Agenda of Environment and Community Committee

Environment and Community Committee

13 November 2018

The Environment and Community Committee highlights from 2017/2018 and Forward Work Programme 2018/2019

File No.: CP2018/20433

Te take mō te pūrongo / Purpose of the report

1. To endorse the Environment and Community Committee 2017/2018 Highlights Report and Forward Work Programme 2018/2019.

Whakarāpopototanga matua / Executive summary

2. Staff have developed an Environment and Community Committee 2017/2018 Highlights Report (Attachment A) and Forward Work Programme for 2018/2019 (Attachment B).

3. The highlights report showcases a range of projects related to the committee’s delegations and priorities for 2017/2018. The projects highlighted focus on areas where communities have been involved or led the work.

4. The forward work programme includes a diverse range of projects, policies and plans with a focus on initiatives that have a high impact for Auckland for the 2018/2019 financial year. The Committee will be able to have oversight, as well as track progress on key projects that relate to its priorities. The highlights feature first-hand community feedback which shows some of the positive outcomes that have been delivered or enabled by the council’s work.

5. Both the highlights report and the forward work programme are in an accessible format that provides a clear line of sight between the committee’s focus and contribution towards Auckland Plan outcomes.

6. The next steps are to:

· distribute the reports to the public through Auckland Council’s communication channels to demonstrate the range of projects the council undertakes and the impact they are having across the region.

· track progress of the committee’s decisions for the forward work programme. This will be undertaken by Democracy Services as set out in Attachment C.

7. Any risks associated with delays in delivery of projects in the forward work programme will be managed and reported to the committee on a case by case basis.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) endorse the Environment and Community Committee 2017/2018 Highlights Report (Attachment A) and Forward Work Programme 2018/2019 (Attachment B).

Horopaki / Context

8. Key priorities for the Environment and Community Committee were agreed by the committee in March 2017. These continue to provide the focus for the Environment and Community Committee Forward Work Programme 2018/2019. These priorities include:

· making progress with climate change adaptation and mitigation, and taking action to reduce greenhouse gas emissions

· enabling green growth with a focus on improved water quality, pest eradication and ecological restoration

· strengthening communities and enabling Aucklanders to be active and connected

· making progress related to the social and community aspects of housing Aucklanders in secure, healthy homes they can afford

· growing skills and a local workforce to support economic growth in Auckland.

9. The forward work programme and the Environment and Community Committee 2017/2018 Highlights Report have been developed to be in a more accessible format that demonstrates leadership and greater transparency about how Auckland Plan outcomes are being met and benefit the community.

10. Both documents have been designed to assist committee members in their decision making and governance roles and to better communicate the broad range of projects Auckland Council undertakes and their impact on communities.

Tātaritanga me ngā tohutohu / Analysis and advice

The 2017/2018 highlights report

11. The highlights report is a new initiative which will be developed yearly and presented with the committee’s forward work programme to demonstrate activity over the past financial year.

12. The report showcases some of the achievements, projects and programmes that our communities have been involved in over 2017/2018 through the use of case studies, videos and pictures.

13. The innovative digital and interactive format of the report demonstrates:

· how the council is working with and enabling communities with clear links to Auckland Plan outcomes

· the communities’ voices behind projects related to the committee’s work programme

· engagement and participation results as part of the council’s ‘6 Steps Up’ Strategy to engage and enable our communities.

14. Some key projects related to the committee’s work programme have not been included in the report, rather the report aims to highlight some of the activities that have involved our communities in 2017/2018. It is not intended as a comprehensive report on all actions that have been undertaken.

The forward work programme 2018/2019

15. The chair and deputy chair of the committee worked closely with staff to develop the forward work programme.

16. The forward work programme enables the committee to:

· agree and have oversight over key activities and priorities under its delegations

· monitor progress of the key decisions it has made

· provide direction to staff who undertake advisory work to support the programme.

17. The forward work programme includes a variety of projects, policies and plans which contribute towards achieving the six Auckland Plan outcomes and deliver on the committee’s priorities as identified above.

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

18. The highlight report showcases activities and investment across a range of local board areas that align to the work of the committee. It gives visibility to work that is occurring in local board areas and the impact it is having for communities.

19. The report can also be used by local boards to communicate with their communities.

Tauākī whakaaweawe Māori / Māori impact statement

20. Building strong and vibrant Māori communities that thrive socially, culturally, economically and environmentally is the focus of the Māori identity and wellbeing Auckland Plan outcome.

21. The highlights report demonstrates how work with the committee aligns with the Auckland Plan (Māori identify and wellbeing) outcome.

22. The forward work programme incorporates a number of significant projects that will have a big impact for all Aucklanders including Māori. For example, this includes: Auckland’s water strategy, the Low Carbon Strategic Action Plan and the regional Pest Management Plan review.

23. Formal monitoring of progress on expenditure and delivery of Māori outcomes (via Te Toa Takitini) is undertaken though the Finance and Performance Committee.

