,000 including developing collateral and staff time. This does not appear justifiable given previous engagement and recent public input.
iv Statutory exemption	· There is no requirement to consult on the revocation of Local Purposes Reserves in accordance with section 24(7) of the Reserves Act 1977.

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

35. The Waitākere Ranges Local Board has sought to enable the development of a marae and papakāinga at Te Henga.

36. In May 2013, the Local Board recommended that staff enter into formal discussions with Te Kawerau ā Maki Iwi Authority to develop a ground lease over the land at Bethells Beach [WTK/2013/93 refers].

37. In October 2014, the Local Board recommended a four step process by which the land at 240A Bethells Road, Te Henga, could be transferred to Te Kawerau ā Maki for the purposes of a marae and papakāinga [WTK/2014/161 refers].

38. The Local Board, at its meeting of 24 May 2018 resolved that it:

· supports the possible revocation of the classification of 240A Bethells Road, Te Henga, identified as Section 1 SO 427404 comprising 2.6836 hectares and contained in CFR538253, as a Local Purpose (marae papakāinga) Reserve under the Reserves Act 1977.

· supports the possible transfer of the 240A Bethells Road, Te Henga, identified as Section 1 SO 427404 comprising 2.6836 hectares and contained in CFR538253, to Te Kawerau ā Maki as general freehold land in Fee Simple for the purpose of constructing a marae and papakāinga.

39. Local residents of Bethells Beach attended the 24 May 2018 meeting of the Local Board and spoke during Public Input in support of efforts to facilitate the development of a marae and papakāinga by Te Kawerau ā Maki at Te Henga.

Tauākī whakaaweawe Māori / Māori impact statement

40. Te Kawerau ā Maki have clearly stated their aspirations to establish a marae within their traditional heartland and in the vicinity of their ancestral village at Waiti. They have also noted that they are the only mana whenua group without an iwi-based marae.

41. Te Kawerau ā Maki have indicated a preference for the land to be general freehold land in Fee Simple before they develop their marae and papakāinga.

42. Revocation of the Reserves Act 1977 classification would be a step towards iwi achieving this objective.

43. On 10 May 2018, the Chairpersons of the Environment and Community Committee, Councillor Penny Hulse, and the Finance and Performance Committee, Councillors Ross Clow, wrote to Te Kawerau ā Maki. The purpose of this letter was to outline the steps that council proposes to undertake to enable the development of the marae and papakāinga at Te Henga.

44. A formal response from Te Kawerau ā Maki will be provided at the Committee meeting to inform decision-making.

Ngā ritenga ā-pūtea / Financial implications

45. 240A Bethells Road was acquired for $935,000 (inclusive of GST) in 2009.

46. An indicative valuation, based on council’s geographic information system data, records a rateable value of $650,000. This valuation reflects the zoning of the land as a Special Purpose Zone – Māori Purpose and Outstanding Natural Features and Landscape Overlays, as well as the Waitākere Ranges Heritage Area Overlay.

Ngā raru tūpono / Risks

47. The main risk is to manage is public expectations about future access. Te Kawerau ā Maki have previously expressed a willingness to make the marae facilities available to community when not in use by the iwi.

48. The independent commissioner hearing submissions to the reserve classification process set a condition that the local community should have an input to the type and scale of the facilities to be built on the marae site. This condition has been met as part of the consultation process to develop the Unitary Plan. The policies and rules of the Special Purpose Zone – Māori Purpose control the type and scale of buildings and activities that can be undertaken on the site.

Ngā koringa ā-muri / Next steps

49. Staff will prepare a report for the Finance and Performance Committee on 19 June 2018, seeking a decision on the possible disposal of the land to Te Kawerau ā Maki.

