Agenda of Environment and Community Committee

Environment and Community Committee

10 July 2018

Proposed land exchange at Harlow Place, Glen Innes and Taniwha Reserve

File No.: CP2018/10643

Te take mō te pūrongo / Purpose of the report

1. To seek approval of the proposed exchange of 130m² of Taniwha Reserve with 364m² of land at 4 and 6-8 Harlow Place, Glen Innes held by the Tāmaki Regeneration Company.

Whakarāpopototanga matua / Executive summary

2. To enable decision-making about whether to approve the land exchange, staff called for objections in accordance with section 15 of the Reserves Act 1977.

3. Only two objections, out of a total of 19 submissions, were assessed to be within the scope of the Reserves Act 1977. These objections relate to concerns about access through the reserve and the validity of the reasons provided to enter into the land exchange. These concerns are fully addressed by the land exchange, which will:

· improve sightlines and physical access into Taniwha Reserve

· improve the safety of users accessing the Reserve by removing the existing narrow accessway

· provide better connectivity with the open space network in the area

· increase the area of Taniwha Reserve by 234m².

4. Staff recommend that the committee approve the proposed land exchange. It is deemed to be a high priority when assessed against council policy.

5. The Maungakiekie-Tāmaki Local Board supports the proposed land exchange.

6. There is a low risk of a judicial review of council decision-making processes if the council proceeds with the land exchange. This will be mitigated by clear communication by council about the reasons for the land exchange.

7. The Finance and Performance Committee will need to approve the disposal of part of Taniwha Reserve to complete the land exchange.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) note that Auckland Council has met the requirements of section 15 of the Reserves Act 1977, including calling for objections, and considering all such objections, as well as consultation with mana whenua to enable the exchange of part of Taniwha reserve with other land.

b) approve the exchange of 130m² of Taniwha Reserve, Glen Innes (subject to survey) with 364m² of land at 4 Harlow Place, Glen Innes and 6-8 Harlow Place, Glen Innes (subject to survey) to be implemented by:

i) approval of the acquisition of portions of LOT 4 DP 39662 and LOT 121 DP 39662 (refer Attachment B of the agenda report)

ii) recommend that the Finance and Performance Committee dispose of a portion of PART LOT 142 DP 42356 (refer Attachment B of the agenda report).

c) agree that the General Manager, Community and Social Policy, under delegation from the Chief Executive, approve the final location, configuration and size of the land exchange as part of the consent processes for the Line Epping Stage One development.

Horopaki / Context

Background

8. The Tāmaki Regeneration Company is undertaking the redevelopment of approximately 1,000 properties throughout northern Tāmaki.

9. Line Epping Stage One is the first area for redevelopment. The land area concerned is approximately 2.3 hectares.

10. The Tāmaki Regeneration Company proposes to demolish 29 of the 32 existing dwellings on the site. The three remaining dwellings will be relocated and renovated and 117 new dwellings will be constructed. The development will involve creating three new road connections and revising the current open space layout (refer Attachment A).

11. To enable efficient use of the site and improve access to Taniwha Reserve, the Tāmaki Regeneration Company seeks to exchange 130m² of Taniwha Reserve with land totalling 364m² at 4 and 6-8 Harlow Place, Glen Innes (refer Attachment B).

12. On 17 October 2017, the Environment and Community Committee approved public notification of the proposed land exchange under section 15(2) of the Reserves Act 1977 (Resolution number ENV/2017/146).

13. After approval to undertake public notification, a small change was made by the developer at the resource consenting stage. The expected land area resulting from the proposed land exchange was reduced from 243m² to 234m². This was deemed as not having a material impact on the proposed land exchange.

The land exchange process is set-out in the Reserves Act 1977

14. Section 15 of the Reserves Act prescribes the process for a land exchange between reserves and other land. The process has four key steps.

Table 1: Requirements of the Reserve Act 1977

Key steps	Comment
1. The administering body (in this case the Auckland Council) publicly notifies its intention to undertake the land exchange and calls for objections in writing, allowing a period of at least one month for objections to be received	Completed
2. After a period of at least one month following public notification the administering body considers all received objections to the proposed land exchange	The objections are outlined in this report.
3. The administering body passes a resolution supporting the land exchange if it considers it appropriate to do so in light of all objections received	· This is the purpose of the report. · A land exchange is a simultaneous acquisition and disposal of land. There are split decisions-making delegations for land exchanges. · The Environment and Community Committee determines whether to proceed with the land exchange and has delegated decision-making for the acquisition of open space. · The Finance and Performance Committee has delegated decision-making for the disposal of all council assets.

Key steps

Comment

4. A copy of the resolution supporting the land exchange is forwarded to the Department of Conservation along with all the objections for authorisation under delegation from the Minister of Conservation for land derived from the Crown.

· The council has delegation from the Minister of Conservation to authorise or decline the exchange of any reserve or any part(s) of a reserve for any other land under 15(1) of the Reserves Act 1977 where the title was not deemed to have been derived from the Crown.

· The title has not deemed to have derived from the Crown because the reserve was created upon subdivision for residential purposes.

15. Relevant mana whenua must also be consulted.

Tātaritanga me ngā tohutohu / Analysis and advice

Only two objections were deemed to be within scope of the Reserves Act 1977

16. A total of 19 submissions (including 4 objections) were received during the public notification period between 9 March and 9 April 2018. A summary of the objections is set out in Attachment C.

17. Two objections were assessed as being within the scope of the Reserves Act 1977 and directly related to the land exchange. These related to access through the reserve and the validity of the reasons provided to enter into the land exchange, which are outlined in Table 2 below.

Table 2: Specific objections to the land exchange

Objections	Staff response
One objection raised concerns about poor access across the Reserve to the shopping centre from the removal of the accessway.	· The accessway is not being removed. The public will still be able to access the Reserve at the end of a new proposed road located slightly to the west of the current accessway. · Further information will be provided to the submitter to address their concerns.
One objection stated that the reasons for entering the exchange are not valid and asked further questions about the land exchange.	· The decision to proceed with processing a land exchange is based on an assessment against the Open Space Provision Policy 2016. This assessment was undertaken by staff and a summary was provided in the report approving public notification (Resolution number ENV/2017/146). · Further information cannot be provided directly to the submitter because they have not provided a physical address or email.

Objections

Staff response

One objection raised concerns about poor access across the Reserve to the shopping centre from the removal of the accessway.

· The accessway is not being removed. The public will still be able to access the Reserve at the end of a new proposed road located slightly to the west of the current accessway.

· Further information will be provided to the submitter to address their concerns.

One objection stated that the reasons for entering the exchange are not valid and asked further questions about the land exchange.

· The decision to proceed with processing a land exchange is based on an assessment against the Open Space Provision Policy 2016. This assessment was undertaken by staff and a summary was provided in the report approving public notification (Resolution number ENV/2017/146).

· Further information cannot be provided directly to the submitter because they have not provided a physical address or email.

18. The two remaining objections do not relate to the land exchange and are outside the scope of the Reserves Act 1977. These were concerns about issues in the wider Tāmaki area.