Ngā ritenga ā-pūtea / Financial implications

24. The public distribution of the reports will be delivered within existing budgets.

25. The forward work programme reflects commitments already made by the council that are funded in the Long-term Plan. Any changes to allocated project budgets will be reported on an individual basis.

Ngā raru tūpono / Risks

Implementation risks associated with the forward work programme 2018/2019

26. Resource constraints may delay implementation of some items on the forward work programme. Risks associated with the delivery of key projects will be managed and reported on a case by case basis as appropriate.

Risks associated with the 2017/2018 highlights report

27. Development of the report did not include evaluating the community impacts of each of the projects. The extent of associated benefits has not specifically been determined. The report features first-hand community feedback which shows some of the positive outcomes that have been enabled by the council’s work.

Ngā koringa ā-muri / Next steps

28. The reports will be distributed across the council’s communication channels including Our Auckland news site, Kotahi (internal website), social media and communication with stakeholders and local boards.

29. Tracking progress of the committee’s decisions for the forward work programme will be managed by Democracy Services as set out in Attachment C.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Environment and Community Committee 2017/2018 Highlights Report	15
b ⇩	Environment and Community Committee Forward Work Programme 2018/2019	51
c ⇩	Environment and Community Committee Forward Work Programme Progress Tracking Report	55

Ngā kaihaina / Signatories

Authors

Gemma Roache - Principal Policy Analyst

Tam White - Senior Governance Advisor

Authorisers

Kataraina Maki – General Manager - Community & Social Policy

Dean Kimpton - Chief Operating Officer

Environment and Community Committee

13 November 2018

Komiti Taiao a Hapori Hoki / 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
Committee Priorities: 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.
Area of work	Reason for work	Decision or direction			Expected timeframes Quarter (month if known)
Edited 6 November 2018					Jan-Mar 2019 12 Feb 12 March	Apr-Jun 2019 9 April 14 May 11 June	Jul-Sep 2019 9 July 13 Aug 10 Sept	Oct-Dec 2018 16 Oct 13 Nov 4 Dec
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)
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)

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 Climate Plan Workshop: Risks and vulnerabilities (June) • Committee workshop on risks and vulnerabilities • Communication strategy for broader public engagement • Local Board workshops • Mana whenua engagement (integrated throughout) • Stakeholder workshops Prioritisation criteria and identified actions (Jul/Aug) • Cost benefit and total value analysis • Agree prioritisation criteria • Review all actions • Draft plan • Draft plan to committee (Dec 2018 • Consultation (linking to other plans, approach tbc) • Updates to action plan • Adoption of updated plan by council (Proposed December 2018) • Final Adoption of Climate Plan (Mar 09)	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 (Mar)	Q4	Q1	Q2 (Dec)
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. An update was included in the 14 Aug agenda regarding several workstreams covered by the 18 high level implementation actions. A report on a full progress on implementing the strategy will be in August 2019.	Q3	Q4	Q1 (Aug19)	Q2
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
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. Res ENV/2018/78 Key milestones: · June 2018 – develop a strategic summary of water related outcomes, identify integrated water outcomes, · July-Oct 2018 – high level regional options are developed and assessed for the five draft themes – consultation with mana whenua		Q4 (Jun)		Q2 (Dec)
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. A memo was distributed and is attached to the July agenda. Key milestones: · workshops with local boards on public feedback – September - October 2018 · workshops with local boards on public feedback – September - October 2018 · engagement with mana whenua – September – October 2018 · workshop with Environment and Community Committee – October – November 2018 · formal feedback from local boards at business meetings – October – November 2018 · approval of final plan by Environment and Community Committee – March 2019	Q3 (Mar)	Q4	Q1 (Jul)	Q2 (Nov)
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)
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)
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. 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	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. A report was considered on 26/6/18 : Res ENV/2018/78 · June 2018: develop strategy · July to Oct 2018 – High level regional options are developed and assessed for the five draft themes in consultation with mana whenua, local boards and key stakeholders. · Dec 2018- Draft Auckland's waters strategy presented to Environment and Community Committee for approval for release for public consultation · Feb to Apr 2019 - Targeted public engagement on the draft Auckland's waters strategy in February to March 2019. · Apr 2019 - Feedback analysed and presented to elected members in April 2019 · Jun 2019 - Final strategy presented to Environment and Community Committee for adoption	Q3	Q4	Q1	Q2 (Dec)

Food Policy Alliance

To consider food policy alliance

Decision on food policy alliance

(Mar)

TBC

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.

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.

(Nov)

Parks, Sports and Recreation

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.

A report was considered on 10 July 2018 to approve the strategic partnership grant of $552,000 per annum for a three-year term (2018-2021) Res ENV/2018/90

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. (TBA)

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.

(Oct/Nov)

Sport and Recreation Strategic Action Plan

Status report on implementation plan

Direction on future options for sport and recreation.

(Nov)

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 – approval of guidelines

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.

(Nov)

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:

A workshop was held on 12 Sept and information is available on OurAuckland.