50. Implementation will be subject to the completion of required statutory processes and a decision by the Minister of Conservation. Council is not able to guarantee these outcomes.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author

Paul Marriott-Lloyd - Senior Policy Manager

Authorisers

Kataraina Maki - GM - Community & Social Policy

Koro Dickinson – Lead Officer

Environment and Community Committee

12 June 2018

Auckland’s waters strategy: Proposed scope, timeframe and budget

File No.: CP2018/05712

Te take mō te pūrongo / Purpose of the report

1. To approve the proposed scope, timeframe and budget for the development of an Auckland’s waters strategy.

Whakarāpopototanga matua / Executive summary

2. The health of Auckland’s waters is a critical issue. Both freshwater and marine environments in Auckland are under pressure from historic under-investment, climate change and rapid growth. The draft Auckland Plan 2050 identifies the need to proactively adapt to a changing water future and develop long-term solutions.

3. In response to these challenges, this Committee has requested the development of a strategy for Auckland’s waters. The purpose of the strategy is to provide strategic direction and priorities for the council group to meet the challenges and opportunities for improved management for water in all its forms. It will establish the outcomes needed for Auckland’s waters, as part of implementation of the Auckland Plan.

4. This report describes the proposed scope, timeframe and financial implications for the development of this strategy. After considering three options, staff recommend a streamlined approach to preparing the strategy.

5. The preparation of the strategy will draw on existing materials, including the results of recent public consultations on the 10-year budget and Auckland Plan and other engagements with specific communities, to develop a first draft for adoption for consultation by December 2018.

6. The draft will focus on outcomes needed for Auckland’s waters across five draft themes: water resources, water and recreation, water and ecosystem health, water and cultural health and water resilience and natural hazards.

7. Feedback on the draft strategy will be analysed in early 2019 before a final version is recommended to this Committee for adoption by June 2019.

8. The preparation of the Auckland’s waters strategy will cost approximately $440,000 in operational expenditure. These funds have been included in the next ten-year budget.

Ngā tūtohunga / Recommendations

That the Environment and Community Committee:

a) note that the Auckland Plan sets the strategic direction for Auckland Council’s work on water.

b) approve the scope of the Auckland’s waters strategy, namely to:

i) establish the outcomes needed for Auckland's waters, across the five draft themes (water resources, water and recreation, water and ecosystem health. water and cultural health, and water resilience and natural hazards)

ii) outline the issues, opportunities and challenges to achieving those outcomes

iii) identify and prioritise strategic actions for long-term water infrastructure decisions through robust option assessment approaches, including funding approaches, methods and resilience for infrastructure delivery, public health impacts and regulatory tools

iv) articulate the council group’s direction and strategic approach to water management through adoption of a complete strategy by June 2019.

c) approve the targeted approach to engagement for Auckland’s waters strategy, using the feedback gathered through the Auckland Plan and 10-year budget processes to develop an initial draft of the strategy.

d) confirm that the Auckland’s Waters Political Reference Group be made up of the Chair of Environment and Community Committee, the Deputy Mayor, and the chairs of Watercare, Auckland Transport and a representative of the Kaitiaki Forum.

e) note that the cost of delivering the strategy is approximately $440,000 in operational expenditure and that budget for this is included in the draft Long-term Plan 2018-2028.

Horopaki / Context

Background

9. The health of Auckland’s waters is a significant issue. Decades of pressure have had negative impacts on water quality, and on freshwater and marine environments. This pressure will continue to increase if changes are not made to the way that water is valued and managed. Population growth and climate change will further amplify the challenges, with greater demand for water services, and an increased risk of flooding and coastal inundation.

10. The Auckland Plan’s Focus Area Five identifies the need to proactively adapt to a changing water future and develop long-term solutions. Other focus areas speak to the need to future-proof Auckland’s infrastructure, make sustainable choices, and fully account for past and future impacts of growth.

11. This reflects the challenges of water management in Auckland and responds to various legislative drivers, such as the Resource Management Act and Public Health Act. It also responds to public opinion. Aucklanders have clearly signalled that they want healthy waterways and beaches, and reliable water supply and wastewater systems.

12. The development of the Auckland’s waters strategy was initiated at the Environment and Community Committee meeting on 12 September 2017. The committee noted that water is often described and managed in a compartmentalised way, breaking water into different categories, such as stormwater, wastewater and drinking water. An overarching strategy for Auckland’s waters, in all their forms, was identified as a way of ensuring the full range of desired outcomes for water are defined and achieved in an integrated way.