Iwi did not object to the land exchange

19. Thirteen iwi groups that were identified as having mana whenua association with Taniwha Reserve were consulted.

20. None of the 13 iwi groups objected to the proposed land exchange.

Table 3: Summary of iwi feedback on the proposed land exchange

Rating	Total	Percentage
Not opposed	1	8%
Have no issue	4	31%
No response provided	8	62%

The proposed land exchange is deemed to be a high priority when assessed against council policy

21. Land exchanges are assessed against the criteria in the council’s Parks and Open Space Provision Policy 2016. Proposed land exchanges are prioritised according to the highest rating achieved.

22. Table 4 provides a summary of the assessment of the proposed land exchange.

Table 4: Assessment of proposed land exchange – Taniwha Reserve, Glen Innes
Park type: Park accessway			Number of new lots (net): 88
Density: Medium-high			Number of new residents^{^[1]}: 264
Unitary plan zone: Terrace Housing and Apartment Buildings Zone			Proposed additional reserve area: 234m²
Valuation: N/A			Settlement: Development commencing 2018/2019

Potential future features:		Walking connections		Informal recreation facilities
		Playground
Criteria	Comment				Overall rating
Meeting community needs, now and in the future	High priority: · the proposed land exchange would improve physical access into Taniwha Reserve and would lead to improved safety outcomes as the current accessway is only three meters wide.				ü *High priority for exchange*
Connecting parks and open spaces	High priority: · the proposed land exchange would improve the connectivity of the network of open space walkways throughout the area.
Protecting and restoring Auckland’s unique features and meanings
Not a priority: · there are no known heritage, cultural or natural values of significance located within the areas proposed for exchange.
Improving the parks and open spaces we already have
High priority: · the proposed new access would provide high quality access and improve the functionality of Taniwha Reserve.
·
·				0.

23. Staff recommend the proposed land exchange. It is a high priority when assessed against council policy.

24. The proposed land exchange is expected to have positive benefits to the community including:

· improved sightlines and physical access into Taniwha Reserve

· improved safety of users accessing the Reserve by removing the existing accessway

· better connectivity with the open space network in the area

· increasing the area of Taniwha Reserve by 234m².

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

25. The Maungakiekie-Tāmaki Local Board supports the proposed land exchange, resolving at its meeting on 26 June 2018 (Resolution number MT/2018/103) that it:

a) recommends that the Environment and Community Committee approve the proposed land exchange of 130m²(subject to survey) of Taniwha Reserve, Glen Innes with 364m²(subject to survey) of land at 4 Harlow Place, Glen Innes and 6-8 Harlow Place, Glen Innes.

Tauākī whakaaweawe Māori / Māori impact statement

26. Consultation was undertaken with 13 iwi identified as having mana whenua association with Taniwha Reserve. None of the iwi groups objected to the proposed land exchange.The provision of quality parks and open spaces facilitates Māori participation in outdoor recreational activity. Additional benefits include:

· demonstrating Auckland Council’s commitment to the Active Protection (Tautiaki Ngangahau) Principle of the Treaty of Waitangi

· helping make Auckland a green, resilient and healthy environment consistent with the Māori world view and their role as kaitiaki of the natural environment.

Ngā ritenga ā-pūtea / Financial implications

27. The land exchange will increase land assets at Taniwha Reserve by 234m².

Ngā raru tūpono / Risks

28. There is a low risk of a judicial review of council decision-making processes. This will be mitigated by clear communication about the reasons for the decision.

Ngā koringa ā-muri / Next steps

29. The Finance and Performance Committee will need to approve the disposal of part of Taniwha Reserve to complete the land exchange.

30. Subject to the approval of the Finance and Performance Committee, council staff will work with the Tāmaki Regeneration Company to undertake the processes required to exchange the land. This will include engaging a surveyor to prepare the new land transfer plans, publishing a notice in the New Zealand Gazette and registering a notice with Land Information New Zealand.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Line Epping Stage One development area	15
b ⇩	Land exchange plan	17
c ⇩	Analysis of submissions	19

Ngā kaihaina / Signatories

Author

Jordan Hamilton - Policy Analyst

Authorisers

Paul Marriott-Lloyd - Senior Policy Manager

Kataraina Maki - GM - Community & Social Policy

Dean Kimpton - Chief Operating Officer

Environment and Community Committee

10 July 2018

World Health Organisation Global Network of Age-friendly Cities and Communities

File No.: CP2018/11611

Te take mō te pūrongo / Purpose of the report

1. To seek a decision on whether to join the World Health Organisation (WHO) Global Network of Age-friendly Cities and Communities (the Network).

Whakarāpopototanga matua / Executive summary

2. Auckland Council has previously declined to seek membership of the Network. On 8 May 2018 council decided to reconsider this decision following a recent recommendation from the Seniors Advisory Panel.

3. The purpose of the Network is to support and foster the exchange of experience and learning between cities and communities worldwide to become more age-friendly.

4. There are no major process or financial obstacles to join the Network. There is no accreditation or joining fee. It does require development, implementation, and monitoring of a region-wide cross-sector action plan. This has a resource cost.

5. There are two options for consideration:

· Option 1: Status quo – the council continues to use its existing strategic, delivery, monitoring and reporting frameworks and processes to become a friendlier, more inclusive city, with a focus on those in most need, or;

· Option 2: The council maintains existing approach and invests some resources to seek membership of the WHO Global Network of Age-friendly Cities and Communities.

6. Making a decision between the two options depends on what outcome is sought.

7. On balance, staff recommend Option 1 as it best meets the assessment criteria. It could achieve many of the same benefits as Option 2, at less cost and more closely aligns with the Auckland Plan. The key trade–off is a perceived lack of visible leadership to improve outcomes for older Aucklanders.

8. If council wants its commitment to older Aucklanders to be more visible and raise greater awareness of their needs, then Option 2 would better achieve this. The key trade-off with Option 2 is the cost to develop, implement and monitor the action plan required as part of the joining the Network.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

EITHER

a) agree Option 1: the council continues with the status quo, using existing strategic, delivery, monitoring and reporting frameworks to become a friendlier, more inclusive city, with a focus on those in most need (recommended).

b) agree Option 2: the council maintains existing approach and invests some resources to seek membership of the WHO Global Network of Age-friendly Cities and Communities. Noting that all future implementation actions requiring financial decisions will be subject to Annual and Long-term Plan processes.

Horopaki / Context

Background

Previous decision–making

9. In 2016 the Regional Strategy and Policy Committee considered a proposal to join the Network, but instead resolved to seek ways to become a friendlier and more inclusive city for all residents (Resolution number REG/2016/92).

10. On 19 March 2018, the Seniors Advisory Panel recommended to the Governing Body that it reconsider its position and that Auckland become an age-friendly city as soon as possible. The panel is a strong advocate for joining the Network.

11. In response, on 8 May 2018, the Environment and Community Committee requested a report on the advantages and any obstacles to Auckland Council becoming a member of the Network (Resolution number ENV/2018/56). The previous requests and decisions on membership of the Network are in Attachment A.

12. The Panel’s advice to council about becoming an age-friendly city was recently presented to councillors as part of the Long-term plan process. Refer Attachment B.

No major obstacles to joining the Network of Age-friendly Cities and Communities

13. There are no major process or financial obstacles that prevent council joining the Network.

14. There is no accreditation process or certification of age-friendliness and no membership fee to join the Network.

15. Membership to the Network requires a commitment to a continuous improvement process for creating age-friendly environments. This will require allocating resources to develop, implement and monitor a region-wide action plan to improve outcomes for older people.