(Dec)

Indoor Courts

Strategic business case for indoor courts investment

Decision on investment approach

(Nov)

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.

(May)

Growth Programme

Update on proposed growth funding allocation for 2018-2020

Decision on growth funding allocation

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. Report was considered on 8/5/18 and resolved ENV/2018/57 .

Approved applications for 2019/2020 funding round on 25/1/2019 and close on 8/3/19 for allocation from July 2019.

(May)

(Sep)

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.

(Nov)

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

(Aug)

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 2018 for approval to initiate public consultation

(Feb)

(Oct)

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.

(tbc)

ECONOMIC DEVELOPMENT

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

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

Options to expand revenue streams for sport facilities investment

Provide strategic direction to expand revenue streams to fund future sports facilities investment in the draft Sports Facilities Investment Plan

strategic direction to expand revenue streams to fund future sports facilities investment in the draft Sports Facilities Investment Plan

Progress to date:

A report was considered in Aug. Res ENV/2017/121

SOCIAL, COMMUNITY, CULTURAL INFRASTRUCTURE

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.

(Mar)

(July)

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.

(Sept)

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

(Aug)

TBC

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

(Dec)

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

(Feb)

(Feb/Mar19)

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.

Affordable Housing Intervention

Understanding NZ and international interventions to address affordable housing

Decision on future Auckland Council approaches to affordable housing interventions

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

(Sep)

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

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)

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

(Dec)

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.

(Jul)

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.

(Jul)

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

(Jul)

Events Policy

A review of what is working well and what isn’t

(Sep)

Grant Policy Monitoring

Audit of the application of the Grants Policy

Decision on audit results

Toi Whitiki Strategy

Targeted analysis of social return on investment on specific art and culture investment

(Dec)

Public Art Policy

Review of the Public Arts Policy: what’s working what’s not.

Decisions relating to major public arts

Decision on review results

Progress to date:

The report was considered on 14/08/18. Resolution ENV/2018/103 : report back on implementation within 18 months

(Apr)

Current Development Contribution revenue and expenditure – funding for open space purposes

Highlight the new parks and open spaces for Aucklanders’ use and enjoyment

A report was considered on 14/08/178 on Open Space acquisition in 2017/18 financial year. resolution ENV/2018/104 to report back on DC revenue and expenditure by funding area for open space purposes based on current based on the current DC policy.

Tbc

Investigation in North-west Community Provision

Investigation to identify any current gaps in services or facilities or in the future

Decision on the investigation findings

Progress to date:

A report was considered on 13/10/18 on the findings. Res ENV/2018/131. Staff will progress the key moves outlined in the report.

LEGISLATION/CENTRAL GOVERNMENT

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.

LAND ACQUISITIONS

Strategic acquisition issues and opportunities

Understanding current acquisition issues and options.

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.

(Feb)

OTHER

Long-term Plan

Informing the development of the 2018-2028 Auckland Council Long-term Plan

Environment and Community Committee

13 November 2018

Reapplication for C40 Cities membership

File No.: CP2018/20945

Te take mō te pūrongo / Purpose of the report

1. To endorse Auckland Council’s membership reapplication to the C40 Cities Climate Leadership Group.

Whakarāpopototanga matua / Executive summary

2. Auckland was admitted into the C40 Cities Climate Leadership Group (C40) in December 2015, joining cities like Los Angeles, Melbourne, Guangzhou, New York and Seoul.

3. Auckland has derived positive value from its C40 membership. The benefits and opportunities that Auckland has secured includes tailored research and technical assistance in core issues for Auckland (like transport and waste), training and assistance to subject experts across council and CCOs, resourcing for a member of the Mayor/Committee Chair-appointed Climate Independent Advisory Group, significant assistance in identification of actions for Auckland’s Climate Action Plan (under development), a platform for Mayoral declarations and visibility of Auckland’s work and leadership on a national and global stage.

4. C40 membership requires commitments, including emissions reporting, participation in regional networks, attendance at biennial meetings and completion of case studies. Council’s C40 work already programmed and budgeted for the next 12-18 months and this will help ensure Auckland can continue to meet its membership requirements. There is no membership fee to join or rejoin C40.

5. Auckland is one of 96 global cities that are members of the city-led network. As a C40 ‘Innovator City’, Auckland is required to reapply every three years; that application is due 12 November 2018. Auckland’s application requires commitment to the aims of Deadline 2020, a C40 report which suggests that cities and nations must commit to bold and coordinated climate action in the next few years to limit temperature rise to 1.5 degrees Celsius (°C) of warming, as well as avert catastrophic climate change. This is a central component of Auckland’s C40 application, as all the other commitments will flow from this. All other C40 cities in the Asia-Pacific region have already signed up to Deadline 2020 commitment.

6. Under the Paris Agreement, New Zealand has committed to take actions to keep the global temperature rise this century well below 2°C above pre-industrial levels, and to pursue efforts to limit the temperature increase even further to 1.5°C. Since signing the agreement central government has committed to the Zero Carbon Bill and stated that the target options being considered for this proposed legislation are consistent with the 1.5°C target. Council has signed a partnership agreement with central government in the development of Auckland’s Climate Action Plan. This is important given the need to ensure the pathway recognises roles and responsibilities at all levels of government in the delivery of the target. This is critical because Auckland Council, by itself, does not have all the levers to achieve the target.