13. The concept of an Auckland’s waters strategy was further endorsed at the Finance and Performance Committee meetings on 6 November 2017 as part of the response to the Three Waters: Value for Money: Section 17A review, and again on 27 February 2018.

14. The Finance and Performance Committee resolved “that the Auckland’s Waters Strategy will be developed by June 2019 by Auckland Council, working collaboratively with Watercare, Auckland Transport, New Zealand Transport Agency, mana whenua and other relevant parties’ (Resolution FIN/2018/13).

15. A number of key drivers also give weight to the timely development of this strategy. These include heightened public awareness of water quality risks and strong support for improvements to water quality through the ten-year budget, central government initiatives (such as the National Policy Statement for Freshwater Management and the Department of Internal Affairs review of three waters outcomes) and the need to update existing strategies due to significant population growth.

16. Development of the strategy is able to draw on existing extensive work undertaken by the council and council controlled organisations. Various water-related strategic plans, asset management plans and work programmes are already in place in different parts of the council group.

17. The value of the Auckland’s waters strategy will be in framing and aligning the different water-related activities of the council group with the outcomes of the Auckland Plan. This will enable more coherent decision-making and investment planning, while catering for a changing water future. The strategy will also set the direction for the council group, offering guidance for how utilities and infrastructure are planned and managed.

18. It is expected that the Auckland’s waters strategy will define the approach to water taken in other strategies and subordinate plans as they are subsequently developed and reviewed. For example, the Auckland's waters strategy will precede the changes to the Unitary Plan that will be required under the National Policy Statement for Freshwater Management.

19. Since the programme’s initiation in September 2017, staff have developed a draft work programme, as well as undertaking preliminary analytical work. This includes resolving the intersection of the strategy with the section 17A review, mapping the council group’s water-related activities, and analysing the public feedback on the proposed Auckland Plan and 10-year budget.

20. Now that the Auckland Plan has been adopted, and water quality issues are high on the public agenda, it is timely to develop an Auckland's waters strategy that can provide a strategic focus on water.

Political Oversight

21. An Auckland’s Waters Political Reference Group has been established to provide political guidance on the strategy, guide input from decision making bodies and resolve any cross-project, cross council group issues.

22. The political reference group’s membership consists of:

· Chair of the Environment and Community Committee - Councillor Penny Hulse (Chair)

· Deputy Mayor – Councillor Bill Cashmore

· A representative if the Kaitiaki Forum - Tame Te Rangi

· Chair of Watercare – Dr. Margaret Devlin,

· Chair of Auckland Transport - Lester Levy.

23. The group has met once and has provided feedback on the proposed programme of work described in this agenda report. Feedback so far has shown a clear preference for a focused and quick programme of work that defines successful outcomes for Auckland’s waters, identifies accountabilities, and has the potential to continue to develop over time.

24. This report asks the committee to confirm the establishment and membership of this group.

Tātaritanga me ngā tohutohu / Analysis and advice

Proposed purpose and scope of the Auckland’s waters strategy

25. The Auckland’s waters strategy will provide strategic direction and priorities for the council group in how we meet the challenges and opportunities for improved water management. It will recognise the links of water to our natural, rural and urban environments, and to the health and wellbeing of Aucklanders. The strategy will provide a framework that promotes a holistic and collaborative approach to decision making.

26. The Auckland’s waters strategy is proposed to:

i) include water in all its forms, including natural surface waters, stormwater, wastewater, drinking water, groundwater, estuarine waters, and marine waters;

ii) recognise mana whenua values and knowledge, and their role as kaitiaki of Auckland’s waters;

iii) establish the outcomes needed for Auckland's waters, and how those will support delivery of the Auckland Plan;

iv) describe the challenges and opportunities for achieving these outcomes, including growth, climate change and the need for water resilience;

v) articulate the council group’s direction and approach to water management, including:

· identifying and prioritising the key strategic actions and activities needed to deliver water outcomes

· setting water outcomes for inclusion in other relevant strategies, policies and plans

· providing strategic direction that enables the council’s water services to meet customer expectations for levels of service both now and in the long term

· recognising the diverse range of partners and stakeholders involved and identifying the potential for collaboration to achieve water outcomes.