16. The Network’s purpose is to foster information sharing between cities and communities worldwide to become more age-friendly. Member cities have increased from 302 to 600 since 2016.

17. Hamilton City Council is currently the only New Zealand member city. New Plymouth District Council has resolved to join the Network. Several other cities such as Napier and Tauranga have age-friendly plans.

18. Age-friendly practices, resources and research are available on the World Health Organisation website. Further details on the process and membership requirements are included in Attachment C.

Central government - affiliate member of age-friendly network

19. The Office for Seniors has successfully applied for membership of the Network’s Cities and Communities affiliate programme.

20. The Office of Seniors is seeking submissions on a discussion document for a new Positive Ageing Strategy that will shape policies to help older New Zealanders live well. The council will make a submission on this.

21. New Zealand’s affiliate status means that the Office for Seniors can design a process for New Zealand cities to join the Network, as well as provide support, information and training on age-friendly practices.

Problem Definition

There are a range of issues relating to older Aucklanders

22. Auckland will be home to substantially larger numbers and greater proportions of ethnically and culturally diverse older people over the next few decades. The older population is growing faster than any other age-group and is predicted to increase from 11 per cent in 2013 to 19 per cent by 2046.

23. This will create greater and more complex demand for services and infrastructure to meet their needs. Insufficient planning for this could mean the challenges worsen as the number of older people grows significantly over the next 20 years. There are more people entering old age with fewer means, such as secure home ownership.

24. Based on national and international research key issues for older people include:

· a lack of visibility, positive imaging and attitudes - which undermine wellbeing

· health and wellbeing - with health and disability increasing with age

· mobility, accessibility and transport - impacting on participation and safety

· social isolation and loneliness – this a key public health issue for older people worldwide.

2017 Quality of life research shows most older Aucklanders are doing well

25. Following the 2016 resolution staff completed research on the quality of life of older Aucklanders.

26. The research confirms that Auckland is a great place to live for older people; however there are some who face greater challenges. Those in the “older-old” age groups and of lower socio-economic status are likely to be more socially excluded.

Improving outcomes for older Aucklanders and a range of other populations in need

27. In line with the 2016 resolution work has also been undertaken that aims to make Auckland a friendlier and more inclusive city for a range of populations, including older people.

28. While the number of older people is growing fast, Auckland remains a youthful city compared to many other places in New Zealand. Young people (0-24 years old) make-up a third of the population.

29. Children and young people, Māori, Pacific, migrants, people with disabilities the rainbow community and people with lower economic status share similar or worse health and wellbeing outcomes to those over 65.

30. Council initiatives (refer Attachment D) to help make Auckland a friendlier and more inclusive city for a range of populations include:

· Auckland Plan outcomes for belonging and participation, and its focus on those most in need

· the research on older Aucklanders quality of life – which has created a baseline for monitoring progress

· the “Investing in Aucklanders” project to make Auckland a more inclusive city for all

· delivery of a range of activities that target older Aucklanders’ needs.

Tātaritanga me ngā tohutohu / Analysis and advice

31. There are two options for consideration:

Option 1: Status quo – the council continues to use its existing strategic, delivery, monitoring and reporting frameworks and processes to become a friendlier, more inclusive city, with a focus on those in most need.

Option 2: The council maintains existing approach and invests some resources to seek membership of the WHO Global Network of Age-friendly Cities and Communities.

32. A description of the advantages, disadvantages, risk and costs associated with each option is provided in Attachment E.

Assessment against criteria

33. Council has no formal policy on requests for membership of groups such as the Network. Memberships are considered on a case by case basis based on value and impact.

34. The following table assesses each option against criteria based on strategic alignment, cost and impact.

Criteria	Option 1 (Status Quo)		Option 2
Strategic Alignment: *Auckland Plan – focus on improving outcomes for those most in need*	ü ü ü		ü
Cost	ü ü		ü
Impact: *Values and makes visible commitment to older people*	ü ü		ü ü ü
Impact: *Raises awareness of needs of older people for improved outcomes*	ü ü		ü ü ü
Ratings scale key
ü Low		ü ü Fair		üüü High

Key trade-offs and summary

35. On balance, staff recommend Option 1 as it best meets the assessment criteria. However making a decision between the two options depends on what outcome is sought. The two options also have different trade-offs:

· If council seeks the least cost option, then Option 1 would achieve this. It could achieve many of the same benefits as Option 2 and more closely aligns with the Auckland Plan. The key trade-off is that it may be perceived as demonstrating a lack of visible leadership to improve outcomes for older Aucklanders.

· If council wants its commitment to older Aucklanders to be more visible and raise greater awareness of their needs, then Option 2 would achieve this. The key trade-off is the additional time and cost to develop, implement and monitor the action plan required as part of membership to the Network.

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

36. If Auckland Council joins the Network, local boards will need to be involved in the development and delivery of an age-friendly Auckland action plan as much of the activity will need to happen in local communities.

37. While there would be some flexibility, for some boards this may require diverting resources from other priority areas.

Tauākī whakaaweawe Māori / Māori impact statement

38. In the 2013 Census older Māori made up four per cent of the Auckland over 65 population. The Māori population is projected to remain youthful, although the actual numbers of older Māori will increase.

39. Focusing efforts on the wellbeing of older Māori could make a positive impact. Older Māori have lower levels of equity, income and rely heavily on superannuation.

40. However, as Māori are a relatively small proportion of the older population, focusing on older people may deliver less overall impact for Māori than other approaches considering the health and socio-economic disparities faced by Māori across all age groups.

Ngā ritenga ā-pūtea / Financial implications

41. Option 1 – would require no additional investment or reprioritisation.

42. Option 2 – would require up to two full time equivalent staff and funding of $75,000-$100,000 to cover developing the action plan and seeking membership. This could be met through reprioritisation within existing baselines. The cost of implementing and monitoring the action plan cannot be estimated at this point. Any new funding requirements would need to be reallocated and/or reprioritised through existing budgets or sought through annual and long-term plan processes.

43. The Government is providing contestable funding of up to $15,000 to support the development of age-friendly plans, or implementation of age-friendly projects and it may be possible to access this to offset some of the costs under Option 2.

44. If Option 2 is supported staff will seek to access this funding in the next funding round in November 2018.

Ngā raru tūpono / Risks

45. The key risk with Option 1 is reputational, it may be perceived as the council lacking visible leadership commitment to improving outcomes for older Aucklanders.

46. This risk could be mitigated by taking steps to reinforce council’s existing commitment to older Aucklanders by making a more visible public statement. Leadership could be further reinforced by setting clear expectations that the council family proactively consider the needs of older people in the way it plans and delivers services (e.g. through Statements of Intent with Council-Controlled Organisations). Ensuring monitoring and reporting to the appropriate committee would also increase visibility of actions being undertaken.

47. Key risks with Option 2 are that the full cost implications of implementation are unknown, and it may raise expectations of new investment and improved outcomes that are not easily achieved.

48. This risk could be mitigated by prioritising implementation actions within the plan, and communicating that all future implementation actions requiring financial decisions will be subject to annual and long-term plan decision-making processes.

