Agenda of Franklin Local Board

Franklin Local Board

25 August 2020

Te Puru Community Charitable Trust - delegated approval of Trustees

File No.: CP2020/09187

Te take mō te pūrongo

Purpose of the report

1. To seek endorsement from Franklin Local Board for a pilot project to delegate the approval of trustee appointments relating to the Te Puru Community Charitable Trust Board from Governing Body (Appointment and Performance Review Committee) to the Franklin Local Board.

Whakarāpopototanga matua

Executive summary

2. The CCO Governance / External Partnerships is responsible for providing advice regarding the governance of Auckland Council’s council-controlled organisations (CCO), including the monitoring of its substantive CCOs and advising on board appointments for all CCOs (includes the appointment of trustees that makes the Trust a CCO).

3. Te Puru Community Charitable Trust (Te Puru) is an Auckland Council CCO and is responsible for providing recreation services in their facility in Te Puru Park (originally set up as a CCO by Manukau City Council in 2004).

4. CCO Governance staff will seek approval of the current casual appointments on Te Puru’s board from the Appointments and Performance Review at its meeting today (25 August 2020). Staff will also seek approval for future trustee appointments to be delegated to the Franklin Local Board as a pilot project (until September 2022).

5. Staff within the CCO Governance department will continue to:

(i) administer the trustee appointment process on behalf of the Franklin Local Board

(ii) liaise with the Parks, Sport and Recreation department on the future Funding Agreement between the Franklin Local board and Te Puru

(iii) work with the Franklin Local Board on the preferred governance structure for Te Puru as previously resolved (FR/2017/44).

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) support and recommend the approval for trustee appointments to Te Puru Community Charitable Trust Board be delegated from the Auckland Council’s Governing Body (Appointments and Performance Review Committee) to the Franklin Local Board as a pilot project until 30 September 2022.

Horopaki

Context

6. The Appointment and Performance Review committee are delegated to approve the appointments of directors and trustees to Auckland CCOs, including Te Puru.

Te Puru’s trustees

7. The Trust is governed by a board comprised of five to nine trustees. The power of appointment of all trustees is vested in the Mayor of Auckland (delegated to the relevant committee), the chairperson of the Trust, and the chairperson of Counties Manukau Sports Foundation (CMSF). The three trustee appointors have joint power and should act collectively.

8. CMSF has not participated in trustee appointments for some time, and the current group of casual trustees have been appointed by the Chair, Mat Tucker. Casual trustees are trustees that are appointed to replace a trustee who steps down before their term has finished.

9. The casual status of the current trustees now requires formal approval by council’s Appointment and Performance Review committee (APR). Staff from the CCO Governance / External Partnerships will seek formal approval from the APR committee at its meeting today.

Annual operational grant

10. The annual operational grant for Te Puru is monitored through Parks, Sport and Recreation (Parks), the funding is allocated with the Franklin Local Boards budget. The previous Funding Agreement was for $325,000 for 2017-2020.

11. The 2020 – 2023 Funding Agreement will be approved post Emergency Budget decisions in August 2020.

Tātaritanga me ngā tohutohu

Analysis and advice

Analysis

12. At a recent workshop on 7 July 2020, CCO Governance / External Partnerships staff sought feedback from this board regarding approving the appointments for Te Puru’s board.

13. The discussion reviewed previous interactions between the Franklin Local Board and the CCO, and whether there is merit in delegating the approval of Te Puru’s trustees to the local board for a pilot-project (until September 2022).

Advice

14. Staff and the board agreed with the proposal to align the governance (board appointments) and financial arrangements for Te Puru Trust to the Franklin Local Board for an interim period until September 2022.

15. The local board noted the new chair, Mat Tucker, had significantly improved the governance and management at Te Puru. The board were confident that by aligning both functions, collaboration would continue to improve the quality of the relations.

16. Staff advised the board that, should the delegated resolution be approved by the APR committee, the CCO Governance staff will continue to maintain the process by providing support between Te Puru and the local board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The decision to appoint trustees to the Te Puru Community Trust board does not impact on direct greenhouse gas emissions or the effects of climate change over the lifetime of the decision (appointments for an initial three-year term) is considered minimal.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. There are no significant impacts on other parts of the council group as a result of these appointments.

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

Local impacts and local board views

19. Appointments to CCO boards are the role of the governing body.

20. In past appointments the Franklin Local board views have not always been sought on these matters. However, previous work regarding the entity’s status as a CCO has generated discussion between the Franklin Local board and CCO Governance department.

21. Transferring the delegated approval for future appointments to Te Puru will provide better synergies for the board to engage with the trust and ensure the local community is receiving the services it is funding.

Tauākī whakaaweawe Māori

Māori impact statement

22. The current board of seven includes five males and two females. There is a very strong mix of skills, expertise and relevant experience on the board which is noteworthy.

23. However, the trust deed outlines that the board, over time, should represent different races and cultures representing the Manukau community. This should be an objective for Te Puru and the local board to progress in future trustee appointments.

Ngā ritenga ā-pūtea

Financial implications

24. There are no financial implications associated with this report; the process is undertaken in council’s CCO Governance / External Partnerships.