Options for preparation of the strategy

27. Three options have been considered for the scope, timeframe and funding of the Auckland’s waters strategy, to meet the objectives above. These are outlined in Table One below.

Table One: Options Assessment – Development of Auckland’s waters strategy


	Option one: Full collaborative strategy	Option two: Streamlined strategy	Option three: Three waters strategy
Scope	Strategy would offer an all-inclusive view of water in the Auckland region. Would address all waters and secure widespread public engagement by using a full collaborative process, similar to Sea Change – Tai Timu Tai Pari.	Strategy would identify the top-line issues and outcomes for water, including setting regional targets and other relevant outcomes. Existing materials and consultations would be used to consolidate a draft strategy from previously stated positions, supported by targeted engagement with key stakeholders and the public. Written to be reviewed in line with Auckland Plan process.	Strategy would focus on asset management and infrastructure planning for drinking water, waste water and stormwater only. Emphasis on utility (district council) functions related to water. Public engagement likely to emphasise questions about council management and levels of service.
Timeframe	Five years	One year	One year
Funding (est. operational expenditure)	Several millions / Unquantified	$450,000	$1.5M
Advantages	A comprehensive approach with wide-ranging stakeholder buy-in.	Part one of a staged approach to the many strategic actions needed to address water issues. Would determine and communicate the overall direction quickly, with emphasis on outcomes. Detailed implementation and implications would continue to be developed after the strategy is agreed. There is ample existing evidence, experience and recorded public input to underpin such an approach.	Clear link to the business of council, as it relates to utilities, where council may have the most direct influence over outcomes. Aligns with the Department of Internal Affairs Three Waters Review.
Disadvantages	Incomplete evidence base would delay development of the strategy. Breadth of strategy and level of detail required could become unwieldy and take too long to complete. Would raise perception that extensive recent public feedback was not utilised for this purpose. Potentially difficult to get broad based consensus.	Risk of scope creep and challenging to find a balance between comprehensiveness and clarity. Streamlined approach to development of draft strategy may not capture all stakeholders’ views.	Focus is limited to district council utility functions – does not encompass regional or unitary council functions or take a holistic approach. Limited asset management approach. Does not address other parts of the water cycle, and related actions, for example land use planning and community-led programmes.

28. The option recommended to this Committee and also favoured by the Political Reference Group is Option Two: a streamlined strategy. This approach will allow staff to move quickly and efficiently, drawing on existing materials, including the results of recent public consultations, to develop a draft strategy. This will be developed in consultation with mana whenua and local boards and identify agreed outcomes for water, within the frame of the Auckland Plan.

29. A streamlined approach (Option Two) would still involve targeted engagement with key communities, water infrastructure providers and other relevant parties on the draft strategy, but would not require the full collaborative approach and heavy resource requirements outlined in Option One. Taking this approach will be more cost-effective, avoid consultation fatigue and allow the council to adopt a strategy sooner (compared to Option One).

30. Option Two is preferred to Option Three, as it takes a more holistic view of water systems, rather than limiting its focus to the assets that the council group manages. Option Three, which would be primarily focused on district council utility functions, would not be consistent with the Auckland Plan, which seeks a more integrated approach.

