I hereby give notice that an ordinary meeting of the Environment and Community Committee will be held on:

 

Date: Time: Meeting Room: Venue:	Tuesday, 9 April 2019 9.30am Reception Lounge Auckland Town Hall 301-305 Queen Street Auckland
Komiti Taiao ā-Hapori Hoki / Environment and Community Committee   OPEN AGENDA

 

 

MEMBERSHIP

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

 

(Quorum 11 members)

 

Maea Petherick Senior Governance Advisor 4 April 2019 Contact Telephone: (09) 890 8136 Email: maea.petherick@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz

 

Terms of Reference

 

Responsibilities

This committee deals with all strategy and policy decision-making that is not the responsibility of another committee or the Governing Body.  Key responsibilities include:

·         Development and monitoring of strategy, policy and action plans associated with environmental, social, economic and cultural activities

·         Natural heritage

·         Parks and reserves

·         Economic development

·         Protection and restoration of Auckland’s ecological health

·         Climate change

·         The Southern Initiative

·         Waste minimisation

·         Libraries

·         Acquisition of property relating to the committee’s responsibilities and within approved annual budgets

·         Performing the delegations made by the Governing Body to the former Parks, Recreation and Heritage Forum and Regional Development and Operations Committee, under resolution GB/2012/157 in relation to dogs

·         Activities of the following CCOs:

o    ATEED

o    RFA

Powers

(i)         All powers necessary to perform the committee’s responsibilities, including:

(a)        approval of a submission to an external body

(b)        establishment of working parties or steering groups.

(ii)         The committee has the powers to perform the responsibilities of another committee,    where it is necessary to make a decision prior to the next meeting of that other committee.

(iii)        The committee does not have:

(a)        the power to establish subcommittees

(b)        powers that the Governing Body cannot delegate or has retained to itself (section 2)

Exclusion of the public – who needs to leave the meeting

Members of the public

All members of the public must leave the meeting when the public are excluded unless a resolution is passed permitting a person to remain because their knowledge will assist the meeting.

Those who are not members of the public

General principles

·         Access to confidential information is managed on a “need to know” basis where access to the information is required in order for a person to perform their role.

·         Those who are not members of the meeting (see list below) must leave unless it is necessary for them to remain and hear the debate in order to perform their role.

·         Those who need to be present for one confidential item can remain only for that item and must leave the room for any other confidential items.

·         In any case of doubt, the ruling of the chairperson is final.

 

Members of the meeting

·         The members of the meeting remain (all Governing Body members if the meeting is a Governing Body meeting; all members of the committee if the meeting is a committee meeting).

·         However, standing orders require that a councillor who has a pecuniary conflict of interest leave the room.

·         All councillors have the right to attend any meeting of a committee and councillors who are not members of a committee may remain, subject to any limitations in standing orders.

 

Independent Māori Statutory Board

·         Members of the Independent Māori Statutory Board who are appointed members of the committee remain.

·         Independent Māori Statutory Board members and staff remain if this is necessary in order for them to perform their role.

 

Staff

·         All staff supporting the meeting (administrative, senior management) remain.

·         Other staff who need to because of their role may remain.

 

Local Board members

·         Local Board members who need to hear the matter being discussed in order to perform their role may remain.  This will usually be if the matter affects, or is relevant to, a particular Local Board area.

 

Council Controlled Organisations

·         Representatives of a Council Controlled Organisation can remain only if required to for discussion of a matter relevant to the Council Controlled Organisation

 

 

Environment and Community Committee 09 April 2019

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Apologies                                                                                                                        7

2          Declaration of Interest                                                                                                   7

3          Confirmation of Minutes                                                                                               7

4          Petitions                                                                                                                          7

5          Public Input                                                                                                                    7

5.1     World Animal Protection New Zealand - how the organisations work relates to Auckland Council.                                                                                                7

5.2     Boopise (Claudia) Maran - community events and working with communities  8

5.3     Cancer Society Auckland Division -  Action for Smokefree communities    8

5.4     Dr Stuart Jones - Action for Smokefree communities                                     8

5.5     Auckland Regional Public Health Service - Action for Smokefree communities                                                                                                                                9

6          Local Board Input                                                                                                          9

7          Extraordinary Business                                                                                                9

8          Auahi kore hapori whānui – action for smokefree communities                           11

9          Community Facilities Network Plan; revised Action Plan (2019)                           33

10        Summary of Environment and Community Committee Information - updates, memos and briefings - 9 April 2019                                                                           59

11        Consideration of Extraordinary Items 

 

 

 

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

 

 

2          Declaration of Interest

 

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

 

 

3          Confirmation of Minutes

 

That the Environment and Community Committee: a)         confirm the ordinary minutes of its meeting, held on Tuesday, 12 March 2019, as a true and correct record.