25. Staff from the CCO Governance / External Partnerships department will continue to work with Parks to ensure Te Puru maintains robust governance arrangements that align with the Funding Agreement and the board’s governance and operational activities.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. There are risks associated with all board appointments, including:

a) Reputational Risk: all candidates are appropriately screened by the Trust to meet the skill requirements. Recommended candidates will complete the council’s director consent form prior to approval from the Appointments and Performance Review committee. The consent requires them to confirm that there is nothing that would compromise their effectiveness as a board member.

b) Reputational risk: confidential information is maintained during the appointment process; this ensures candidate information is not released prior to final decisions of the committee.

c) Governance risk: the risk of an unbalanced board where a loss of institutional knowledge impacts decision-making. Conversely, retaining board members for too long can mean that the board lack innovation and fresh thinking. There is a need to maintain an appropriate balance of new and longer-serving board members to avoid these problems and to retain institutional knowledge.

Ngā koringa ā-muri

Next steps

27. If the Franklin Local Board support this resolution, the CCO Governance staff will seek approval from the Appointments and Performance Review committee at its meeting today (25 August 2020).

28. CCO Governance staff, in liaison with Parks, Sport and Recreation staff will continue to progress previous resolutions (FR/2017/44) approved by this board.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Josie Meuli - Senior Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Franklin Local Board

25 August 2020

Franklin Quick Response Round One 2020/2021 grant allocations

File No.: CP2020/10709

Te take mō te pūrongo

Purpose of the report

1. To fund, part fund or decline grant applications received for Franklin Quick Response Round One 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Franklin Quick Response Round One 2020/2021 (refer Attachment B).

3. The Franklin Local Board adopted the Franklin Local Board Community Grants Programme 2020/2021 on 24 March 2020 (Attachment A). The document sets application guidelines for contestable grants.

4. The local board have approved their annual budget for 2020/2021. The community grants budget is $136,000.

5. Seventeen applications were received for Quick Response Round One 2020/2021, requesting a total of $32,997.56

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) agree to fund, part-fund, or decline each application in Franklin Quick Response Round One 2020/2021 listed in the following table:

Table One: Franklin Quick Response Round One 2020/2021 grant applications:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2103-101	Blue Light Ventures Incorporated	Community	Towards costs for two young people to attend the Blue Light life skills programme.	$869.56	Eligible
QR2103-103	Pet Refuge New Zealand Charitable Trust	Community	Towards the internal fitout for the establishment of a pet refuge shelter.	$4,000.00	Request is above the maximum amount for quick response grants.
QR2103-105	Franklin Mobility Bus Incorporated	Community	Towards fuel costs and maintenance for two vans for the Franklin Mobility Bus service.	$2,000.00	Eligible
QR2103-106	The Burn Support Charitable Trust	Community	Towards costs for the Women's Burn Retreat at Castaway Resort, Waiuku	$1,705.00	Eligible
QR2103-108	Hunua Theatre Club	Arts and culture	Towards costs for the end of year production "A Tantalising Christmas" by the Hunua Youth Theatre including set, costumes, programmes and hall hire.	$800.00	Eligible
QR2103-112	Waiuku Toy LIbrary Incorporated	Community	Towards costs for the 2020 Annual General Meeting and open day event on 12 September 2020.	$629.00	Eligible
QR2103-113	Takutai Charitable Trust	Events	Towards the Pohutukawa Coast Christmas Parade on 5 December 2020 including traffic management, street entertainment and insurance costs.	$4,000.00	Request is above the maximum amount for quick response grants.
QR2103-114	Waiuku Museum Society	Heritage	Towards stage two of the lighting upgrade at the museum.	$1,850.00	Eligible
QR2103-116	Marama Hitchcock	Community	Towards costs for "Move for your Mental Health-September" including instructor fees.	$1,000.00	Eligible
QR2103-117	Arogya Mantra	Events	Towards a Diwali event "Akira and the Bollywood Gang" at the Franklin Arts Centre on 7 November 2020 including co-ordinator fees, marketing, costumes and theatre property.	$1,784.00	Eligible
QR2103-118	Howick Tourism Incorporated trading as East Auckland Tourism	Community	Towards the promotion of East Auckland through hosting famils (travel promotion trips) including meals, transport and accommodation to increase visitor numbers to the area.	$3,000.00	Request is above the maximum amount for quick response grants.
QR2103-119	St Andrews Community Trust (SACT)	Events	Towards Waiuku;'s “Festival of Flowers - Gardens through Time" from 19 to 21 November 2020 including venue hire.	$500.00	Eligible
QR2103-120	Youthline Auckland Charitable Trust	Community	Towards clinical support and supervison for volunteers for the Helpline from 1 October 2020 to 31 March 2021	$2,000.00	Eligible
QR2103-121	Ararimu Residents and Ratepayers Association Incorporated	Community	Towards placing insultation under the Ararimu Hall to improve ventilation.	$4,000.00	Request is above the maximum amount for quick response grants.
QR2103-122	Pukekohe Lawn Tennis Club Incorporated	Sport and recreation	Towards the "Love Tennis weekend" including professional coaching fees.	$1,860.00	Eligible
QR2103-123	Kawakawa Bay Community Association Incorporated	Community	Towards youth activities in Kawakawa and Orere including the cost of dinners	$1,000.00	Eligible
QR2103-124	Environmental Education for Resource Sustainability Trust	Environment	Towards the “Paper4Trees” waste minimisation and tree planting programme for schools and preschools in the Franklin area.	$2,000.00	Eligible
Total				$32,997.56

Horopaki

Context

6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

7. Auckland Council Community Grants Policy supports each local board to adopt a grants programme.

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements.

9. The Franklin Local Board adopted the Franklin Local Board Community Grants Programme 2020/2021 on 24 March 2020 (Attachment A). The document sets application guidelines for contestable grants.

10. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications and community networks.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

13. Based on the main focus of an application, a subject matter expert from the relevant department will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

14. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

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

Local impacts and local board views

15. Local boards are responsible for the decision-making and allocation of local board community grants. The Franklin Local Board is required to fund, part-fund or decline these grant applications in accordance with its priorities identified in the local board grant programme.

16. The local board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

17. A summary of each application received through Franklin Local Board Quick Response Round One 2020/2021 is provided (Attachment B).

Tauākī whakaaweawe Māori

Māori impact statement

18. The local board grants programme aims to respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. Auckland Council’s Māori Responsiveness Unit has provided input and support towards the development of the community grant processes.

19. Five applications have stated they aim to deliver positive outcomes for Maori.

Ngā ritenga ā-pūtea

Financial implications

20. The local board have approved their annual budget for 2020/2021. The community grants budget is $136,000.

21. Seventeen applications were received for Quick Response Round One 2020/2021, requesting a total of $32,997.56.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

22. Based on the main focus of an application, a subject matter expert from the relevant department will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

23. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

Ngā koringa ā-muri

Next steps

24. Following the Franklin Local Board allocation of funding for Quick Response Round One, the grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Franklin Grants Programme 2020/2021	19
b ⇩	Franklin Quick Response Round One 2020/2021 grant applications	25

Ngā kaihaina

Signatories

Author

Marion Davies - Grants and Incentives Manager

Authorisers

Rhonwen Heath - Head of Rates Valuations & Data Mgmt

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Franklin Local Board

25 August 2020

Franklin School Swimming Pool 2020/2021 grant applications

File No.: CP2020/10712

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for Franklin School Swimming Pool Fund 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Franklin School Swimming Pool Fund 2020/2021 (refer to Attachment B).

3. The Franklin Local Board adopted the Franklin Local Grants Programme 2020/2021 on 24 March 2020 (refer to Attachment A). The document sets application guidelines for contestable community grants submitted to the local board.

4. The Franklin Local Board has set a total school swimming pool budget of $25,000.00 for the 2020/2021 financial year.

5. Twelve applications were received for Franklin Local Board School Swimming Pool Fund 2020/2021 requesting a total of $26,000.

Ngā tūtohunga

Recommendations

That the Franklin Local Board:

a) agree to fund, part-fund or decline each application in Franklin School Swimming Pool Fund 2020/2021, listed in table one below:

Table One: Franklin School Swimming Pool grant applications

Application ID	School	Requesting funding for		Amount requested		Eligibility
SP210301	Fulton Swim School on behalf of Puni Primary School		Towards the Puni Primary School swimming pool chemicals and expenses.	$2,000.00	Eligible
SP210302	Clevedon School Board of Trustees.		Towards the Clevedon School swimming pool chemical expenses.	$2,000.00	Eligible
SP210303	Maraetai Beach School Board of Trustees		Towards the Maraetai School swimming pool chemical expenses.	$2,000.00	Eligible
SP210304	Mauku School Board of Trustees		Towards Mauku School swimming pool expenses including chemicals	$2,000.00	Eligible
SP210305	Alfriston School Board of Trustees		Towards the Alfriston School swimming pool maintenance including chemical expenses.	$2,000.00	Eligible
SP210306	Te Hihi School Board of Trustees		Towards the Te Hihi School swimming pool chemical expenses.	$2,000.00	Eligible
SP210308	Glenbrook School Board of Trustees		Towards the Glenbrook School swimming pool chemical expenses.	$5,000.00	Eligible
SP210309	Valley School Board of Trustees		Towards the Valley School swimming pool chemicals and maintenance expenses	$2,000.00	Eligible
SP210311	Awhitu District School Board of Trustees		Towards the Awhitu District swimming pool chemicals and maintenance expenses.	$3,000.00	Eligible
SP210312	Beachlands School Board of Trustees		Towards the Beachlands swimming pool chemicals and maintenance expenses.	$2,000.00	Eligible
SP210313	Ararimu School Board of Trustees		Towards the Ararimu swimming pool chemicals and maintenance expenses.	$2,000.00	Eligible
Total				$26,000.00

Horopaki

Context

6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city

7. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme. Franklin Local Board adopted their grants programme for 2020/2021 on 24 March 2020 and will operate one School Swimming Pool Fund round for this financial year.

8. The local board grants programme sets out:

· local board priorities;

· lower priorities for funding;

· exclusions;

· grant types, the number of grant rounds and when these will open and close;

· any additional accountability requirements

9. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters and Facebook pages.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11. The focus of an application is identified as arts, community, events, sport and recreation, environment or heritage. Based on the focus of an application, a subject matter expert from the relevant department will provide input and advice.

12. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

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

Local impacts and local board views

13. Local boards are responsible for the decision-making and allocation of local board community grants. The Franklin Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

14. The board is requested to note that section 50 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

15. A summary of each application received for the Franklin School Swimming Pool Fund 2020/2021 is provided (refer to Attachment B).

Tauākī whakaaweawe Māori

Māori impact statement

16. The local board grants programme aims to respond to the council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori.

17. Auckland Council’s Māori Responsiveness Unit has provided input and support towards the development of the community grant processes.

Ngā ritenga ā-pūtea

Financial implications

18. The allocation of grants to community groups or individuals is within the adopted Long-Term Plan 2018-2028 and local board agreements.