Proposed draft themes

31. It is proposed to adopt the same value-based thematic structure as has been used nationally for the National Policy Statement for Freshwater Management, with an added theme to address natural hazards and resilience. This will ensure consistency with other work programmes (including the council’s work on the National Policy Statement for Freshwater Management), and limit ‘double handling’ of information. The five major value themes proposed are:

i. Water resources – this theme will include a long-term approach to securing potable water supply and public health priorities, allocation of water for extractive uses such as irrigation, water efficiency and resilience, and water supply customer service levels;

ii. Water and recreation – includes the issue of swimmability in our waterways and public health risk, and pathogen management from surface runoff, as well as point sources. It will consider other water quality attributes such as turbidity, E. coli, cyanobacteria and access to waterways;

iii. Water and ecosystem health – includes issues such as the cumulative effects of sedimentation, habitat loss, dissolved metals and nutrient pollution, urban stream syndrome and stream health;

iv. Water and cultural health – the Māori world view of water aligns with an integrated and holistic approach to water management – an approach that is also reflected in the Auckland Plan. There are specific cultural objectives and values that a water strategy will need to encompass, such as improved water quality – Te Mana o Te Wai, realising the holistic value of water resources, and fostering enduring iwi relationships that support their role as kaitiaki of water bodies;

v. Water resilience and natural hazards – includes issues of flooding, erosion, drought and climate change.

Connection with Section 17A review

32. The Three Waters section 17A review was reported to the Finance and Performance Committee on 6 November 2017 and recommended the development of a Three Waters Strategy for stormwater, water supply and wastewater services as a mean to deliver efficiencies across the water operations of the council group.

33. Subsequently the operational and strategic elements of the section 17A recommendations have been separated. The strategic recommendations will be addressed through the development of the Auckland’s waters strategy to be overseen by the Environment and Community Committee.

34. Simultaneously, a joint working team has been established to progress the findings of the section 17A review relating to joint procurement, capital planning, and operations and maintenance. Anticipated savings and a brief action plan for achieving these will be provided to the Finance and Performance Committee in June 2018.

35. Recommendations of the section 17A review relating to economic regulation, the operating model for all water services and consolidation of environmental regulation will be progressed post-completion of the Auckland’s waters strategy. These will also be informed by the central government’s Three Waters Review.

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

36. Local boards have a strong interest in improving water quality across the Auckland region and currently fund many local projects focused on riparian planting and restoration of waterways.

37. Staff attended a Local Board Chairs meeting on 13 November 2017 to introduce the concept of the strategy and expected range of activities arising from the strategy. Board chairs indicated their interest in continued involvement.

38. Local boards will be consulted on the development of the draft Auckland’s waters strategy before it is submitted to this Committee for approval for public consultation in December 2018.

Stakeholder views

39. A detailed engagement plan to capture community views will be developed once the scope of the strategy is agreed. In broad terms, the engagement plan will:

· make the most of the thousands of submissions and feedback points already provided by the community, local boards and mana whenua on water related issues (most recently for the Auckland Plan and ten-year budget consultations. It will also draw on other documents such as iwi management plans and earlier engagements with specific communities on the network discharge consent or water infrastructure projects in their area

· provide opportunities for further, targeted engagement with key stakeholders, such as water infrastructure providers, the rural sector, and environmental groups (e.g., the Stop Auckland Sewerage Overflows Coalition), in developing the details of the draft strategy

· provide for a period of public consultation on the draft strategy in early 2019 before the final strategy is recommended for adoption by June 2019.

Tauākī whakaaweawe Māori / Māori impact statement

40. Mauri (life force) is a fundamental concept of the Māori worldview. The state of mauri is an indicator of overall environmental, cultural and social wellbeing. All water sources have an inherent mauri that can be diminished or enhanced.

41. Enhancing the mauri of waterways is of key significance to mana whenua in their role as kaitiaki of Auckland’s waters. Early engagement with mana whenua to promote kaitiakitanga and embed mana whenua values into this work will be critical to the success of the actions outlined in this report.

42. Development of the Auckland’s waters strategy has been workshopped with the Mana Whenua Kaitiaki Governance Forum. The forum requested that one of their members be included on the governance group for the development of the strategy. This has been achieved through development of the Auckland’s Water Political Reference Group for the strategy, as described above.

43. Mana whenua will also be consulted on the strategy throughout the development, consultation and adoption process.

Ngā ritenga ā-pūtea / Financial implications

44. The section 17A review estimated the cost of a separate Three Waters Policy and Strategy to be in the order of $1.5 million. After developing a more detailed draft programme of work for the Auckland’s waters strategy, staff have identified that a number of key tasks can be internalised and integrated within existing budgets and work programmes.