 

 

4          Petitions

 

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

 

 

5          Public Input

 

Standing Order 7.7 provides for Public Input.  Applications to speak must be made to the Governance Advisor, in writing, no later than one (1) clear working day prior to the meeting and must include the subject matter.  The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.  A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.

 

5.1       World Animal Protection New Zealand - how the organisations work relates to Auckland Council.

Te take mō te pūrongo Purpose of the report 1.       Christine Rose and Elaine McNee on behalf of World Animal Protection New Zealand will speak to the committee about the organisations work and how it relates to Auckland council. Whakarāpopototanga matua Executive summary 2.       World Animal Protection is a global organisation (previously WSPA); that works in over 50 countries worldwide and have been around for more than 50 years. 3.       The organisation has about 45,000 supporters in New Zealand focusing on animals in farming communities, the wild, in disasters, and in entertainment, as well as in our oceans.

Ngā tūtohunga Recommendation/s That the Environment and Community Committee: a)      receive the presentation from Christine Rose and Elaine McNee on behalf of the World Animal Protection New Zealand and thank them for their attendance.

 

 

5.2       Boopise (Claudia) Maran - community events and working with communities

Te take mō te pūrongo Purpose of the report 1.       Boopise (Claudia) Maran has recently worked with Auckland Council and Auckland Transport to create local community events and connecting with communities across the Auckland region.  2.       A short powerpoint will be provided on issues and road blocks faced.  Boopsie will provide some suggestions and solutions that she feels can be made to benefit every ward in the pursuit of connected and engaged citizens.

Ngā tūtohunga Recommendation/s That the Environment and Community Committee: a)      thank Boopsie (Claudia) Maran for her presentation on working with Auckland Council and Auckland Transport in relation to creating local community events and connecting with communities across the Auckland region and thank her for her attendance.

Attachments a          empowered-communites-approach- quick-guide......................................... 139

 

 

5.3       Cancer Society Auckland Division -  Action for Smokefree communities

Te take mō te pūrongo Purpose of the report 1.       Cancer Society Auckland Division would like to present in relation to Action for Smokefree communities, in particular Māori and Pacific Smokefree communities.

Ngā tūtohunga Recommendation/s That the Environment and Community Committee: a)      receive the presentation from the Cancer Society Auckland Division, in relation to Action for Smokefree communities, in particular Māori and Pacific Smokefree communities and thank them for their attendance.

 

 

 

 

5.4       Dr Stuart Jones - Action for Smokefree communities

Te take mō te pūrongo Purpose of the report 1.       On behalf of Respiratory Specialists in New Zealand, Dr Stuart Jones will present in relation to the Action for Smokefree communities, in particular Maori and Pacific smokefree communities. 2.       Dr Stuart Jones has also been part of a yearlong review of e-cigarette literature and would like to present current information in relation to e-cigarettes.

Ngā tūtohunga Recommendation/s That the Environment and Community Committee: a)      receive the presentation from Dr Stuart Jones, on behalf of the Respiratory Specialists New Zealand in relation to the Smokefree Action for Smokefree communities, in particular the Maori and Pacific Smokefree communities and thank him for his attendance.

 

 

5.5       Auckland Regional Public Health Service - Action for Smokefree communities

Te take mō te pūrongo Purpose of the report 1.       Sean Liggins on behalf of Auckland Regional Public Health Service will present in relation to Action for Smokefree communities.

Ngā tūtohunga Recommendation/s That the Environment and Community Committee: a)      Receive the presentation from Sean Liggins, on behalf of Auckland Regional Public Health Service in relation to Action for Smokefree communities and thank him for his attendance.

 

 

6          Local Board Input

 

Standing Order 6.2 provides for Local Board Input.  The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time.  The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give one (1) day’s notice of their wish to speak.  The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.

 

This right is in addition to the right under Standing Order 6.1 to speak to matters on the agenda.

 

At the close of the agenda no requests for local board input had been received.

 

 

 

 

7          Extraordinary Business

 

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

 

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

 

(a)        The local  authority by resolution so decides; and

 

(b)        The presiding member explains at the meeting, at a time when it is open to the public,-

 

(i)         The reason why the item is not on the agenda; and

 

(ii)        The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

 

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

 

“Where an item is not on the agenda for a meeting,-

 

(a)        That item may be discussed at that meeting if-

 

(i)         That item is a minor matter relating to the general business of the local authority; and

 

(ii)        the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

 

(b)        no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

Environment and Community Committee 09 April 2019

 

Auahi kore hapori whānui – action for smokefree communities

File No.: CP2019/04516

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval for the plan Auahi kore hapori whānui – action for smokefree communities.