19. The Franklin Local Board has set a total school swimming pool budget of $25,000.00 for the 2020/2021 financial year.

20. Twelve applications were received for Franklin Local Board School Swimming Pool Fund 2020/2021 requesting a total of $26,000.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

21. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

22. Following the Franklin Local Board allocating funding for school swimming pool, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Franklin Grant Programme 2020/2021	93
b ⇩	Franklin School Swimming Pool 2020/2021 grant applications	99

Ngā kaihaina

Signatories

Author

Marion Davies - Grants and Incentives Manager

Authorisers

Rhonwen Heath - Head of Rates Valuations & Data Mgmt

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Franklin Local Board

25 August 2020

Approval of the Franklin Local Board Community Facilities work programme 2020 - 2023

File No.: CP2020/10588

Te take mō te pūrongo

Purpose of the report

1. To approve the Franklin Local Board Community Facilities work programme 2020/2021 and approve the 2021/2022 and 2022/2023 work programmes in principle.

Whakarāpopototanga matua

Executive summary

2. The Community Facilities department is responsible for the building, maintaining and renewing of all open spaces and community buildings. This includes the community leasing and licensing of council-owned premises.

3. This report presents the Franklin local board’s Community Facilities work programme and associated budgets for approval for the 2020/2021 financial year and for approval in principle for the subsequent two financial years, 2021/2022 and 2022/2023 (see Attachment A).

4. The work programme responds to the following outcomes and objectives that the local board identified in the Franklin Local Board Plan 2017:

· Outcome 1: A well-cared for natural environment

· Outcome 4: Growth is dealt with effectively

· Outcome 5: Communities feel ownership and connection to their area

5. The council’s financial position has been severely impacted by the COVID-19 pandemic. Council’s Emergency Budget for 2020/2021 has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic.

6. The reduction in anticipated budgets has required the reprioritisation of projects and activities that can be accommodated within the local board’s revised budget.

7. The local board provided feedback to staff on the projects it would like to fund in anticipation of its reduced budgets in a series of workshops between November 2019 and July 2020.

8. A number of projects in the work programme for the 2021/2022 or 2022/2023 financial years have been identified as part of the Risk Adjusted Programme (RAP). Approval is sought for these projects to commence at the beginning of the 2020/2021 year so that they can be delivered early in the event that projects approved for delivery in 2020/2021 are delayed for any unforeseen reason.

9. The work programme includes projects proposed to be funded from regional programmes, including local and sports field development (growth), coastal renewals, slips prevention and the Natural Environment Targeted Rate programmes. Inclusion of these projects in the local board work programme is subject to approval by the relevant Governing Body committees.

10. It is recommended that the local board approve the inclusion of these projects in the work programme and provide feedback for consideration by the relevant Governing Body committees.

11. Additionally, there are some external sources of funding not held by council that contribute to projects such as Panuku and Auckland Transport funding.

12. Updates on the delivery of this work programme will be provided through the local board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the Community Facilities work programme 2020/2021 and associated budget. (Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report).

b) approve in principle the Community Facilities work programme 2021/2022 and 2022/2023. (Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report).

c) approve the Risk Adjusted Programme (RAP) projects identified in the work programme (Attachment A to the agenda report) as projects that will commence and may be delivered in advance of the expected delivery year, if required to meet expected financial expenditure for the 2020/2021 financial year.

d) note that approval of budget allocation in the 2020/2021 year for multi-year projects implies the local board’s support for the projects in their entirety.

e) note that the inclusion in the work programme of projects that are funded from the Coastal Renewals, Slips Prevention, Local Parks and Sports Field Development and Natural Environment Targeted Rate budgets are subject to approval of the identified budget allocation by the relevant Governing Body committees.

f) provide feedback for consideration by the relevant Governing Body committees in relation to the projects funded from the Coastal Renewals, Slips Prevention and Local Parks and Sports Field Development budgets.

g) note that budget allocations for all projects in the Community Facilities work programme are best current estimates, and amendments may be required to the work programme to accommodate final costs as the year progresses.

Horopaki

Context

13. Work programmes are presented to local boards for approval each year. The 2020 – 2023 Community Facilities Work Programme, detailed in the attachments, contains information on all proposed projects to be delivered by Community Facilities, including capital works projects, leasing and operational maintenance. The projects identified in the work programme have been prioritised for investment based on a combination of local board feedback through a series of workshops, staff assessments of assets and key stakeholder input.

14. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow on effects for the budget for the 2020/2021 financial year. Given the new financial realities facing Auckland, council has adopted an Emergency Budget 2020/2021, which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic.

15. The COVID-19 pandemic occurred part way through the planning cycle for the development of the 2020/2021 work programme. This resulted in a disruption to the work programme development process, including requiring a reprioritisation exercise for all proposed activity.

16. The work programme responds to the outcomes and objectives that the local board identified in the Franklin Local Board Plan 2017. The specific outcomes that are reflected in the work programme are:

· Outcome 1: A well-cared for natural environment

· Outcome 4: Growth is dealt with effectively

· Outcome 5: Communities feel ownership and connection to their area

17. The following adopted strategies and plans also guided the development of the work programme:

· Waiuku Te Ara Hikoi

· Pukekohe-Paerata Paths Plan

· Franklin Sport and Active Recreation Facilities Plan 2019

18. The Community Facilities work programme is a three-year programme, which clearly demonstrates the phasing of project delivery and enables the organisation to prepare for delivery. The local board is asked to approve a new three-year work programme each year (approve year one and approve in principle years two and three).