Ngā koringa ā-muri / Next steps

49. Existing strategic, delivery and monitoring and reporting initiatives will continue. Staff will also continue to monitor the quality of life of older Aucklanders and use this to inform policy, planning and services.

50. If Option 2 is supported, staff will prioritise the work to be done to seek membership of the Network. This work will be done within existing baselines. Staff will work with the Seniors Panel and others to develop the action plan.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Previous requests and decisions	29
b ⇩	Seniors Panel feedback on Long-term plan and Auckland Plan Refresh	31
c ⇩	Process for joining the Network	35
d ⇩	Work underway that benefits older Aucklanders and supports greater inclusion	39
e ⇩	Advantages, Disadvantages, Risks and Costs	41

Ngā kaihaina / Signatories

Author

Rebecca Kruse - Policy Advisor

Authorisers

Kataraina Maki - GM - Community & Social Policy

Dean Kimpton - Chief Operating Officer

Environment and Community Committee

10 July 2018

2018/2019 Public Art Capital Work Programme

File No.: CP2018/04038

Te take mō te pūrongo / Purpose of the report

1. To present the 2018/2019 Public Art capital work programme for approval.

Whakarāpopototanga matua / Executive summary

2. This report seeks approval of the 2018/2019 Public Art capital work programme (Attachment A). Approval is required to mandate implementation of the programme.

3. The purpose of the work programme is to strategically plan for and manage the city’s collection of public art assets.

4. The work programme aligns to Auckland Council’s endorsed strategies, policies and plans and budget allocations are set by staff with these documents in mind. This includes the Auckland Plan and the long-term plan.

5. The work programme includes the following:

Activity	Budget	Funding source
Public art projects	$2,117,431	Capital expenditure (capex)
Collections and asset management functions	$308,341 $709,934	Capex for ongoing renewals Operational expenditure (opex) for maintenance and repairs
Total	$3,135,706

6. Producing public art is complex and involves feasibility, developed and detailed design phases which could lead to changes to the work programme.

7. Any significant changes affecting the objectives and intent of the work programme will be presented to the committee for consideration.

8. Staff recommend the committee delegate authority to the Manager, Arts and Culture to approve minor changes to the work programme.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) approve the 2018/2019 Arts, Community and Events Public Art regional work programme (Attachment A of the agenda report).

b) delegate authority to the Manager, Arts and Culture to approve changes to individual items on the work programme provided such changes do not significantly affect the intent of the programme, noting that significant changes will be presented to the committee for consideration.

Horopaki / Context

9. The regional public art capital work programme presents the projects to be undertaken in 2018/2019 and aligns these with budget allocations, timelines and staff resource.

10. The work programme includes the following areas of activity:

· public art projects - $2,117,431 (capex)

· collections and asset management functions - $308,341 (capex for ongoing public art renewals) and $709,934 (opex for public art maintenance and repairs).

11. Work programme budget allocations are set by staff in the context of Auckland Council endorsed strategies, policies and plans, as well as existing public art provision and scheduled significant development programmes.

12. The public art programme contributes to achieving multiple strategic outcomes and involves working across the council family to identify and leverage opportunities within other capital works projects; including town and city centre transformation and upgrade programmes.

Tātaritanga me ngā tohutohu / Analysis and advice

13. Council’s approach to investment in public art has shifted from a greater number of smaller works to fewer, large-scale projects that aim to have more transformative results. This can be seen in the installation of The Lighthouse by Michael Parekōwhai on Queens Wharf.

14. The identification of three large-scale projects in the Wynyard Quarter, as outlined in the Wynyard Quarter Public Art Strategy (2016), also demonstrates this approach.

15. The City Rail Link is also a significant opportunity to express the unique image of the city through integrated public art and design.

16. In 2015, staff completed an inventory of council’s public art collection.

17. The inventory provided staff with data regarding the geographic spread of the collection, type of work, artist ethnicity and/or iwi and genre. Staff have also been able to understand how well maintained works are, and regions that have a dominance of certain artists.

18. This data has been used to prioritise projects for 2018/2019 such as addressing the geographic spread of the collection.

19. Other prioritisation criteria which determine the work programme include:

· delivery on Public Art Policy (2013) outcomes

· contribution to Māori outcomes

· the opportunity to leverage funding from other sources

· the scale of the opportunity

· achievability

· staff resource required to deliver individual projects relative to budget allocation

· long term impact

· project lifespan

· the relationship to and fit with city/town centre plans, and other growth and development programmes, such as those delivered by the council family (Panuku Development, Community Facilities, Parks, and Healthy Waters).

20. The prioritisation criteria define the objectives and intended outcomes of the resulting work programme.

Collections and asset management

21. Council manages both indoor and outdoor art collections, as well as assets that need to be maintained and repaired. The collections and asset management budget for 2017/2018 is as follows:

Purpose	Amount
Capex budget for an on-going programme of renewals	$308,341
Opex budget for maintenance and repairs	$709,934

22. The long-term plan does not include a budget for new acquisitions for the indoor art collection.

Public art work programme strategic alignment

23. The work programme aligns to the Auckland Plan and endorsed strategies, policies and plans, including Toi Whītiki – Arts and Culture Strategic Action Plan and the Public Art Policy.

24. The work programme includes the development of 10-year area-based plans for public art.

25. The goal of these plans is to guide strategic investment in public art that is developed within a framework to significantly enhance user experience and contribute to place-making.

26. Plans have been developed for Wynyard Quarter and the city centre, and are underway for Northcote and Tāmaki Reserves.

27. Onehunga and Manukau plans will be developed in 2018/2019, working alongside Panuku’s framework plans for these areas.

28. The plans take into account analysis of existing and planned public art provision, policy and planning frameworks, known development programmes, and involve stakeholder and mana whenua input. They identify and prioritise opportunities for public art and articulate purpose for investment. They also provide transparency on where and when allocated funds for public art will be expended.

Working in partnership

29. The council’s public art team will work in partnership with Development Programmes Office, Auckland Design Office, Panuku Development and Auckland Transport to deliver work programme items.

30. The public art team will also work in partnership with mana whenua, private developers and philanthropic trusts.

31. Working in partnership aligns to the Empowered Communities approach which seeks to develop more effective and enabling ways to deliver council services, and supports more community led development.

Changes to the work programme during the year

32. The creative processes involved in producing public art projects is complex as many projects are connected to larger projects and involve feasibility, developed and detailed design phases.

33. Staff recommend that the committee delegate authority to the Manager, Arts and Culture to approve changes to individual items, provided such changes do not significantly affect the intent of the work programme.

34. Significant changes that could affect the intent of the approved work programme will be presented to the committee for consideration. Items of significant impact would include cancellation of projects in ‘build’ phase or addition of new projects.

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

35. Local boards are key stakeholders in public art projects and in some cases contribute local funds to projects.

36. The inventory of the public art asset collection has identified geographic gaps in some local board areas and this information has been used to prioritise planning for future public art projects.

Tauākī whakaaweawe Māori / Māori impact statement

37. Council’s Public Art Te Waka Angamua staff are developing an engagement process to define how council engages with mana whenua for all public art commissioned. An effective engagement process will help to clarify key issues, roles and responsibilities, interdependencies and milestones. This also includes defining the role of governance, operations and delivery.