Whakarāpopototanga matua

Executive summary

2.       The council is committed to a policy and implementation plan towards a smokefree region by 2025. This includes the development of a high smoking prevalence action plan. 

3.       The plan Auahi kore hapori whānui – action for smokefree communities implements this priority. Smoking-related health conditions (such as cancer, cardiovascular and respiratory diseases) are highest for Māori and Pacific peoples, who represent 40 per cent of those who smoke in Auckland. The action plan is:

·     evidence-based to target smoking among wāhine Māori, Pacific males (aged 22 – 45), and young people/rangatahi/talavou

·     based on an engaging, innovative approach to increase our impact on smoking prevalence

·     focused on smokefree public places, de-normalisation and community empowerment.

4.       Three activity streams are proposed:

·     by the people, for the people: community-led projects to build smokefree communities

·     activate smokefree public places: activation will involve fun, high profile activities in places that are popular with priority audiences

·     switch to quit: create supportive environments for smokers who want to quit by switching to vaping. Vaping is emerging as an innovative stop smoking tool.

5.       There is a reputational risk that the proposed harm reduction approach to support people to stop smoking through vaping may not be supported by some smokefree stakeholders. This risk can be mitigated by communicating key messages focused on the evidence and the benefits of a harm reduction for the highest smoking prevalence groups.

6.       A smokefree activator will lead implementation of the action plan in the 2019-2021 period. 

7.       Actions for 2019-2020 are identified in the next steps section of this report. They will be supported by the activities of other smokefree services and the council’s regional activities contributing to the broader smoke free implementation plan.

 

Ngā tūtohunga Recommendation/s That the Environment and Community Committee: a)      approve the action plan Auahi kore hapori whānui – action for smokefree communities b)      delegate to staff through the chief executive, the ability to make minor amendments and complete the action plan design.

 

Horopaki

Context

The action plan is informed by research and feedback from smokers

8.       Smoking kills more people in Aotearoa each year than road crashes, alcohol, other drugs, suicide, murder, drowning and earthquakes combined.

9.       The council is committed to creating a smokefree region by 2025. The Smokefree Policy 2017-2025 and Implementation Plan were approved in 2017 (ENV/2017/142). This included development of a high smoking prevalence action plan as a priority. 

10.     Research commissioned from the University of Auckland and Hāpai Te Hauora in 2018 informed development of the action plan. The research provided a demographic profile of high smoking populations and activities most likely to reduce smoking rates for these groups. 

11.     The action plan was presented to smokefree sector stakeholders. There is strong support for the approach. There is also some concern about supporting harm reduction for smokers who want to quit by switching to vaping.

Tātaritanga me ngā tohutohu

Analysis and advice

Strengthening council levers and complementing the smokefree sector’s work to stop smoking

12.     The Auahi kore hapori whānui – action for smokefree communities (refer Attachment A) targets high smoking prevalence communities in Tāmaki Makaurau to reach the Smokefree 2025 goal.  

13.     The action plan will complement the smokefree sector’s work, particularly efforts to support and motivate high prevalence smokers to begin or continue their stop smoking journey.

14.     The action plan initiatives have the potential to deliver long-term health and wellbeing benefits to communities in Tāmaki Makaurau.

Evidence-based to target smoking among wāhine Māori, Pacific males and young people/rangatahi/talavou

15.     The action plan focuses on those communities with the greatest need. Smoking-related health conditions (such as cancer, cardiovascular and respiratory diseases) are highest among Māori and Pacific peoples.

16.     Smokefree initiatives have not been as effective for Māori and Pacific peoples, who represent 40 per cent of those who smoke in Auckland.  

17.     The priority audiences within these communities are wāhine Māori, Pacific males (aged 22 – 45), rangatahi/talavou and their families. These groups are critical to reducing uptake and increasing the number of successful stop smoking attempts.  

18.     Talavou (youth) are critical. Prevention will lower smoking prevalence in future generations. Māori and Pacific who smoke commonly cite setting an example for tamariki and mokopuna as their main motivation to stop smoking. 

Creating smokefree communities is not just about what we do, it is also about how we do it.

19.     Evidence indicates that the reach and impact of activities with the high priority communities can be improved by customising our approach, so it is community-led, culturally appropriate and whānau/group based. 