Tātaritanga me ngā tohutohu

Analysis and advice

19. The proposed work programme is made up of activities continuing from previous financial years and new initiatives supported by the local board.

20. Due to COVID-19 impacts, the Emergency Budget means that the budgets available to the local board are reduced from those previously anticipated and as a result, some activity that was previously proposed for 2020/2021 has been deferred or removed from the draft work programme through a reprioritisation exercise.

21. Investment in the capital works programme will ensure that council facilities and open spaces in the Franklin Local Board area remain valuable and well-maintained community assets.

22. The overall capital works programme includes projects for which the local board has discretion to allocate budget, referred to as the local programme, and projects from regional programmes.

23. Specific projects within the work programme may have budget allocated from two or more budget sources, including budgets from both local and regional programmes.

24. The work programme includes both new projects and existing projects that have been continued from the previous financial year where those projects require multiple years for delivery (multi-year projects). All projects include actual anticipated spend as there will be no carry forward of capital funding from the 2019/2020 financial year.

Local Programme

25. The local programme includes those projects that the local board is funding from its discretionary capex budgets, including:

i. Renewals:
The local board can allocate its renewals budget towards the renewal of any council owned asset.

ii. Locally Driven Initiative (LDI):
The local board has the discretion to allocate its LDI capex budget to any projects that deliver a council asset or as a capital grant to a third party to deliver an asset made available for public use. The Emergency Budget includes a reduction in the LDI budget available for each local board from that anticipated prior to the COVID emergency.

26. In preparing recommendations for the local programme, a number of matters have been considered, including:

i. strategies and plans

ii. service assessment input from Community Services

iii. asset condition assessments

iv. input from operational maintenance teams and staff working within facilities

v. budget availability.

27. Table 1 shows key projects included in the work programme.

Table 1: Key projects in the work programme

ID number	Activity name	Activity description	FY21 Budget	Total Budget
20445	Clarks Beach and adjoining accesses - renew steps and fences	Renew steps and fences along Clarks Beach, Wilson Beach, Irwin Beach, Halls Beach, Knights Beach, Hoskins Beach and Bradley Beach. FY19/20 - investigation and design FY20/21 - physical works	$114,270	$122,000
25990	Clarks Beach Recreation Reserve and Golf Club - prepare concept plan	Develop a concept plan for the future development of the Clarks Beach Recreation Reserve. FY20/21 - investigation and approval	$30,000	$30,000
17718	Clarks Beach Recreation Reserve and Golf Club - upgrade skate park, playground and land fixtures	Following the approval of the park's concept plan, utilise the document to upgrade park amenities such as the skate park, playground and park fixtures and furniture in a staged approached. FY21/22 - FY22/23 - consultation, investigation and design FY22/23 - FY24/25 - physical works	$0	$1,250,210
29066	Clevedon Showgrounds Reserve - install connector footpaths	Install sections of footpaths to connect existing paths, including the "Warren Shaw Path", as a priority. FY20/21 - investigation, design and physical works	$85,000	$85,000
15557	Glenbrook Beach Beachfront - renew coastal assets	Renewal of the Glenbrook Beach Beachfront boat ramp and seawall. FY18/19 - investigation and concept design FY20/21 - consenting and detailed design FY21/22 - FY22/23 - physical works Risk Adjusted Programme (RAP) project.	$125,000	$3,106,134
19830	Karaka Sports Park - civil design works (Design Only)	Investigation and design of civil works for the development the park. FY19/20 - FY20/21 - investigation and design	$111,328	$376,000
15561	Kawakawa Bay - planning and protection - esplanade renewal	Implement protection of the esplanade bank to prevent further erosion. FY19/20 - investigation, high level designs and consenting FY21/22 - detailed design and physical works Risk Adjusted Programme (RAP) project.	$0	$686,667
27990	Orere Point - stormwater upgrade slip prevention	Undertake works alongside the Orere Point stormwater upgrade to prevent future slips in the area. Works will include: • geotechnical investigation and topographical survey of the site • detail design and consenting • install appropriate mitigation to prevent future slips FY22/23 - investigation and design FY22/23 - FY23/24 - physical works	$20,000	$502,500
26282	Te Puru Park - upgrade Sports lighting and field	Increase sports playing hours to meet the demand due to growth in the area and provision requirements to support the sports network in the area. Works include installation of lighting and upgraded field to increase the playing capacity to meet the current shortfall in the local board area. FY18/19 - FY20/21 - investigation and design FY21/22 - physical works (Local renewals contribution $300,000 (of which $270,000 has transferred to growth))	$45,328	$692,000
25958	Waiuku Trails - implement plan (Year 2/3)	Implement development of Waiuku trails year - Year 2/3 sections. FY19/20 - FY20/21 - investigation and design FY20/21 - physical works Risk Adjusted Programme (RAP) project.	$223,181	$235,904

28. Of particular note in the work programme is that as a result of the reduction in council revenue, funding for the upgrade of sports field infrastructure at Bledisloe Park and Pukekohe Stadium has been deferred and these projects are now planned to restart in 2023/2024 financial year. Additionally, Matakawau Point Reserve boat ramp development is deferred by one year and will restart in 2021/2022 financial year.

29. Prioritising the delivery of one project may mean other projects have to be phased into later years in order to meet budget requirements. For example, the delivery timing of the renewal of the junior playground at Maraetai Reserve and the playground renewal and amenity block refurbishment at Umupuia Coastal Reserve will be phased in later years.