45. The budget estimate for delivering the draft programme of work for the Auckland’s waters strategy is $440,000. While significantly lower than undertaking independent development of a strategy, as envisaged by the section 17A review, there are still additional costs that cannot be absorbed by the existing programmes.

46. The funding for this programme of work is an operational expense, primarily for staff time, consultation and engagement. Professional services will be required to backfill for staff involved in the programme at its various stages. Resources will also be necessary for public engagement, including publication and communication materials and workshop facilitation with stakeholders.

47. An allowance for peer review and analysis of options has also been included to ensure there is some extra oversight, for example, in terms of economic analysis and feasibility.

48. Estimates of key costs are as follows:

· backfill for existing staff across council family - $155,000

· consultation and engagement and publication - $175,000

· peer review and analysis - $75,000

· contingency - $35,000.

49. Budget for development of the strategy has been included in the draft ten-year budget which will be approved by the council in June 2018.

Ngā raru tūpono / Risks

50. An initial risk assessment for the programme has been carried out, as shown in Table Two below.

Table two: Auckland’s waters programme risks

Risk ID	Risk type	Risk description	Consequence description	Rating *(High-Medium-Low)*	Mitigation/Control
1	Resources: time and effort	Mobilisation of resources not supported by (middle) management	Unable to deliver to time and cost	M	Support and leadership from Executive Steering Group (ESG)
2	Scope creep	Water is a broad subject, and the level of detail and number of topics to cover can grow and change rapidly	Unable to deliver to time and cost	M	Guidance from the Political reference Group and ESG
3	Central government changes to legislation and policy	There are a number of central government work programmes focusing on water underway such as the Department of Internal Affairs Three Waters review and the Office of the Auditor Generals Water Programme. The strategy will need to adapt to any changes in direction from central government.	Unable to deliver to time and cost	M	Anticipate where possible, communication plans to include government stakeholders
4	Inconsistent practices and adoption of the strategy	The strategy is not adopted and reflected in the plans of the operational and delivery organisations of the council group	Outcomes of the strategy are not delivered, substantive actions to deliver the strategy are not undertaken	M	Ensure that the delivery teams of the council group are engaged in the development of the strategy

Ngā koringa ā-muri / Next steps

51. The next steps for the strategy development are outlined in Figure One below.

Figure one. Timeframe and actions to complete Auckland’s waters strategy

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author

Andrew Chin - Auckland’s Waters Programme Manager

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Koro Dickinson - Lead Officer

Environment and Community Committee

12 June 2018

ENVIRONMENT AND COMMUNITY COMMITTEE FORWARD WORK PROGRAMME 2018

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 01/06/2018

*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. Workshops scheduled: 4/7/18 and 26/09/18	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 Funding for implementation of the proposed RPMP through LTP. Forward process and adoption scheduled in July 18.	Q3	Q4 (Jun)	Q1 (Jul)	Q2 (Nov/Dec)
1 & 2	Inter-regional marine pest pathway management plan	To ensure the plan is consistent with Auckland Council’s: - proposed Regional Pest Management Plan - current and future marine biosecurity programmes - response to SeaChange – Tai Timu Tai Pari Hauraki Gulf Marine Spatial Plan.	Decision on the development of the discussion document for an inter-regional marine pest pathway management plan for public consultation. Progress to date: A memo was distributed on 31/05/18 advising the committee on the Auckland Council’s participation in the development of a discussion document for an inter-regional marine pest pathway management plan, through the Top of the North Marine Biosecurity partnership.				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	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 (Mar)	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	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			Q1 (Jul)
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 (Sep)	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	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~~ July 2018 subject to TLP. An update memo was circulated in August 2017 in response to feedback from the July 2017 meeting.		Q4	Q1 (July)
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 (Aug)	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
3	Regional Parks Management Plan 2010 – variation to incorporate land at Piha into the Waitākere Ranges Regional Park	To approve variation to incorporate land purchased at Piha to be known as Taitomo Special Management Zone as part of the Waitākere Ranges Regional Park	Decision on approval to a variation Progress to date: Approved on 20/2/2018 Res ENV/2018/15 report Manager, Regional Parks, will prepare an integrated vegetation management and fire–risk reduction plan in consultation with the local community and report back on the resourcing needs for its effective implementation.			Q1 (tbc)
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	Q3	Q4	Q1	Q2
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	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 (Sep)	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	Investing in Aucklanders (Age 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 (Jun)	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
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
1	Te Whau Pathway project	To review and amend the MOU between Auckland Council and the Whau Coastal Walkway Env Trust		MOU amended and endorsed on 14 Feb 2017. Report. Res ENV/2017/4 An update report was given on 12 Sept 2017 Res ENV/2017/112	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
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. Regular updates will be provided.	Q3 (Mar)	Q4 (Apr)	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. An update memo was attached to the 10/04/18 agenda. Public meetings of the Weed Management Advisory Political are scheduled on 4/7/18, 12/09/18 and 5/12/18		Q4 (Apr)	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. Progress to date: A retrospective submission was approved at the 8 May 2018 meeting.		Q4 (May)