20.     Kōrero with Māori and Pacific smokers, ex-smokers, vapers, and stop smoking providers has informed our understanding of why people start smoking, and what would motivate and enable them to stop. This provided direction development of the action plan.  

 

 

 

 

 

 

 

 

Smokefree tuku ifi leva^[1], engaging and innovative approach to increase our impact

21.     Those who smoke have told us that we can improve the reach and impact of our smokefree activities if we customise our approach so it:

·     empowers the community to design and deliver their own solutions

·     is whānau based and enables smokers to draw strength from the people around them

·     is fun, innovative, without judgment, grounded in Te Ao Māori and Pacific cultures

·     acknowledges life circumstances can make it difficult to become or remain smokefree.

Smokefree tu’u le ulaula tapa’a^[2], activity streams focus on de-normalisation and empowerment

22.     In keeping with our role within the smokefree sector, the action plan has activities that promote smokefree public places, de-normalise smoking and motivate people to begin or continue their stop smoking journey. The action plan includes three activity streams.

 

 

 

23.     This will enable community-led projects that help build smokefree movements in priority communities. Successful community empowerment requires funding flexibility and can take time. 

 

24.     Activation of smokefree public places will involve fun, high profile activities in places that are popular with priority audiences. For example:

·     celebration of local smokefree success stories

·     interactive events to share smokefree ideas (talent quests, kapa haka, flash mobs)

·     stop smoking competitions and celebrity promotions

·     instigation of smokefree conversations by local influencers

·     bespoke or interactive smokefree infrastructure in smoking hotspots.

 

 

 

25.     Creating supportive environments for smokers who want to quit by switching to vaping is a harm reduction approach. Experts estimate that vaping is 95 per cent less harmful to health than smoking. Vaping is emerging as an innovative and effective stop smoking tool.

26.     A 2017 Public Health England study concluded that vaping can be an effective stop smoking method if reinforced by expert support. The Vape2Save support programme has produced strong results among Māori women. Engagement with Māori and Pacific groups indicates that lack of access to advice is a barrier to trying vaping as a stop smoking method.

27.     Complaints about vaping in smokefree public places suggest a gap in public knowledge about vaping. There is currently no robust evidence that vaping presents second-hand health risks for bystanders or that it is a gateway to smoking.

We will measure progress towards intermediate and long-term outcomes by reporting on qualitative and quantitative measures.

 

28.     It will be challenging to attribute the impact and measure the effectiveness of some activities outlined in the action plan. This is due to the focus of council on place based and de-normalising activities. Staff are conscious that:

·     a range of external factors and programs will impact on smokefree attitudes and behaviours in target communities

·     there may be a lag between the delivery of some activities (such as community-led initiatives) and realisation of outcomes.

29.     Staff propose to use a combination of data-based analysis, surveys, rōpu/focus groups and observational activities to measure progress towards outcomes.  When practicable, the community will be involved in:

·     local goal setting

·     charting progress towards local goals

·     identifying unique ways to undertake measurement activities (such as recruiting ‘citizen scientists’ at local schools to support observational activities)

·     delivering measurement activities.

30.     Visible and motivating place-based reminders of progress towards local goals will also be used to support communication of community achievements.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

31.     The council group including Auckland Transport, ATEED and Regional Facilities Auckland continue to deliver activities in the Smokefree Policy and Implementation Plan 2017–2025. 

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

32.     Local board feedback was incorporated into the Smokefree Policy and Implementation Plan 2017–2025.  Most local boards supported the proactive promotion of smokefree public places and direct community engagement on local initiatives. 

33.     Interventions designed to de-normalise smoking will be delivered in Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe, Henderson-Massey, and parts of Maungakiekie-Tāmaki.  

34.     In areas where targeted smokefree activities are proposed, local boards will be offered an opportunity to contribute to designing local activity.

Tauākī whakaaweawe Māori

Māori impact statement

35.     Māori currently have the highest smoking rates of any group in Auckland.  The 2013       New Zealand census reported that the overall Māori smoking rate in Auckland was 30 per cent, compared to 13 per cent for the overall Auckland population. The smoking prevalence rate is 32 per cent amongst wāhine Māori, and 28 per cent amongst Māori men.  

36.     Smoking prevalence was highest in the 25-34 year age group. Māori women in this age group had the highest overall smoking rates of any group at 38 per cent.

37.     The research commissioned from Hāpai Te Hauora and the University of Auckland included in-depth engagement with Māori smokers, ex-smokers, cessation providers, vapers and vaping product vendors, as well as demographic research and a literature review.    

38.     The Auahi kore hapori whānui – action for smokefree communities responds to these findings, and prioritises reducing smoking among targeted Māori communities.