7. Staff recommend that the Committee endorses Auckland’s reapplication for C40 membership.

8. Auckland’s relationship with C40 would continue to be led by the Chief Sustainability Office, with input from relevant teams across council and CCOs.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) endorse Auckland Council’s reapplication for membership to the C40 Cities Climate Leadership Group, including the requirement to develop a climate plan consistent with the Paris Agreement aspiration of 1.5°C maximum temperature rise.

Horopaki / Context

Original Membership

9. Auckland was admitted into the C40 Cities Climate Leadership Group (C40) in December 2015, joining cities like Los Angeles, Melbourne, Guangzhou, New York and Seoul. Auckland’s application was endorsed by the Auckland Development Committee in October 2015 (AUC/2015/197).

10. C40 is a group of over 90 megacities as well as a smaller selection of “Innovator Cities” like Auckland. C40 supports effective collaboration, knowledge sharing and meaningful action on climate change between its member cities.

Scientific Evidence

11. Current scientific evidence – including a recent report from the Intergovernmental Panel on Climate Change (IPCC) this month – suggests early and decisive action on climate change is necessary to avert severe environmental, social and economic consequences. While the Paris Agreement sets the ambition for a maximum temperature increase of 2°C and an aspiration for 1.5°C, the global conversation has shifted toward 1.5°C being a necessary target.

12. Such was the upshot of the recent IPCC report and the position of C40 through the expectation all cities sign a commitment to their Deadline 2020 report. The, commitments required for C40 reapplication are scientifically sound and there will be increased pressure and expectation that Auckland deliver on them, regardless of C40 membership. It is worth noting that all other C40 cities in the Asia-Pacific region have already signed up to Deadline 2020 commitment.

NZ Government’s Zero Carbon Bill

13. The New Zealand Government is progressing the Zero Carbon Bill to deliver on its Paris commitments and ensure a stable, efficient and just transition to our economy and society. Climate Change Minister James Shaw has stated that the target options being considered for the Zero Carbon Bill are consistent with the 1.5-degree target.

14. Auckland Council has endorsed the approach of the Bill and it is anticipated that Auckland will be expected to deliver its fair share to NZ’s overall commitment.

15. Over 2800 submissions (23% of the responses received by central government) on the bill were from Aucklanders. Approximately 93% of these responses (2604 submissions) supported a target in line with achieving 1.5°C.

Auckland’s Climate Action Plan

16. Auckland’s Climate Action Plan is under development through cross-sector collaboration involving Government, Mana Whenua, Local Boards, business and organisation leaders and a range of experts from all sectors. Work and modelling done for this plan will flesh out specific sector pathways toward a net zero, climate resilient Auckland. Action development has been significantly aided by C40 engagement. This plan will be reviewed periodically to monitor the progress against the target and consider the surrounding circumstances impacting the pathways.

17. The plan is the vehicle to deliver on the C40 membership requirement to a Deadline 2020 compliant plan by 2020 – (likely by mid-2019). Auckland Council, Auckland Transport, Panuku and Watercare’s recent membership to the NZ Climate Leaders Coalition is added impetus, as this group (representing more than half of NZ’s emissions) has committed to action in line with the Paris Agreement. Council is drawing on this collective work to underpin development and delivery of Auckland’s Climate Action Plan.

18. This action plan will be compliant with the 1.5°C target under C40 requirements. It is worth noting, whether looking at 2 degrees or 1.5°C commitment, fundamental changes to the structure of the regional and wider New Zealand economy will be required. This includes transitioning how we move around the city to more public and active transport, increasing electrification of vehicles, retrofitting buildings and homes to be warmer and healthier, supporting innovation in new technologies and a shift to greater energy security through local and regional generation. In addition, Auckland will need to consider the carbon sequestration potential of the region. As stated in the IPCC report, 1.5°C will require action over a shorter timeline, but the transition required is substantial on either pathway.

Value from C40 Membership

19. The value Auckland has derived from its C40 membership has been significant. Among many other things, C40 has resourced tailored research and technical assistance specific to Auckland and our core issues (like transport, waste and emissions modelling). C40 has provided hours of training and assistance to subject experts across council and several CCOs. C40 has also resourced a member of the Mayor-appointed climate Independent Advisory Group, as well as connected and profiled Auckland’s work and elected/executive leadership on the global stage.

20. Engagement with C40 and C40 members has enable council to progress quickly in identifying actions in our emerging climate action plan with significant time and resource savings. Such value has flowed into work with Government and other NZ cities (as Auckland is the only NZ city that has is a C40 member).