38. Te Aranga Design principles have been incorporated in public art briefing documents following feedback from iwi cluster group meetings.

39. The Public Art Policy includes a focus on the production of public art that highlights Māori identity as a key point of difference for Auckland.

40. Through delivery of public art, outcomes for Māori include direct expressions of Te Ao Māori, and capability building for artists.

41. In developing public art as part of larger development projects, the public art team works with the parent project mana whenua forum to define desired outcomes.

Ngā ritenga ā-pūtea / Financial implications

42. Regional public art funding, as well as renewals and maintenance budgets for public art assets, are provided for in the long-term plan. Regional public art budget is allocated to projects based on priority/potential scale and impact of opportunity.

43. The 2018/2019 work programme does not advocate for new or increased funding.

Ngā raru tūpono / Risks

44. Risks associated with the work programme, and potential mitigations, have been identified here:

Table 1. Public Art work programme implementation risk assessment

Risk	Details	Impact	Mitigation
Interdependencies of public art projects with parent projects	The work programme is phased against known timeframes for parent projects (such as bridges, street scape upgrades and housing developments). Delays in parent projects directly impacts public art projects and can cause slippage.	Medium	Consistently monitor parent project schedules so any re-phasing can happen in a responsive manner. Ensure strong relationship management with project teams. Ensure division managers are kept informed and updated of progress.
Adhoc approach to forward planning.	No programme view of development with clear vision and organising principles at project level. Current state is a large number of individual projects both private and public being progressed simultaneously by different teams. Public art thought of at a stage in projects that is too late to have transformative impact.	Medium	Continue to progress 10-year place-based plans for public art that are developed with full stakeholder input. Ensure the process for involving public art is embedded in planning documentation and includes public art in reference designs. Ensure strong relationship management with project teams. Ensure division managers are kept informed and updated of progress.
Insufficient budgets through future long-term plan processes	Constrained fiscal environment. Aspirations of the work programme may not match investment in the future if budgets are reduced or cut.	High	Ensure appropriate decisions-makers and staff are kept informed and updated of progress.

Ngā koringa ā-muri / Next steps

45. Staff will ensure the timely delivery of the projects in the work programme and their evaluation. Information and progress updates will be provided to the committee each six months.

46. The work programme will be implemented within the 2018/2019 budget.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	2018/2019 Public Art Programme	49

Ngā kaihaina / Signatories

Author

Tracey Williams - Head of Creative Strategy

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Dean Kimpton - Chief Operating Officer

Environment and Community Committee

10 July 2018

Sport and Recreation Strategic Partnership Grant to Aktive Auckland Sport & Recreation for 2018/2019

File No.: CP2018/07948

Te take mō te pūrongo / Purpose of the report

1. To propose the approval of the strategic partnership grant to Aktive Auckland Sport & Recreation to deliver on prioritised initiatives in the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) for a three-year term (2018-2021).

2. To provide a progress report to the Environment and Community Committee as requested at its 5 December 2017 meeting.

Whakarāpopototanga matua / Executive summary

3. Council’s region-wide investment programme in sport and recreation supports the implementation of the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) to encourage Aucklanders to be more active more often. The investment programme includes the strategic partnership grant.

4. Aktive - Auckland Sport & Recreation have received a strategic partnership grant to support the implementation of ASARSAP for the past three financial years.

5. Five priority initiatives were identified in partnership with Sport New Zealand and Aktive as a focus for the 2017/2018 grant. These initiatives included improved sector capability aligned to the development of communities of activity, shared school/community facilities, sector engagement in the Sports Facility Priorities Plan, strengthening and growing volunteers, as well as supporting a knowledgeable sector.

6. An interim accountability report has been received from Aktive confirming good progress has been made against the identified priorities.

7. This report recommends the approval of the strategic partnership grant to Aktive for a three-year term (2018-2021) to continue to deliver on priority initiatives from ASARSAP.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) approve the strategic partnership grant of $552,000 per annum to Aktive Auckland Sport & Recreation to deliver on agreed priority initiatives from the Auckland Sport and Recreation Strategic Action Plan for a three-year term (2018-2021).

Horopaki / Context

8. Aktive’s vision is for Auckland to be the world’s most active city. Aktive is committed to helping people and communities across Auckland to achieve sporting habits for life. As both Sport New Zealand’s and Auckland Council’s strategic partner in Auckland, this means investing in organisations and projects that will get more people recreating and playing sport, with focuses on young people and identified communities. With a region as large, as populated and as culturally and geographically diverse as Auckland, alignment is crucial to get the best for Auckland.

9. Aktive work with a number of national and regional partners to fund and deliver Community Sport in Auckland. This includes Sport New Zealand, Auckland Council, Foundation North, the NZCT, Lion Foundation, Sport Auckland, Harbour Sport, Sport Waitakere, CLM Community Sport-Counties Manukau and College Sport, as well as a number of commercial sponsors. Auckland Council’s investment makes up roughly 5 per cent of Aktive’s total funding.

10. Auckland Council aligns our sport and recreation regional investment to the Auckland Sport and Recreation Strategic Action Plan (ASARSAP), supporting Aucklanders to be more active, more often. This support includes the provision of facilities and open space, delivering programmes and sector investment.

11. Aligned to outcomes sought in ASARSAP, Aktive has been working collaboratively with Sport NZ, Auckland Council, Regional Sports Trusts and others to co-create a delivery approach to address declining participation rates recognised as “The Auckland Approach to Community Sport”.

12. The Auckland Approach identifies Communities of Activity (CoA). These are prioritised neighbourhoods and suburbs where delivery can involve communities in shaping targeted participation options, and connect programmes (CoA) facilities with potential participants.

13. Twenty-two geographic CoAs have been established across Auckland. These are a result of local insights, community and stakeholder consultation. Each CoA has a specific delivery plan focusing on Sector Development, Spaces & Places, School & Community, Insights, Target Populations and Coaching.

Previous Aktive Investment

14. In 2015/2016 the ASARSAP - Senior Leaders Implementation Group identified priorities for years one to three of the plan. The key initiatives identified for the Auckland Council to drive through investment in Aktive were:

· volunteer development and retention

· sport sector engagement and buy in to develop the Sport Facility Network Plan (now known as the Auckland Sport Sector: Facility Priorities Plan)

· programmes and services that improve sport sector capability including multisport and facility partnerships and viable business operating models

· development of school/community clusters to increase utilisation of school sport and recreation facilities by the community.

15. In 2017/2018 the priorities were refined to:

· Develop the capability of recreation, sport and community organisations aligned to CoAs

· Facilitate partnerships to make the most of local facilities and resources with a focus on shared school/community facilities

· Sector engagement in the Sports Facility Priorities Plan

· Strengthening and growing volunteers

· Supporting a knowledgeable sector.

Rationale for supporting a 3-year funding term

16. Aktive directly contributes to Auckland Council’s strategic goals through delivery on key priorities identified in the ASARSAP. This Plan is a key delivery strategy for sport and recreation related elements of the Auckland Plan.

17. Aktive has received the Strategic Partnership Grant for the past 3 years and delivered on all Key Performance Indicators and Outcomes.