Ngā ritenga ā-pūtea

Financial implications

39.     The Long-term Plan allocated funding of $2 million over the next three years to progress ‘Smokefree Auckland by 2025’.

40.     Of the $2 million allocated, $1,100,000 is intended for delivery of Auahi kore hapori whānui –action for smokefree communities. The remaining $900,000 will action the Smokefree Policy Implementation Plan 2017.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41.       There is a reputational risk that the proposed harm reduction approach to reducing smoking prevalence through vaping may not be supported by some smokefree stakeholders. They may be concerned about the potential gateway to smoking for young people or other (as yet) unknown harms. This could be reinforced if the proposed amendments to the Smoke-free Environments Act (1990) incorporate vaping within the scope of the Act. Members of the public who perceive vaping as a nuisance may also not support the approach.

42.     This risk can be mitigated by communicating key messages focused on the evidence and the benefits of a harm reduction vaping offers to the highest smoking prevalence groups. Council staff will also engage with Ministry of Health officials through the amendment process. 

Ngā koringa ā-muri

Next steps

43.     The action plan will be implemented over three years. Actions are identified for the 2019-2021 period in the action plan section titled: ‘What will we do and when will we do it’.

44.     Delivery of the action plan will be led by a dedicated smokefree activator. Staff will work with internal departments, the smokefree sector and communities to maximise the reach and impact on smoking rates. The next steps for 2019-2020 are:

45.     The action plan will be supported by the regional activities being undertaking to establish smokefree public places as part of the council’s broader smoke free implementation plan. Some of the regional activities include continuing installation of smokefree signage, smoke free messages for walking trails, event guidelines and the Healthy Families, Loved Spaces’ initiative.

 

 

Ngā tāpirihanga

Attachments

No.	Title	Page
a⇩	Auahi kore hapori whānui – action plan	19

      

Ngā kaihaina

Signatories

Authors	Michael Sinclair - Manager Social Policy and Bylaws Deborah Edwards - Senior Policy Manager
Authorisers	Kataraina Maki - GM - Community & Social Policy Dean Kimpton - Chief Operating Officer

 

Environment and Community Committee 09 April 2019

 

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Environment and Community Committee 09 April 2019

 

Community Facilities Network Plan; revised Action Plan (2019)

File No.: CP2019/00395

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the revised Community Facilities Network Plan Action Plan (2019) including implementation progress and status of existing actions from 2015 to 2018, and to confirm actions for the period 2019 to 2021.

Whakarāpopototanga matua

Executive summary

2.       The Community Facilities Network Plan (CFNP) was approved by Regional Strategy and Policy Committee in August 2015. The CFNP is a strategic document for investment and prioritisation of community facility provision.

3.       The CFNP contains criteria for identifying actions and prioritising projects to be undertaken by departments. These actions are reflected in the companion Action Plan.

4.       Annual updates on delivery of the Action Plan are recommended to be provided to committee, with a review of the Action Plan completed every three years and a review of the CFNP every five years.

5.       The Action Plan identified 121 area based actions, with 50 as a priority for delivery. Since the adoption of the CFNP:

·    82% of the 50 priority area based actions are currently underway or have been completed

·    82% of the 11 strategic improvement actions are currently underway or have been completed

·    60% of business improvement actions are currently underway.

6.       To undertake the three-yearly review of the Action Plan the criteria outlined in the CFNP have been applied to develop the revised Action Plan (2019).

7.       The revised Action Plan contains 37 existing actions and 17 new actions identified as part of the Long-term Plan 2018-2028 (LTP) direction setting. These actions relate to the period 2019 to 2021. 

8.       The revised Action Plan includes a re-prioritisation of the action for the Tāmaki Pātaka Kōrero - Central Library. This results from an increased understanding of the limited effective life of components of the building structure, and the need for an investment strategy to ensure efficient and effective investment as library service needs change.

9.       The additional funding required to progress the priority action for the Tāmaki Pātaka Kōrero-Central Library is being requested through the Annual Plan 2019/2020 so the investigation can inform the LTP 2021-2031.

 

Ngā tūtohunga Recommendation/s That the Environment and Community Committee: a)      approve the revised Community Facilities Network Plan Action Plan (2019) including the prioritisation of actions for delivery during the period 2019 to 2021, as outlined in Attachment B to the agenda report).   b)      endorse the Central Library priority action, and note that the operational funding of $420,000 for the 2019/2020 financial year will be considered in the Annual Budget 2019/2020 process and that this funding is provided for the investigation and business case.