Tātaritanga me ngā tohutohu / Analysis and advice

21. Given the scientific evidence, central government direction and intention, our current plan development and the value derived from our last three years of C40 membership, staff recommend reapplication. A brief options analysis is below:

Option

Benefits

Risks

Do not submit reapplication for C40 membership

· No further action required

· Reputational risk of not continuing as a member, as a network leader and award winner, with signed Mayoral declarations and broad government/leader support

· Risk in destabilising current alignment and collaboration with central government on climate change

· Resourcing risks as direct benefits from data, ideas and staff resources will cease

· Risk to momentum on climate action plan development and implementation of actions to reduce emissions and prepare for climate change, thereby potentially increasing

· Risk to public and private infrastructure and assets due to lack of preparedness to climate change impacts

Do not submit reapplication for C40 membership now; reconsider after Auckland’s climate action plan complete and NZ Government’s Zero Carbon Bill in force

· Allows for more detailed consideration and approval of pathways to achieve emissions reductions

· Allows for a clearer understanding of how the central government approach will function and interface with Auckland

· Many of the risks above still apply

· Reapplication at a later date will almost assuredly be more competitive, as C40 has signalled a reduction in the number of “Innovator Cities”

Submit reapplication for C40 membership

Recommended

· Helps underpin the global call for local and national action on climate change as per the recent IPCC report

· Draws together local and central government commitments and reflects majority sentiments in Auckland-based Zero Carbon Bill submissions

· Resources the development and delivery of Auckland’s climate action plan

· Helps Auckland Council achieve our own stated commitments as a member of the NZ Climate Leaders Coalition

· Likely adds value to council and ratepayers from tailored research, technical assistance, training and communications

· Avoids cross-sector reputational and relationship risks

· Requires commitment to Deadline 2020 and a 1.5-degree compliant plan – currently under development (however, all other Asia-Pacific C40 Cities except Auckland have done so)

· Requires steady progress, new action and accelerated leadership on climate change

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

22. Local Boards have not been specifically consulted on the potential reapplication for C40 membership. However, the Chief Sustainability Office has held individual and cluster workshops with all local boards on the development of Auckland’s Climate Action Plan. Given active local board engagement on plan development, it is likely that continued C40 membership would provide local opportunities and benefits.

Tauākī whakaaweawe Māori / Māori impact statement

23. Climate change will affect areas over which Māori have kaitiakitanga; impacting ecosystems, shaping community vulnerability and resilience, and linking to economic outcomes. C40 membership will continue to provide resourcing and expertise to address climate impacts, some of which are specific to Māori. C40 has specifically noted the unique opportunity for other cities with indigenous peoples to learn from the role of Māori in Aotearoa.

Ngā ritenga ā-pūtea / Financial implications

24. There is no membership fee to join or rejoin C40. Limited expenditure from existing budgets will cover participation and meeting our obligations no additional funding is required.

25. C40 membership requirements include emissions reporting, participation in regional networks, attendance at biennial meetings and completion of case studies. Work is already programmed, budgeted and will meet membership requirements. Resourcing and management of the relationship with C40 would continue to be led by the Chief Sustainability Office, with input from relevant teams across council and CCOs.

Ngā raru tūpono / Risks

26. Risks are identified in the options analysis above.

Ngā koringa ā-muri / Next steps

27. With endorsement of reapplication to C40, the Chief Sustainability Office will work with the Mayor’s Office to finalise and transmit application materials, including a draft letter of intent from the Mayor to the C40 Chair (Paris Mayor), a commitment letter to Deadline 2020, and a C40 activity assessment report highlighting Auckland’s contributions to C40.

28. C40 Cities will review materials and make a recommendation to the C40 Steering Committee. Their decision will be informed by 1) Auckland’s compliance and scoring in C40 Participation Standards, 2) previous and planned contributions to C40, 3) commitment to leadership through declarations and meetings, and 4) a regional balance of Innovator cities.

29. The C40 Steering Committee will make a decision at their meeting on 30 November and Auckland will be informed in December. Unsuccessful cities will cease being C40 members by 1 April 2019. In discussions with C40 there are no anticipated concerns/issues with Auckland not meeting C40’s membership expectations.

30. Concurrently, the Chief Sustainability Office will continue to develop Auckland’s Climate Action Plan, including cross-sector engagement, technical modeling and refinement of actions and targets.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Authors

Parin Thompson - Principal Specialist Sustainability & Climate Mitigation

John Mauro - Chief Sustainability Officer

Authorisers

Jacques Victor – General Manager Auckland Plan Strategy and Research

Jim Quinn - Chief of Strategy

Dean Kimpton - Chief Operating Officer

Environment and Community Committee

13 November 2018

Evaluation of Community Occupancy Guidelines 2012: Findings and recommendations

File No.: CP2018/21265

Te take mō te pūrongo / Purpose of the report

1. To present key findings from an evaluation of the Community Occupancy Guidelines 2012 and to seek agreement to proposed improvements.

Whakarāpopototanga matua / Executive summary

2. To enable decision-making on the council’s sport investment and leasing policy, staff have undertaken an evaluation of sport and recreation leases developed under the Community Occupancy Guidelines 2012, based on agreed terms of reference [CP2017/08531 refers].