30. The proposed work programme in Attachment A contains:

i. Number of projects (excluding leases and contract lines) over three years: 94

ii. Indicative cost for proposed projects in the 2020/2021 financial year: $5,889,945

Regional Programme

31. The Long-term Plan 2018 - 2028 includes budgets which support the delivery of regional programmes. These budgets are allocated to specific projects within a regional programme by the Governing Body.

32. Where budget is allocated to a project in the regional programme that falls within a local board decision making allocation (e.g. a local park), that project is included in the local board work programme. The local board then has decision making responsibility for that project, within the parameters set by the governing body, namely location, scope and budget. For Natural Environment Targeted Rate (NETR) projects, the local board has decision making responsibility within the parameters of the targeted rate framework and the national kauri dieback programme standards for protection of kauri.

33. Regional budgets include:

i. Local parks and sports field development (growth)

ii. Coastal renewals

iii. Slips prevention and remediation

iv. Natural Environment Targeted Rate funding (NETR).

34. Projects in the local parks and sports field development programme are identified and prioritised based on consideration of a number of factors, including:

i. Extent to which residential growth is generating demand for the project

ii. Current levels of provision

iii. Available budget.

35. Projects in the coastal renewals and slips prevention and remediation programme are identified and prioritised based on consideration of a number of factors, including:

i. Asset condition

ii. Relative hazard and risk

iii. Available budget.

36. The allocation of budget to specific projects will be approved by the relevant Governing Body committee post local board work programme adoption.

37. The local board has an opportunity to provide formal feedback on the growth, coastal and slips allocations, through resolution to this report, for consideration by the relevant Governing Body committee prior to approval of the regional programmes.

38. The Natural Environment Targeted Rate programme is a regional budget under the decision making of the Environment and Climate Change Committee and reported to individual local boards.

Capital Programme Delivery

Cost estimates subject to change

39. Budget allocations within the work programme are best estimates only. Project costings are subject to change and refinement as projects progress through the design and delivery process. Greater clarity will be determined around the specific work required and the cost of delivery of that work once the details are defined.

40. The delivery of individual projects is managed within the overall work programme budget for each local board. Where significant changes to project budgets may need to be considered, or if new projects are added to the work programme, changes may be required to the programme to accommodate final project costs as the year progresses.

Risk adjusted programme

41. A number of projects have been identified in the work programme as “risk adjusted programme (RAP)” projects.

42. Approval is sought for these projects to commence at the beginning of the 2020/2021 year so that they can be delivered early in the event that projects approved for delivery in 2020/2021 are delayed for any unforeseen reason

Changes to the work programme

43. Local boards have given a general delegation to the Chief Executive subject to terms and conditions contained in the local board delegation protocols.

44. In relation to work programmes, the delegation protocols require local boards to approve work programmes annually and require staff to seek a decision from the board for “any proposed variations to the approved work programme that may result in an overspend.” The protocols also include a range of more general requirements for reporting to boards, including “decisions of a politically sensitive nature”, “any other matters specified by the Local Board Chair”, and to report other matters on request of the Chair.

45. Staff propose that in addition to proposed work programme variations “that may result in an overspend”, other proposed variations that impact on the agreed outcomes of approved projects or the delivery of the overall approved work programme should also be referred to the board for a decision. Such changes include:

· changes to an approved projects activity description or activity benefit

· changes to project budget or timing that impact other approved projects in the programme

· cancellation of a project

· addition of a new project.

46. More minor changes that do not substantially alter the approved work programmes will be made by staff under general delegation, following discussion with the board, and noted in the quarterly reports.

Operational maintenance work programme

47. The regular maintenance of all council-owned built and open space assets plays an important part in:

i. increasing the long-term durability of Community Facilities assets

ii. improving the safety of Community Facilities assets

iii. ensuring the enjoyment of Community Facilities assets by the users.

48. In the Community Facilities Work Programme, there are three line items dedicated to all maintenance in the local board area:

i. Full Facilities Maintenance Contracts – these contracts include all buildings, parks and open space assets, sports fields, coastal management, storm damage response and streetscapes maintenance

ii. Arboriculture Maintenance Contracts – these contracts include all tree management and maintenance

iii. Ecological Restoration Maintenance Contracts – these contracts include pest plant management within ecologically significant areas and animal pest management across all parks and reserves

49. Staff will be able to provide regular reporting on maintenance through monthly updates to the local boards and through the quarterly report. Community Facilities is also providing additional regular updates to all elected members on contractor performance.

Leasing work programme

50. Community leases are a valuable way in which the council provides support to not-for-profit community organisations across the region. These groups provide a wide range of community activities and services aligned with recognised local priorities and are a key part of the mosaic of community activity and infrastructure in Auckland.

51. The detailed list of the community leases and licences that will expire or are due for renewal over the 2020/2021 financial year is provided in Attachment B. Following approval of the work programme staff will proceed with review and renewal of these leases and licences as appropriate during the course of the financial year.

52. Two additional project lines include those leases and licences proposed to be progressed in the 2021/2022 and 2022/2023 financial years respectively.

53. Straight forward lease renewals without variations will be processed in accordance with agreed delegations with a written memo to the local board providing the opportunity for the local board to request further information or a formal report. Expired and more complex community leases will be reported to the local board at a business meeting.

Locally Driven Initiatives (LDI) operational activities

54. There are two projects in the 2019/2020 Community Facilities Work Programme that had budget allocated from the Franklin Local Board locally driven initiatives (LDI) operational budget 2019/2020, with a budget allocation of $60,000.