 

Horopaki

Context

A strategic approach to investment in community facilities

10.     The CFNP was approved by Regional Strategy & Policy committee in August 2015 and is scheduled to be reviewed in 2020. Local board feedback informed the development of the CFNP and the companion action plan.

11.     The purpose of the CFNP is to guide council’s investment in the provision of community facilities for the next 20 years to support service delivery. It provides direction on the development of new facilities, major upgrades of existing facilities, optimisation and potential divestment of facilities no longer meeting community needs.

12.     The existing and proposed action plans were developed by applying the criteria outlined in the CFNP for identification and prioritisation of actions.

13.     The scope of the CFNP include five types of community facilities:

·    arts and culture facilities

·    community centres

·    libraries

·    pools and leisure facilities

·    venues for hire (community or rural halls).

14.     The CFNP includes criteria for identifying actions; triggered by one or more of the following four drivers:

i.    Existing facility has significant fit for purpose or performance issues and/or evidence of demand for additional provision

ii.    An area with a gap or duplication of provision (as determined by the provision approach in the CFNP)

iii.   An area with anticipated need arising from population growth (as determined by the approach to identifying gaps in the CFNP)

iv.  An external catalyst or opportunity

15.     An external catalyst or opportunity The CFNP also includes criteria for prioritising actions:

Category	Sub-category	Weighting
Network 40%	Network contribution	10%
	Demand	10%
	Catchment size	10%
	Optimisation or divestment potential	10%
Community 40%	Local Board priority	15%
	Impact in the community	10%
	Alternative provision	5%
	Catalyst/opportunity	10%
Building 20%	Size and layout	10%
	Physical condition	10%

Review and update of the Action Plan

16.     The Action Plan groups actions into three themes: area based actions, strategic improvements and business improvements.

Annual updates on delivery of the Action Plan are recommended to be provided to committee, with a review of the Action Plan completed every three years and a review of the CFNP every five years.

Methodology for updating the Action Plan

17.     The methodology for updating the Action Plan is outlined in Attachment A.

18.     Direction setting from the LTP 2018-2028, local board plans and work programmes are incorporated into the methodology to identify potential actions and informs prioritisation.

19.     The revised Action Plan reflects input from across the organisation. Feedback was incorporated from relevant departments including representatives from across Community Services, Community Facilities, Commercial and Finance and Community and Social Policy.

20.     Feedback was also provided by Local Board Services reflecting direction setting provided by local boards during the LTP.

21.     The revised Action Plan will be used to guide work programmes across Community Services and Community and Social Policy and will be implemented from July 2019 according to staff resource capacity.

22.     The CFNP includes criteria for identifying actions. This table shows the varying impact of the drivers on the proposed Action Plan.

Driver	Impact on proposed Action Plan
Existing facility has significant fit for purpose or performance issues and/or evidence of demand for additional provision	This is the primary driver for the actions in the proposed plan based on our commitment to maintain our existing portfolio. Increasing requirements for compliance and remedial work relating to seismic and asbestos will continue to require assessment of investment priorities.
An area with a gap or duplication of provision (as determined by the provision approach in the CFNP)	This informed many of the actions in the existing plan that are in progress or complete.
An area with anticipated need arising from population growth (as determined by the approach to identifying gaps in the CFNP)	This informed many of the actions in the existing plan that are in progress or complete but may change when updated growth data is available for the CFNP review in 2020.
An external catalyst or opportunity	This is the secondary driver for the actions in the proposed plan based on alignment with area based activity that provide opportunities.

23.    The CFNP prioritisation criteria was applied to the identified actions to determine their relative priority.

Tātaritanga me ngā tohutohu

Analysis and advice

Progress of the current actions

24.     The current status of actions is reflected in the revised Action Plan, refer Attachment B.

25.     The table below identifies the distribution of those actions and progress since the CFNP was adopted in 2015. The 2019 update column identifies additional progress made since the last CFNP progress report in March 2017. The priority area based actions that have been completed or are underway will help inform the LTP 2021-2031.

Action type	Action Plan	2017 update	% progressed	2019 update	% progressed
Priority Area Based Actions	50 actions	13 completed 17 underway	60%	19 completed 22 underway	82%
Non-priority Area Based Actions	41 actions	4 completed 5 underway	22%	6 completed 7 underway	32%
Strategic improvements	11 actions	1 completed 6 underway	64%	5 completed 4 underway	82%
Business improvements	5 actions	0 completed 3 underway	60%	0 completed 3 underway	60%

Key projects completed since previous Action Plan update (March 2017)

26.     Some examples of a strategic improvement action and four area based actions completed since the last report to committee are outlined below.