3. The evaluation found that the guidelines are being applied as intended, but that it is difficult to show improved community outcomes from existing leases. A range of equity, consistency, transparency and financial sustainability issues were also identified.

4. Staff recommend:

· strengthening decision-making and monitoring of community leases outcomes

· reviewing the content of the guidelines

· undertaking further policy work on rental charges and commercial activities

· refining processes and practices, including introducing new tools to assist local boards.

5. These changes will enable the council to better respond to growth and changing community needs. They also reflect the underlying value of council assets that are leased to community organisations and the impact leases can have on minimum service levels.

6. There are high legal and regulatory compliance risks with the status quo.

7. There are low operational risks, including capacity issues arising from the proposed changes. These can be mitigated through phased implementation. There are low reputation risks from undertaking a review of rents, but this will be mitigated through public engagement.

8. Implementation will be staged and will take up to 18 months to complete. Staff will engage with local boards and the community on changes to the guidelines and other policy improvements.

Ngā tūtohunga / Recommendation/s

That the Environment and Community Committee:

a) approve the following improvements:

i) introduce an outcome evaluation framework to support decision-making and monitoring of community leases

ii) increasing transparency, consistency, financial sustainability and equity in the leasing process (including a refresh of the guidelines in consultation with the local boards).

b) request staff to report back on implementation within 18 months.

Horopaki / ContextThe Community Occupancy Guidelines support a consistent approach to leases

9. The council has over 1400 community leases. The purpose of these leases is to enable use of council assets by community organisations to deliver benefits directly to Aucklanders.

10. The underlying value of these assets makes it one of the most significant forms of investment that council makes in local communities. It is, therefore, important to ensure that the desired outcomes are delivered and that minimum service levels are not compromised by leases.

11. The governing body has the responsibility to set regional policy and to ensure the delivery of community outcomes that align with the Auckland Plan and other strategic priorities.

12. The governing body also sets minimum service levels through the Open Space Provision Policy and Community Facilities Network Plan.

13. It approved the Community Occupancy Guidelines 2012 to inform decision-making and to provide a consistent approach.

14. Local boards have delegated authority to enter into individual community leases in response to community needs. Their decision-making needs to consider regional objectives, ensure the delivery of community benefits, as well as comply with relevant legislative requirements.

15. Local boards should also consider growing competition for open spaces and community facilities due to growth and density. The activities Aucklanders undertake are also changing and reflect the diversity of the population, therefore, lease terms should be carefully considered.

Figure 1: Various functions of governing body and local boards

• sets a regional approach to community leases through the Community Occupancy Guidelines
• ensures Aucklanders have access to a variety of opportunities at open spaces and community facilities
• delivers the council’s strategic outcomes
• strategically invests and manages the council’s open space and community facilities regional network • make final decisions on community leases within the local context
• have delegated responsibilities for the use and management of local parks
• deliver outcomes in the local plan through community leases

An evaluation was undertaken to assess the impact of the guidelines

16. The Environment and Community Committee commissioned an evaluation of the Community Occupancy Guidelines [CP2017/08531 refers]. They agreed terms of reference, which included the following evaluation criteria: (1) relevance; (2) impact; (3) effectiveness; (4) efficiency; (5) equity; (6) financial sustainability; (7) consistency; and (8) transparency.

17. Attachment D provides a copy of the terms of reference.

18. The evaluation methodology entailed:

· a desktop assessment of the processes and decisions for leases developed under the Community Occupancy Guidelines 2012. A sample of 70 sport and recreation leases was selected to assist decision-making on sport investment. The analysis was supplemented with feedback from stakeholders, elected members, council staff and leaseholders

· a literature review that compares Auckland Council’s guidelines with community lease policies and guidelines of two New Zealand, three Australian and three Canadian local authorities, with a particular focus on policies for indigenous peoples.

Tātaritanga me ngā tohutohu / Analysis and advice

19. The following section provides an overview of results of the evaluation. Summary reports of the desktop assessment and the literature review are provided in Attachments A and B.

20. Many of the evaluation findings can be generalised, but there could be issues that are specific to sport and recreation. This is a limitation of taking a sample of 1400 leases.

The evaluation found that the guidelines were being actively implemented

21. The evaluation found that the guidelines inform staff advice and local board decisions:

· staff follow the processes set out in the guidelines and used them as a basis for their advice to local boards

· local boards consider staff advice and, generally, make decisions that are consistent with the guidelines

· the guidelines are similar to those of other local authorities.

The impact of community leases is unclear

22. The evaluation found a lack of assessments or information regarding:

· the change to service levels and public access to open space and community facilities before and after leases were granted

· the benefits delivered to local communities compared to the private benefits accrued by segments of the community arising from leases providing exclusive use of council assets

· the strategic alignment of leases to Auckland Plan outcomes

· the implications of leasing on the regional network of parks and open space and community facilities.

23. The evaluation also found equity, consistency, transparency and financial sustainability issues. These are outlined in Table 1 below.