18. A three-year commitment would support Aktive and their community sport partners. It would give them the confidence to commit to longer term initiatives in community, staff contracts. It also sends the right message to other funders that Auckland Council supports these programmes.

19. Auckland Council will work with Aktive to update annual deliverables and receive six monthly reports enabling any poor delivery to be addressed promptly.

Tātaritanga me ngā tohutohu / Analysis and advice

20. An interim report reflective of the past 11 months of delivery has been received from Aktive. The report demonstrates progress has been made against each of the 2017/2018 priorities. These outcomes were delivered by Aktive regionally and through coordinated investment into the local delivery network including Sport Auckland, North Harbour Sport, Sport Waitakere and CLM Community Sport.

21. Examples of tangible outcomes as a result of this partnership grant from the region included:

· The development and early implementation of 22 Communities of Activity (CoAs) delivery plans.

· Capability support in strategic planning and governance provided to 10 Auckland Regional Sports Organisations and 101 community clubs or groups.

· Later in the year, Local Boards will be surveyed (as part of the Sport New Zealand stakeholder survey) to measure their levels of satisfaction regarding sport and recreation delivery in their area. The outcome of the survey will be known by September 2018. Significant levels of engagement (formally and informally) have been carried out with local boards across the region.

· CLM Community Sport hosted a series of Community Open days engaging with local clubs and encouraging engagement around the future of local parks and the sporting and recreation options and opportunities. Over 4000 people attended and participated in the interactive community area to share feedback and ideas on the future.

· Sport Auckland worked with and have discussed school-club links with 77 primary, intermediate and secondary schools.

· CLM Community Sport are facilitating a partnership between Auckland Basketball Association, Auckland Dream, College Sport and Papatoetoe High School to scope and enable the delivery of basketball programmes and competition leagues at the school.

· Harbour Sport Regional Trust has brokered a relationship between a Pacific Island Group and Glenfield College to enable a weekly volleyball competition to be held at the college.

· Sport Auckland was approached by Glendowie Bowling Club (GBC) to assist them in securing their future. Sport Auckland are strongly influencing GBC to involve the tennis club, Local Board, other compatible sports codes and the community at large to create a multi-use sports hub in Glendowie.

· Sport Waitakere are undertaking a ‘social innovation’ approach in Lincoln North which has three secondary schools, one intermediate and two primary schools to better engage them in sport and physical activity.

· The first stage and agreed plan of the Auckland Sport Sector: Facility Priorities Plan was completed and adopted by council (and One Voice – the independent advisory panel) in the first quarter of 2017-2018. Criteria for this plan and an assessment framework have been confirmed. The terms of reference for the assessment panel have been completed and membership confirmed.

· The Active Citizens World Wide Research was shared with Auckland Council by Aktive to provide an alternate lens to view sport and recreation needs. Benchmarking with other cities around the world will be possible in the next 12 months.

· Aktive submitted to the Auckland Plan and Long-term Plan through the use of an insight piece on the value and impact of sport in Auckland.

22. A summary of Aktive’s reporting is attached in Attachment A and a thematic report is found in Attachment B.

23. A full report including local reporting for each of the Aktive Group community sport providers has been provided in printed form in the councillor’s lounge.

Future Investment Recommendations

24. The key priority areas for 2017/2018 funding are longer-term strategic priorities and it is recommended that future funding is used to continue their development and implementation.

25. It is also recommended that the funding term be extended from annually to a three-year term. Funding will continue to deliver on agreed priority initiatives from ASARSAP and report to the Environment and Community Committee every six months. The investment will:

· increase organisational capability of recreation, sport and community organisations through the delivery of the Auckland Approach to Community Sport and a focus on targeted communities of activity

· support sustainable partnerships between the community and schools for access and use of recreation and sport facilities

· support the implementation of the Auckland Sport Sector: Facility Priorities Plan

· deliver on a high level strategic challenge to increase infrastructure and investment in personnel engaged in volunteer management.

26. It is recommended that agreed performance measures would remain subject to annual revision and the Sport and Recreation team would continue to support and be involved in monitoring Aktive’s progress.

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

27. Local boards were consulted during the development of ASARSAP. The sport and recreation investment programme supports the implementation of ASARSAP.

28. Auckland Approach to Community Sport delivery partners continue to collaborate with local boards that contain communities of activity. This collaboration ensures a more connected and cohesive approach to community led delivery.

Tauākī whakaaweawe Māori / Māori impact statement

29. The ASARSAP recognises the critical importance of connection with Māori, and includes key initiatives focussing on improving the health and well-being of Māori. ASARSAP Initiative 3.2 is to develop Te Whai Oranga – Māori Sport and Recreation Framework which identifies how to support improved health and wellbeing for Māori. ASARSAP 7.2 is to develop and support marae based sport and recreation facilities in response to evidence of demand.

30. In the development of Communities of Activity partners are seeking opportunity to work with Māori, prioritising outcomes in these communities.

Ngā ritenga ā-pūtea / Financial implications

31. The strategic partnership grant is part of the sport and recreation investment programme identified in the long-term plan budget.

32. The level of funding will remain the same ($552,000 per annum) with the total commitment over three years totalling $1,656,000.

33. The recommendation to extend the term of agreement does not give rise to any major financial risks.

34. It is likely that confirmed longer term funding will enable greater return on investment encouraged by business continuity.

Ngā raru tūpono / Risks

35. The allocation of the strategic partnership grant to Aktive Auckland Sport and Recreation is considered by staff as low risk. Aktive is the only regional organisation with the ability to deliver a co-ordinated approach through varied delivery agents such as the Regional Sports Trusts and CLM Community Sport to deliver prioritised ASARSAP initiatives.

36. Risks surrounding Aktive’s performance by its contacted delivery agents can be mitigated by close monitoring of six monthly reports submitted to Auckland Council.

37. This grant is aligned to Sport New Zealand’s investment to Aktive (further reducing any risk to Auckland Council).

Ngā koringa ā-muri / Next steps

38. Following committee approval to release the strategic partnership grant for the confirmed period, a funding agreement will be prepared for Aktive that ensures clear accountability and KPIs for each of the four geographical areas (North, West, Central and Southern) for the investment.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Aktive interim report summary	59
b ⇩	Aktive group thematic reporting - interim	73

Ngā kaihaina / Signatories

Authors

Joanne Macmillan - Senior Advisor Sport and Recreation

Dave Stewart - Manager Sport & Recreation

Authorisers

Rob McGee - Manager Leisure – Parks, Sports and Recreation

Mace Ward - General Manager Parks, Sports and Recreation

Dean Kimpton - Chief Operating Officer

Environment and Community Committee

10 July 2018

Zero Carbon Bill Submission

File No.: CP2018/10794

Te take mō te pūrongo / Purpose of the report

1. To endorse Auckland Council’s submission to Ministry for the Environment on the Zero Carbon Bill.

Whakarāpopototanga matua / Executive summary

2. Climate change affects all Aucklanders, especially our most vulnerable. The benefits of action are promising and put us on a path toward a cleaner, fairer and more prosperous Auckland. Inaction raises serious risks to infrastructure, economy and health.

3. Auckland is planning and responding to climate change. For example, we are making significant investments in public transport, green infrastructure and waste reduction. However, emissions are rising and the costs, risks and impacts of climate change are rising as well.