Policy to improve facility partnerships and provision

27.     The Facility Partnerships Policy was adopted in December 2018 and is currently in implementation. The policy will guide the LTP 2018-2028 investment provided by the $120 million Sport and Recreation Facilities Investment Fund.

Integrated library and community hubs (Henderson-Massey and Whau)

28.     Te Manawa, the new multipurpose community centre and library in Westgate, Massey opened on 26 March 2019 (action #40). The service design for Te Manawa means a wider range of council and community services can be accessed from the site by customers.

29.     An indicative business case was prepared to secure funding through the LTP 2018-2028 for a multipurpose community centre and library in Avondale and a new aquatic facility (action #122). Planning is underway for the library and community centre (action #134).

Albany Stadium Pool (Upper Harbour Local Board area)

30.     A gap was identified in the pool network for the Albany area based on current population and future anticipated growth (action #98). The Albany Stadium Pool and leisure centre was opened in 2017 in response to this need.

31.     The services provided, level of utilisation and alignment to Auckland Plan outcomes are shown in the table below.

Services	Utilisation (June 2018)	Benefits	Auckland Plan Outcomes
Leisure/Play water	448,000 overall visits	Improved health, wellbeing and social connection Improved water safety, confidence and swim to survive skills	Belonging and Participation 32.     Homes and Places
Learn to Swim	995 learn to swim enrolments
Spa/Sauna	Part of overall visits
Fitness	2217 fitness members
Group Fitness

Ellen Melville Centre (Waitematā Local Board area)

33.     This building is the only community centre within the city centre. An upgrade was required for compliance and seismic remediation. The refurbished building opened to the public as a fully managed community centre on 13 September 2017 (action #105).

34.     Some examples of the services provided and delivered from this centre include:

1.       1.      

Services	Benefits from redevelopment	Auckland Plan Outcomes
Venue for hire	A place of social connection for inner city residents, workers and visitors that enhances a sense of belonging and inclusion. Better physical connection between the building and Freyberg Square enabling activation and a place to rest, connect and enjoy within the inner city Cultural and historical storytelling (e.g. the tukutuku panels gifted in 1962 by Eruera and Amiria Stirling and restored by Ngāti Whātua Ōrākei weavers and the Lisa Reihana commission – Justice)	Belonging and Participation Māori Identity and Wellbeing Homes and Places 35.     Opportunity and prosperity
Community-led and council supported programmes – (e.g. Pride Festival, Neighbours Week, literacy and language programmes, arts, culture and recreation programmes)

Revised Action Plan for delivery 2019 to 2021

36.     The revised Action Plan includes both existing and new unprogrammed actions for delivery during 2019 to 2021:

Action type	2015	2019 additions	Total
Strategic improvement	3	3	6
Area based: -     Priority -     Non-priority	16 16	11 1	27 17
Business improvement	2	2	4
Total	37	17	53

37.    The distribution of drivers associated with the area based actions are summarised in the graph below. The most significant drivers are fit for purpose (30%) and potential gaps in the network (23%).

Reprioritised regional priority, Tāmaki Pātaka Kōrero-Central City Library investigation

38.     The regional priority action for Tāmaki Pātaka Kōrero- Central City Library has increased in priority because of an investigation into:

a)   whole of life asset maintenance and renewal requirements; and

b)   assessment of potential for expansion or redevelopment to meet future service needs.

39.     The CFNP drivers for action are fit for purpose, performance and growth. This results from an increasing understanding of the limited effective life of components of the building structure, and the need for an investment strategy to ensure efficient and effective investment as the city centre grows and library and cultural service needs change.

40.     At present renewals investment applied to the library is on a component basis without an overall understanding of the effectiveness or value of that investment. The importance, age and complexity of the building requires a more planned investment approach to provide certainty for service requirements.

Summary of the proposed Action Plan 2019 to 2021

41.     Of the unprogrammed area based actions 61% are identified as priority actions for delivery during 2019 to 2021.  The shift in priority of many unprogrammed actions reflects the progress made on earlier priority actions.

42.     The 17 non-priority area based actions (39%) will be delivered once the priority actions are completed, if resource capacity is available.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

43.     Input has been sought from Local Board Services, Community Services, Community Facilities and Community and Social Policy departments during both the review of the existing Action Plan and the development of the proposed Action Plan.

44.     Delivery of the priority actions will be undertaken by Community and Social Policy and Community Services during the period 2019 to 2021 depending on resourcing available.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

45.     Local boards provided feedback on direction and specific content during the development of the CFNP and the companion Action Plan prior to adoption in 2015. 