Table 1: Assessment against the evaluation criteria

Criterion	Issue	Description
Equity	Variance in access	· Stakeholder feedback suggests some communities (for example, Māori and new immigrants) do not have enough information about community leases. Consequently, they have missed opportunities to apply and access open spaces and community facilities.
Consistency and transparency	Variance in staff advice and local board decisions	· There are no standard processes or decision-making frameworks across local boards. · Local boards often do not have enough information, for example the costs and benefits of a community lease, to support the decision-making process.
	Variance in reporting and documentation of key local board decisions	· There is no standard process to record key local board decisions such as: - whether to conduct an Expression of Interest (EOI) process to generate a pool of applicants for a new or vacant site - why the final applicant was selected and what community outcomes are expected.
	Variance in the approach to commercial activities	· There is variance around: - how commercial activities are definedacross the council - how the different types of commercial activities by community organisations should be treated - how to conduct assessments under the Reserves Act 1977 and/or Local Government Act 2002.
Financial sustainability	Difficulty in meeting the administration costs	· Rents do not cover the administration costs of community leases (approximately $3710 each per annum). This cost is currently funded by rates. · Auckland Council charges a low level of rent compared to other councils. For example, for a 200m² building on 500m² of land Auckland Council charges $1 compared to $575-$22,600 by Hamilton City Council $156-$1173 by Wellington City Council.

Staff are seeking approval of two key improvement areas to enhance community leasing

24. Staff recommend improvements in two areas.

25. Improvement 1 will enable the council to better respond to growth and changing community needs. The changes will help the council make decisions that reflect the underlying value of council assets that are leased to community organisations and the impact leases can have on minimum service levels.

Improvement 1: Introduce an outcome evaluation framework to assist decision-making and monitoring

If we:

Introduce an outcome evaluation framework throughout the leasing cycle

Then by:

Seek information from applicants on:
• site utilisation
• community outcomes
• benefits for Māori
• financial data
• asset management Annual monitoring and evaluation of:
• site utilisation
• financial data particularly revenue generated from the site
• community outcomes and Māori benefits delivered
• asset status Local boards make decisions based on staff analysis and assessment

Renewal decisions will be based on previous monitoring results Staff assess information in the application form

Further analysis of:
• costs and benefits (CBAx)
• changes in service level
• public/private benefits
• strategic alignment
• asset network provision Decision-making Strengthening decision-making and monitoring of community leases

Application

Assessment

We will achieve:

· improved outcomes for Māori communities and those most in need

· greater impact in areas of highest need

· better understanding of the outcomes delivered through community leases

· applied learning from our current successes

· strategic management of the council’s open spaces and community facilities network.

26. Improvement 2 will ensure application of good practice in the leasing process, drawing on examples identified in the literature review. These changes will ensure that quality standards are met at each stage of the process.

Improvement 2: Increase equity, consistency and transparency and financial sustainability

If we:

Ensure the leasing process demonstrates good practice

Then by:

· refreshing the guidelines in consultation with local boards

· standardising internal forms and processes for community leases

· standardising the reporting templates and documentation of key local board decisions

· reviewing the council’s approach to commercial activities, particularly regarding compliance with the council’s internal strategies and policies for alcohol sales and gambling^{^[1]}

· reviewing the mechanism for rental charge

We will achieve:

· practice: consistency, transparency, equity and financial sustainability

· increased public confidence in the council’s leasing process.

27. Attachment C provides a detailed outline of the current practice and the changes proposed.

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

Feedback from local board members was generally supportive, but there were a couple of key concerns

28. Staff have discussed the key findings and recommendations with local board chairs and the Environment and Community Committee in a workshop on 20 June 2018.

29. Staff also presented the findings to local boards between February and April as part of the engagement for developing the Sports Facilities Investment Plan.

30. Feedback from local board members was generally supportive of the main findings.

31. A number of local board members raised concerns about the impacts of a potential rental increase on sport organisations and whether the costs will be passed on to players.

32. Some local board members supported a subsidy scheme (as used by Hamilton and Wellington City Councils), but they suggested that it be funded regionally.

33. Most local board members believe commercial activities are a good way for community groups to raise additional revenue. They stressed the need for further consideration on:

· the type of commercial activities allowed on council properties, particularly regarding the approach to smoking, alcohol use and gambling that are harmful to the local communities

· the type of community organisations, with a particular view on not penalising fundraising activities run by small local clubs to pay for operational costs.

34. The issues relating to rental charges and commercial activities will be investigated further in the proposed policy work.

Tauākī whakaaweawe Māori / Māori impact statement

35. The literature review looked at the approach of three Canadian local authorities to indigenous people (First Nations, Métis and Inuit). It found many similarities with council’s approach in terms of recognising the importance of indigenous people’s treaty rights and the requirement to consult on land use planning and development processes.

Feedback from the Mana Whenua Forum

36. Staff engaged with the Mana Whenua Forum twice during the evaluation. The first time was in December 2017 to introduce the objectives and scope of the evaluation. The second time was in April 2018 to share the key findings.