4. In February 2018, the Environment and Community Committee agreed to a full review of Low Carbon Auckland and committed Auckland Council to leading the development of an integrated climate change action plan, addressing both rising emissions in the region and impacts of our changing climate (Resolution number ENV/2018/11). Collaboration with Government has underpinned work on Auckland’s Climate Action Plan and on the Government’s Zero Carbon Bill, as both are being developed in tandem.

5. The Zero Carbon Bill aims to set the policy architecture in place to provide transparency and long-term certainty in the transition to a low-emissions, climate-resilient society. The main components of the Bill include the setting of a new 2050 emissions target and emissions budgets, establishment of a new independent Climate Change Commission and whether to include adaptation as part of the Bill.

6. A draft submission has been prepared (Attachment A). Main points include:

· support for a national 2050 net zero emissions target for all greenhouse gases

· preference for domestic reductions with international offsets used as a last resort

· support for emissions budget cycles

· support for establishing an independent Climate Change Commission

· support for including adaptation in the Bill and a number of new associated functions

· additional advice for consideration of land use and planning policy; a just and equitable transition; partnership with tangata whenua; as well as a close partnership and support for local government.

7. Consultation on the Zero Carbon Bill closes on 19 July 2018 and final legislation is expected in April 2019, concurrent to the intended release of Auckland’s climate action plan.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) endorse the draft Zero Carbon Bill submission

b) authorise the Chair and Deputy Chair of the Environment and Community Committee and an Independent Māori Statutory Board Member to make minor revisions and approve the final submission.

Horopaki / Context

8. Climate change is a serious issue for all Aucklanders, with impacts to our most vulnerable. Taking action on climate change poses a range of co-benefits and put us on a path toward a cleaner, fairer and more prosperous Auckland. Inaction raises serious risks to infrastructure, economy and health.

9. Auckland is taking action to plan for and respond to climate change. For example, we are making significant investments in public transport, green infrastructure and waste reduction. However, emissions continue to rise and the costs, risks and impacts of climate change are rising as well.

10. A full review of Low Carbon Auckland was agreed by the Environment and Community Committee in February 2018. This included integrating climate adaptation alongside addressing rising emissions and committing to the development of an integrated climate change action plan (Resolution number ENV/2018/11). Development of this plan is being facilitated by Auckland Council, working with public, private and voluntary sectors, and drawing in expert advice as appropriate.

11. Collaboration with central government has underpinned this work, including:

· an agreed selection of collaborative workstreams

· a joint launch for engagement on both the Plan and the Zero Carbon Bill (7 June 2018) with Councillor Hulse and Minister Shaw

· a Zero Carbon Bill event in Auckland that included participation and remarks from Auckland Council.

12. The Zero Carbon Bill seeks to provide a transparent transition to a low-emissions, climate-resilient society by establishing the policy architecture for long-term certainty. There are four main components of the Bill currently being consulted on:

· A 2050 emissions target – setting a new target in line with Paris Agreement commitments, climate science and potential economic impacts and opportunities.

· Emissions budgets – setting emissions budgets and considerations around the budgets, budget cycles and review.

· A Climate Change Commission – the role, responsibilities and expertise of a new independent commission meant to advise Government and monitor progress.

· Adapting to climate impacts – inclusion of climate adaptation as part of the Bill and a variety of proposed new mechanisms like a national climate change risk assessment, a national adaptation plan, an adaptation reporting power, and regular reviews.

13. Auckland’s approach for developing a climate plan align well with the Zero Carbon Bill approach. For instance:

· a commitment to integrating climate adaptation and mitigation

· an Independent Advisory Group to check and challenge our work

· reviewing the target with an aim to align with zero carbon by 2050

· intent to set targets and/or carbon budgets by sector to meet our target.

14. Consultation on the Zero Carbon Bill closes on 19 July 2018 and final legislation is expected in April 2019, concurrent to the intended release of Auckland’s Climate Action Plan. Staff have prepared a submission for endorsement (Attachment A).

Tātaritanga me ngā tohutohu / Analysis and advice

15. Our Climate Your Say: Consultation of the Zero Carbon Bill is available on the Ministry for the Environment website. Auckland Council’s submission focuses on five main points. A brief options assessment of each point was undertaken and is summarised as follows.

Decision Area	Option	Benefits	Risks
1. New Zealand 2050 emissions target	Net zero carbon dioxide by 2050	· Lowest modelled economic impact in the mid-term · Least impact on traditional agriculture (methane not included)	· Reduction of carbon dioxide only · Lowest contribution to temperature stabilisation · Credibility risk
	Net zero long-lived gases and stabilised short-term gases by 2050	· Includes agriculture/ methane · Domestic emissions do not contribute to further increase in temperatures	· Reduction of carbon dioxide and nitrous oxide and stabilisation (but not full reduction) of methane
	Net zero emissions by 2050 Recommended	· Faster contribution to temperature stabilisation (than other options) · Major forest planting required · Highest ambition with no domestic impact on climate · Drives stronger innovation and associated economic opportunities/ benefits	· Slightly lower (modelled) GDP prediction ($373b v $381b) · Slightly lower annual growth rate (0.2 per cent) · Ability to meet ambitions
2. Mix of domestic and international carbon credits	Majority international credits	· Cheaper in short term · Does not require as much change to processes, systems, technologies	· Little if any localised (NZ) co-benefits (like better air quality, transport choice, protection from impacts) · Dependency to keep purchasing over long-term – potentially higher overall costs
2. Mix of domestic and international carbon credits	Majority domestic emissions reductions Recommended	· More expensive in short term · Requires gradual but consistent change to systems, processes, technologies	· Co-benefits (like above) accrue to New Zealanders directly · Dependency on purchasing overseas credits (at potential escalating cost)
3. Emissions budgets	Minor or zero adjustments allowed Recommended	· Provide adaptability but focus on action · High credibility to Government and process	· Puts pressure on meeting budgets
3. Emissions budgets	Major adjustments allowed	· Lack of pressure on meeting budgets; potential slippage on meeting targets/ obligations	· Credibility risks to Government
4. Climate Change Commission	Do not support establishment	· Unknown	· Lack of credible, expert advice on targets, budgets and monitoring
	Role to advise and monitor progress Recommended	· ‘Balance’ of strong science-based advice and elected member responsibilities	· Potential political interference · Less likely to keep to targets
	Decision-making role on budgets, NZ Emissions Trading Scheme	· High degree of evidence-based decision-making · Higher likelihood of meeting targets and making progress	· Major shift of power from elected decision-making to independent body; potential impact on democratic ideals and failure of Bill/approach

Decision Area

Option

Benefits

Risks

5. Inclusion of adaptation

Do not include

· Easier remit for Commission

· Less complex final Bill

· Lack of joined-up approach and efficiencies

· Confusion with separate processes

· Inconsistent with Auckland’s agreed approach

· Potential financial and legal risks

Include

Recommended

· Better joined-up approach resulting in efficiencies

· Less confusion with one integrated process

· Consistency with Auckland’s agreed approach

· Reduced legal, financial risks

· Increase in complexity

· Requirement for additional skill-sets in Commission members

16. The submission focuses on the following six key points. Additional analysis and advice is provided in the submission itself as rationale for stated policy positions:

· support for a 2050 net zero emissions target (for all greenhouse gases) in legislation

· preference for domestic reductions to invest now in New Zealand and provide local co-benefits with the use of international offsets only as a last resort

· support for a robust set of three five-year emissions budgets with only minor and careful adjustments allowed and consideration of a range of issues and obligations like Te Tiriti o Waitangi, a just and inclusive transition, a sustainable and circular economy, and the role and empowerment of local government

· support an independent Climate Change Commission to oversee New Zealand’s climate change commitments and advise and monitor on progress – but not to make decisions on for example, allocating emissions units of the Emissions Trading Scheme

· support for including adaptation in the Zero Carbon Bill, including new functions like a national climate change risk assessment, a national adaptation plan and an adaptation reporting power for mandatory climate risk reporting

· additional advice and support to embed climate change and emissions reduction in land use and planning policy. Ensure a just and equitable transition, especially regarding our most vulnerable populations. Partner with tangata whenua in development of the framework, as well as work in close partnership with and support local government to deliver real action and benefits in local communities.