55. These projects have been included in the 2020/2021 work programme, and the LDI operational budget allocation carried forward from 2019/2020 to 2020/2021 financial year.

56. There are no new LDI Opex projects in the 2020/2021 programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

57. Many of the activities in the 2020/201 work programme will have impact on greenhouse gas emissions and contribute towards climate change adaptation. These impacts will be considered as projects progress and will be reported to the local board at future reporting opportunities. The sorts of impacts to be considered include:

i. Maximum upcycling and recycling of old material

ii. Installation of energy efficiency measures

iii. Building design to ensure the maximum lifetime and efficiency of the building is obtained

iv. Lifecycle impacts of construction materials (embodied emissions)

v. Exposure of building location to climate change hazards (sea level rise, flooding (floodplains), drought, heat island effect)

vi. Anticipated increase in carbon emissions from construction, including contractor emissions

vii. Lifecycle impacts of construction materials.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

58. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

59. The Community Facilities work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

60. Community facilities and open spaces provide important community services to the people of the local board area. They contribute to building strong, healthy and vibrant communities by providing spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities. These activities improve lifestyles and a sense of belonging and pride amongst residents.

61. The activities in the proposed work programme align with the Franklin Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

62. The Community Facilities Work Programme ensures that all facilities and open space assets continue to be well-maintained assets that benefit the local community, including Māori. When developing and delivering work programmes consideration is given to how the activities can contribute to Māori well-being, values, culture and traditions.

63. Karanga Atu! Karanga Mai! relationship approach responds to Māori aspirations and delivers on council’s statutory obligations and relationship commitments to Māori. It guides staff to deliver on agreed work programme activities and support the local board to achieve the outcomes in its local board plan.

64. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

65. Financial implications of COVID-19/Emergency Budget have resulted in a reduced renewals budget per local board and significantly reduced development budgets such as growth.

66. Table 2 summarises the relevant budgets, proposed allocation and the balance of unallocated budget available.

Table 2: Budget allocation

Local Budgets	2020/2021	2021/2022	2022/2023
Renewals - Budget	$4,406,085	$1,777,591	$2,026,710
Renewals - Proposed Allocation	$4,406,085	$1,777,591	$2,026,710
Renewals - Unallocated budget	$0	$0	$0

Growth and Development - Allocation	$124,738	$564,790	$0
Coastal Renewals - Allocation	$555,613	$4,318,809	$1,674,860
Slips Prevention - Allocation	$20,000	$143,388	$265,000

LDI Capex - Proposed Allocation	$564,509	$995,204	$1,210,000

LDI Opex - Proposed Allocation (including carry forwards)	$60,000	$0	$0

One Local Initiative (OLI) Allocation	$0	$0	$0

LTP Specific Projects	$0	$0	$0

External Funding	$0	$0	$0

Kauri Dieback (NETR) Funding	$149,000	$150,000	$0

67. The proposed work programme can be accommodated within the available local board budgets. Approval of the work programme does not have significant financial implications, unless projects experience a significant overspend or underspend.

68. Regular updates on the delivery of the programme will be provided to the local board. These updates will identify progress of all projects and potential amendments to the approved programme including changes to budget allocation and timing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

69. Where a work programme activity cannot be completed on time, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity. This risk is mitigated by utilising the risk adjusted programme (RAP) to progress those projects identified as ready to proceed under the RAP at the beginning of the financial year.

70. If the proposed Community Facilities work programme is not approved at the business meeting, there is a risk that the proposed projects may not be delivered within the 2020/2021 financial year.

71. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

72. Staff believe that the proposed work programme is deliverable within existing resources. Delivery progress will be monitored through the year. Any resourcing challenges arising will be brought to the local board’s attention alongside consideration of implications and options to address challenges.

Ngā koringa ā-muri

Next steps

73. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

74. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Franklin Community Facilities Build Maintain Renew work programme 20_23	133
b ⇩	Franklin Community Leases Work Programme 20_23	147

Ngā kaihaina

Signatories

Author

Helen Biffin - Work Programme Lead

Authorisers

Rod Sheridan - General Manager Community Facilities

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Franklin Local Board

25 August 2020

Approval of the Franklin Local Board community services work programme 2020/2021

File No.: CP2020/11092

Te take mō te pūrongo

Purpose of the report

1. To approve the community services work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the local board’s community services work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A).

3. The community services work programme includes activities to be delivered by the following departments:

· Arts, Community and Events.

· Libraries.

· Parks, Sport and Recreation.

4. The work programme responds to the following outcomes and objectives identified in the Franklin Local Board Plan 2017:

· Communities feel ownership and connection to their area.

5. COVID-19 put significant pressure on Auckland Council’s finances. The Emergency Budget 2020/2021 was adopted by Governing Body in July 2020 (GB/2020/76).

6. While the budget has reduced capital and asset based services (ABS) operating budgets, locally driven initiatives (LDI) operational funding has not been reduced.

7. The local board provided feedback to staff on the activities it would like to fund in anticipation of its reduced budgets in a series of workshops.

8. The proposed work programme has a total LDI operational budget value of $1,138,787, which can be funded from within the local board’s LDI operational budget for the 2020/2021 financial year.

9. ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the Analysis and Advice section of this report. The local board Customer and Community ABS operational budget for 2020/2021 is $10,671,177. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

10. Projects from 2019/2020 LDI operational budget have been carried forward where there was an agreed scope and cost which have not been delivered. These are shown as separate activity lines in the work programme.