46.     The CFNP prioritisation criteria applies the highest weighting of 15% to local board priority to ensure the views of local board’s influence the overall assessment. 

47.     Items identified for inclusion within the proposed Action Plan are from the current Action Plan or were identified by Senior Local Board Advisors, based on direction setting by local boards through the LTP 2018-2028 and Local Board Plan 2017-2020 development period.

48.     A presentation was made to Local Board Chairs at their forum in July 2018 outlining the Action Plan review process, the methodology and the input received from Local Board Services. 

Tauākī whakaaweawe Māori

Māori impact statement

49.     Section 2.2 of the CFNP outlines how the plan will deliver on Māori outcomes identified in the Auckland Plan and the Māori Responsiveness Framework. These include:

·        partnering with mana whenua, mataawaka and Māori organisations to understand opportunities and community needs

·        actively engaging and consulting on planning, development and operation of facilities and the services within them

·        working closely with mana whenua, mataawaka and Māori organisations throughout projects

·        investigating Māori demographic participation and usage trends to identify opportunities to increase attendance and use of facilities

·        provide visual representation of the commitment to Māori to tell stories of their connection to the place through support for programmes such as Te Kete Rukuruku to collect and share the unique stories of Tāmaki Makaurau

50.     Consultation and engagement with mana whenua is prioritised through the planning and delivery of responses.  Examples of the way we have consulted and engaged include:

·        interviews and hui with mana whenua

·        interviews and hui with mataawaka in local settings to understand community needs

·        workshops and focus groups with local marae

·        intercept surveys with representative samples of the Māori population base

·        kanohi ki te kanohi interviews conducted in Te Reo.

Ngā ritenga ā-pūtea

Financial implications

51.     The priority action relating to the Tāmaki Pātaka Kōrero-Central City Library will require additional resourcing to deliver. An operational funding request for $420,000 to support this action will be considered through the Annual Plan 2019/2020 process.

52.     There are currently no identified financial implications for the delivery of the proposed action plan area based actions, as work will be delivered utilising existing Community and Social Policy and Community Services resources and budgets.

53.     However, the results of some of the investigations outlined in the actions, where no budget has currently been identified, may require a consideration for funding in future LTPs. Where possible this will be completed in preparation for the LTP 2021-2031.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

Risk	Mitigation
Strategic ·   Concern that local board priorities may have been overlooked or misunderstood	·    Local board plans were reviewed, and any potential community facility related content was assessed for potential inclusion as an action ·    Relevant One Local Board Initiatives have been incorporated ·    Local Board Services staff involved in LTP 2018-2018 direction setting with local boards provided input to this process ·    Local board work programmes for 2019/2020 currently under development include CFNP actions. Potential actions that are not within the scope of the CFNP have not been assessed.
Financial ·   Budget allocated in the LTP 2018-2028 may be insufficient to deliver some of the action findings. In many instances, there is no capital or operational budget allocated in the LTP to deliver on any new provision requirements arising from actions  ·   Inadequate capital funding may impact on achievement of the CFNP’s objectives and may not align with expectations of local boards and local communities ·   Some investigations may require changes to current funding identified in the LTP 2018-2028.	·    Manage expectations by acknowledging the delegation for decision-making on investment in new facilities is held by the governing body and may require consideration during the LTP 2021-2031. ·    Ensure findings of investigations that require new investment are supported by strategic and indicative business cases (based on Better Business Case model) and are reported to governing body for consideration in time to align with the LTP process.
Timing ·   Delivery of some actions may exceed timeframes for consideration in the LTP 2021-2031 process ·   Progressing non-priority actions will impact resource capacity for delivery of priority actions ·   Timing for some actions (particularly non-priority actions) may not align with elected members and/or local communities’ expectations	·   Drive delivery to meet required timeframes  ·   Focus resources on delivering priority actions ·   Manage expectations based on the principles and direction set by the adopted CFNP

Ngā koringa ā-muri

Next steps

54.     A copy of this report and the revised Action Plan (2019) will be provided to local boards for their information.

55.     Priority actions will be reflected in 2019/2020 work programmes and draft 2020/2021 work programmes subject to available resources.

 

Ngā tāpirihanga

Attachments

No.	Title	Page
a⇩	CFNP action plan review methodology 20190321	43
b⇩	CFNAP- revised action plan 2019v4	45

     

Ngā kaihaina

Signatories

Author	Justine Haves - Manager Service and Asset Planning
Authorisers	Lisa Tocker - Head of Service Strategy and Integration Dean Kimpton - Chief Operating Officer