[1] Negotiations between the landowner and Te Kawerau ā Maki were unsucessful

[2] Based on the average household size of 3.0 in Auckland at Census 2013.

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 Greg Sayers
	Cr Dr Cathy Casey	Cr Desley Simpson, JP
	Deputy Mayor Bill Cashmore	Cr Sharon Stewart, QSM
	Cr Ross Clow	Cr Sir John Walker, KNZM, CBE
	Cr Fa’anana Efeso Collins	Cr Wayne Walker
	Cr Linda Cooper, JP	Cr John Watson
	Cr Chris Darby
	Cr Hon Christine Fletcher, QSO
	Mayor Hon Phil Goff, CNZM, JP
	Cr Richard Hills

Improvement areas:	Actions:
1. Build leadership for the plan, and better communicate, promote and socialise it.	· create leadership champions to help drive delivery of the plan · improve oversight and drive delivery of the plan · socialise the plan across the organisation · make the plan simpler and more accessible.
2. Target delivery of actions and interventions to achieving Auckland Plan outcomes, with a focus on those most in need.	· update Thriving Communities Action Plan to give effect to Auckland Plan outcomes · develop place-based interventions that take a community-centric approach · explore the merits of replicating approaches such as the Southern Initiative in other areas of high need.
3. Further embed community-led ways of working across the council family.	· support and deliver the Enabling Council programme · showcase good and emerging practice and evidence of the benefits · show links to other strategic plans and initiatives.
4. Improve evaluation of the Thriving Communities Action Plan.	· develop an evaluation framework · underpin plan with clear evidence base · establish regular monitoring process.

No.	Title	Page
a ⇩	Environment and Community Committee work programme	255
b ⇨	20180501_Global Engagement Activity update - May 2018 (Under Separate Cover)
c ⇨	20180502_Sexual Orientation submission (Under Separate Cover)
d ⇨	20180523_Aucklanders and the Arts (Under Separate Cover)
e ⇨	20180531_Memo re Inter-regional Marine Pest Pathway Management Plan (Under Separate Cover)
f ⇨	20180601_Global Engagement Activity update- June 2018 (Under Separate Cover)
g ⇨	20180606_Update on Integrated Climate Action Plan (Under Separate Cover)

Author	Julie McKee – Team Leader Hearings
Authoriser	Koro Dickinson – Lead Officer

Author	Tam White - Senior Governance Advisor
Authoriser	Koro Dickinson – Lead Officer

Te take mō te pūrongo / Purpose of the report

Whakarāpopototanga matua / Executive summary

Horopaki / Context

Tātaritanga me ngā tohutohu / Analysis and advice

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

Tauākī whakaaweawe Māori / Māori impact statement

Ngā ritenga ā-pūtea / Financial implications

Ngā raru tūpono / Risks

Ngā koringa ā-muri / Next steps

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