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

17. The submission timeline presents a challenge in gathering a complete understanding of local board views. However, the Chief Sustainability Office has held individual workshops with nearly all local boards on the development of Auckland’s climate action plan. As discussed earlier, the collaboration between central government and Auckland Council has woven these two processes together, helping to provide a clear line of sight between national context and local impacts and actions. The Zero Carbon Bill sets the national context which has framed the action plan workshops and discussions on local impacts.

18. The Chief Sustainability Office highlighted key points from our local board engagement in connection with the Zero Carbon Bill and Auckland’s Climate Action Plan to the Environment and Community Committee at a workshop on 4 July 2018.

Tauākī whakaaweawe Māori / Māori impact statement

19. Climate change will affect areas over which Māori have kaitiakitanga; impacting ecosystems, shaping community vulnerability and resilience, and linking to economic outcomes. Increasing water scarcity and temperatures will impact Māori communities and businesses, including fisheries and forestry. Cultural sites may also be at risk from rising seas and coastal inundation.

20. Given the diverse climate sensitivities that exist for Māori across Auckland and New Zealand there is a clear need to know more about the implications (and risks) of a variable and changing climate on different iwi/hapū/whānau. This underpins our support in the submission of including climate adaptation in the Zero Carbon Bill and in creating a new 2050 emissions target. Both are also part of our regional work in the development of Auckland’s Climate Action Plan and we aim to put Te Ao Māori at the centre of the plan.

Ngā ritenga ā-pūtea / Financial implications

21. There are no direct financial implications on Auckland or Auckland Council as a result of making a submission on the Bill. The estimated financial cost for the related development of Auckland’s Climate Action Plan (ACAP) is $140,000, covered in existing budgets. Part of ACAP will include a full review of financing opportunities and models, actions and implementation costs.

Ngā raru tūpono / Risks

22. The greatest long-term risk is maintaining the status quo. Not setting up the policy architecture to address climate change (in a pragmatic and predictable way) creates the potential for unpredictability and shocks to the economy. There are also various models noting financial, legal, infrastructure, health and other impacts associated with climate change.

23. Lack of substantive action (based on an ineffective policy framework) creates opportunity costs for New Zealand, as other nations/cities outperform and compete for a global share of innovation dollars in the development of clean tech and climate solutions. Also at risk is New Zealand’s “clean and green” reputation, especially if we do not take credible action on climate change consistent with our international/domestic obligations. A number of more specific risks are listed above as part of the options analysis.

Ngā koringa ā-muri / Next steps

24. Consultation on the Bill closes on 19 July 2018. It is anticipated the Bill will be introduced to Parliament by October 2018. After the Select Committee process (October to March 2019), the Zero Carbon Act is expected to be in force by April 2019.

25. The development timeline of Auckland’s Climate Action Plan is intentionally woven into this larger national context. Following local board workshops in June, a committee workshop on 4 July 2018, and Kaitiaki Forum engagement on 5 July 2018, eight expert stakeholder workshops are being held in August and September to help prioritise actions alongside wider community engagement. A draft ready for consultation by the end of 2018 and implementation to begin around April 2019.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Draft Zero Carbon Bill Submission	105

Ngā kaihaina / Signatories

Author

John Mauro - Chief Sustainability Officer

Authorisers

Jacques Victor - GM Auckland Plan Strategy and Research

Jim Quinn - Chief of Strategy

Dean Kimpton - Chief Operating Officer

Environment and Community Committee

10 July 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 29/06/2018

*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 Dec 18 – approval for consultation Feb – Mar 19 - targeted public engagement Apr 19 – feedback presented to elected members Jun 19 – final strategy for adoption				Q2 (Dec)
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. An update was on 12/06/18 meeting agenda.	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	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
1	Auckland’s water strategy	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.	Decision and strategic direction and priorities as part of the Auckland Plan. Consider the development of an Auckland’s waters strategy to be adopted for consultation December 2018. Progress to date: A report was considered on 12/06/18 to approve the proposed scope, timeframe and budget for the development of the strategy.		Q4 (June)		Q2 (Dec)
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.			Q1 (Jul)
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 and 25/7/18 (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. Joint workshop with local board chairs held 20/6/18.		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 Policy	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 A report seeking approval to engage on a draft facility partnerships policy on 12/06/18. Resolution ENV/2018/74	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. A report on the Findings was considered on 12/06/18 meeting. Resolution ENV/2018/75 approval for up to five inclusion pilots. A report back on the advantages and any obstacles to Auckland becoming an Age Friendly City as part of the World Health Organisation’s Global Network.	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	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	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. The Hearing Panel report was considered on 12/06/18. The Plan was approved ENV/2018/70	Q3	Q4 (Jun)	Q1	Q2 (Dec)
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 Progress to date: A report was considered on 12/06/18 on its key findings. Resolution ENV/2018/76 for endorsement and agreed to improvement areas. Annual status reports on progress will be provided.	Q3	Q4	Q1 (Jun)	Q2

[1] 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

Outcome	ACABx submission	ACABx cost range	Consideration	Proposed allocation
B. Develop new service delivery models	Improve accessibility and promotion of CAB in current areas	$28,000 - $36,000	Supported – linked to the development of a regional network provision framework	Develop and test new service models to improve provision of CAB services, to new population centres, demographic groups and targeted populations $60,000 (30%)
C. Extend CAB network	Establish 2 new sites Test innovative ways to extend CAB services	$80,000 - $149,000	New bureaux are outside the scope of this grant Support innovative responses linked to regional network provision framework
D. ACABx organisational capacity	Current funding of ACABx is through a levy on members	Not specified	ACABx’ limited financial and staffing capacity is a risk for the two significant joint reviews	Funding ACABx to participate, alongside Council, to review the funding model and develop the network provision framework $40,000 (20%)

No.	Title	Page
a ⇩	Forward work programme	117
b ⇨	20180608_Memo re update on Auckland Council’s submission to the Productivity Commission’s ’low emissions economy’ inquiry (Under Separate Cover)
c ⇨	20180628_Memo re Biocontrol submission (Under Separate Cover)
d ⇨	20180702_Global Engagement Activity update - July 2018 (Under Separate Cover)

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