37. The forum raised three main issues relating to community leases:

· inconsistency and lack of culture awareness when engaging with the Mana Whenua Forum, iwi and Māori organisations, particularly for community lease decisions that involve use or development of land

· lack of exposure for mana whenua and Māori organisations to information about the application process and prospective leases

· lack of consideration about how Māori outcomes could be achieved and measured.

38. The proposed outcomes evaluation framework will have a particular focus on benefits for Māori. It will assist consideration of Māori outcomes in the Community Outcomes Plans and monitoring of outcomes over time.

39. Improvements can be made through staff cultural awareness training and better processes to engage with iwi and Māori organisations.

Ngā ritenga ā-pūtea / Financial implications

40. The proposed changes will lead to different ways of working and additional demands on existing staff. All costs can be met in the short-term within the current departmental budgets.

41. Over the medium-term council could expect efficiency gains.

Ngā raru tūpono / Risks

42. There are high legal and regulatory compliance risks with the status quo. The lack of evidence on public consultation and expressions of interest, as required under section 119 of the Reserves Act 1977 and/or section 138 of Local Government Act 2002 placed council at risk of judicial review. Other aspects of the lease process could also be open to challenge.

43. There are low operational risks, including capacity issues arising from the proposed changes. These can be mitigated through phased implementation. There are low reputation risks from undertaking a review of rents, and this will be mitigated through public engagement.

Table 4: Initial risk assessment and mitigation

Risk

Mitigation

Reputational risk:

Community organisations’ concerns about the proposed rent review

· explain the rationale behind changing the way rent is currently determined and include an analysis of possible incentives or reduced rent for the delivery of community outcomes

· any proposed changes on how rents are calculated will be subject to public engagement

· ensure the processes are transparent and consistent

Operational risk:

Concerns that changes to improve efficiency and outcomes monitoring will lead to extra processes and reporting requirements

Community organizations might not have the capacity to meet the requirements

· simplify processes and ensure expectations are managed at the lease application stage

· explain the reasons for having effective processes and reporting requirements

· any significant changes will be tested with key stakeholders before finalising the changes

44. A full risk assessment will be undertaken during policy development for proposed changes and will be discussed with local boards, stakeholders and relevant staff.

Ngā koringa ā-muri / Next steps

45. Auckland Council has over 1400 community leases. Each year on average, the council responds to over 200 new leases and 100 renewal requests. In recognition of the current heavy workload of operations staff, the proposed changes will be phased in over the next 18 months. The first few changes will focus on improving efficiency and transparency of the current processes.

46. Staff will engage with local boards and the community on changes to the Community Occupancy Guidelines and other policy improvements.

Adopting the following changes in Improvement 2 to increase process efficiency and transparency:
• standardising internal forms and processes for community leases
• standardising the reporting templates and documentation of key local board decisions.
• Figure 2: Timeline

Dec 2018 – May 2019

Adopting the following change in Improvement 1 to assist decision-making and monitoring:
• introducing an outcome evaluation framework throughout the leasing cycle.

Dec 2018 – Oct 2019

Adopting the following changes in Improvement 2 to improve consistency, equity and financial sustainability:
• reviewing the council’s approach to commercial activities, particularly regarding compliance with the council’s internal strategies and policies for alcohol sales and gambling
• reviewing the mechanism for rental charge.

June 2019 – March 2020

Jan – June 2020

Review impacts of Improvements.

47. Staff will report back to the Committee on implementation, including the revised Community Occupancy Guidelines.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Part One: Evaluation of leases developed under the guidelines	79
b ⇩	Part Two: Review of New Zealand and international local authorities leasing practices	105
c ⇩	Detailed proposed changes	127
d ⇩	Terms of reference	131

Ngā kaihaina / Signatories

Author

Nancy Chu - Principal Policy Analyst

Authorisers

Kataraina Maki – General Manager - Community & Social Policy

Dean Kimpton - Chief Operating Officer

[1] Auckland Council Whānau Internal Strategy to Minimise Alcohol-Related Harm 2016, Class 4 Gambling (Pokie) Venue Policy 2013 and New Zealand Racing Board (TAB) Venue Policy 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 Cr 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 Paul Young
	Cr Hon Christine Fletcher, QSO
	Mayor Hon Phil Goff, CNZM, JP
	Cr Richard Hills

No.	Title	Page
a ⇩	Glenfern Sanctuary – 2017/18 Annual Report and Research and Environmental Centre Update	137
b	20181012_Memo re: Central government led at-risk catchment project (Under Separate Cover)
c	20181018_Update on the NZ Defence Force Whenuapai PFAS investigation (Under Separate Cover)
d	20181019_Memo re: update on improvements to the Safeswim programme for the 2018/19 summer swimming season (Under Separate Cover)
e	20181029_Update on Central government led Essential Freshwater work programme (Under Separate Cover)
f	20181101_Global Activity Memo - Nov 2018_GPS (Under Separate Cover)

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