11. Updates on the delivery of this work programme will be provided through the local board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the community services work programme 2020/2021 and associated budget (Attachment A to the agenda report).

b) note that activities with locally driven initiatives (LDI) operational budget carried forward from 2019/2020 are included in the work programme (Attachment A to the agenda report).

Horopaki

Context

12. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. Local board feedback from these workshops have informed the work programme.

13. The work programme responds to local boards priorities as expressed in its local board plan.

14. The COVID-19 pandemic has exerted considerable pressure on council’s financial position, which has had flow on effects for the budgets available in the 2020/2021 financial year.

15. Given the new financial realities facing Auckland, council has adopted an Emergency Budget 2020/2021.

16. The budget reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. This does not include a reduction of locally driven initiatives (LDI) operational funding.

17. COVID-19 occurred part way through the planning cycle for the development of the 2020/2021 local board work programmes. This led to local boards undertaking a reprioritisation exercise for all proposed activity.

18. Table 1 shows the business objectives and strategic alignment for community services departments. These also guided the development of the work programme.

Table 1: Adopted community-based strategies and plans

Department	Business objectives	Strategies and plans
Arts, Community and Events	Provision of services, programmes, events and facilities that strengthen and connect communities and create a sense of belonging and pride	· Hire Fee Framework · Events Policy · Toi Whītiki · Thriving Communities
Libraries	Provision of library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life	· Auckland Libraries Strategy 2020
Parks, Sport and Recreation	Provision of services to actively engage Aucklanders to lead healthy lives, connect with nature and value our cultural identity	· Parks and Open Space Strategic Action Plan · Sport and Recreation Strategic Action Plan · Auckland Growing Greener Framework · Urban Ngāhere Strategy

Tātaritanga me ngā tohutohu

Analysis and advice

19. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or projects and ongoing programmes. It also includes new initiatives supported by the local board.

Asset Based Services (ABS) operational activities

20. The Emergency Budget reduced the anticipated asset based services (ABS) operational budgets across all 21 local boards. This has required a reduction in asset based services (ABS) operational budgets in the local board’s community venues, libraries and facilities.

21. Staff provided advice about how services delivered from community facilities could be adjusted to achieve the savings of the Emergency Budget. Staff discussed proposed changes at workshops with the local board in July 2020.

22. Proposed changes to community venues, facility programming and opening hours in response to budget constraints are:

Community venues: Franklin Art Gallery

23. Auckland Council provides art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion, and connection.

24. Staff have been requested to provide advice about how the ACE venues service can be adjusted to achieve the savings of the Emergency Budget.

25. In the Franklin Local Board this will affect programming budget for Franklin Arts Centre.

26. The total proposed savings for ACE venue in Franklin area is $7,187.70:

	Pre-COVID programming budget	Savings at 3.5%	Total FY21 programming budget
Franklin Art Gallery	36,022.57	- 7,187.70	28,834.87

27. The local board has the option to top this budget from their Locally Driven Initiatives budget.

Libraries: Pukekohe Library, Waiuku Library

28. Libraries will have no reductions to approved standard opening hours: 100 hours per week across two libraries.

29. Efficiencies will still be required and will be managed across the library network. Analysis of staffing resource vs customer use has shown where efficiencies can be achieved by optimising staffing levels within the local board area.

30. The local programming budget has been reduced. There will be a reduction in the number of external partners coming in to support programming, however, programmes will continue to be run by staff within libraries for 2020/2021.

Pools and leisure centres

31. Maintaining access to, and the safe provision of, core services is a minimum service level that will continue:

· ensuring aquatic facilities are available every day and are staffed with lifeguards who can help people stay safe in the water

· ensuring leisure centres are open and staffed to provide the local community with access to active recreation services.

32. Staff considered the following options to reduce budgeted spend and improve operational efficiencies in pools and leisure centres:

· optimise services based on utilisation and prioritise the communities that need our services the most

· assess alternative delivery options, for example, contracting or partnering to provide term, holiday and sports programmes

· adapt frequency of value-add activities due to pressure on staff budgets and availability. For example, aqua run in the pool or, fitness boot camps.

33. At the July 2020 workshop staff recommended that no additional LDI funding be allocated for the pools and leisure service because operational efficiencies and sustainable cost savings are achievable through ongoing business improvement activities.

Locally Driven Initiatives (LDI) operational activities

34. LDI operational activities in the work programme respond to the local board plan and local board feedback. Community services LDI activities are detailed at Attachment A.

35. The proposed work programme has a total LDI operational budget value of $1,138,787, which can be funded from within the local board’s LDI operational budget for the 2020/2021 financial year

36. The Corporate and Local Board Performance team have identified projects from the LDI operational budget 2019/2020 where there was an agreed scope and cost which have not been delivered. Carry-forwards are expressed as separate activity lines in the work programme.

COVID-19 impacts on the community were considered while developing the work programme

37. Staff acknowledge that our communities have faced significant challenges during the COVID-19 pandemic lock down.

38. In preparing recommendations for the 2020/2021 work programme, a number of COVID-19 related matters have been considered. The 2020/2021 work programme seeks to prioritise activity that responds to these needs:

· newly vulnerable communities

· financial constraints

· accessibility restrictions

· community resilience

· community response and recovery.

Tauākī whakaaweawe āhuarangi

Climate impact statement

39. Table 2 outlines the activities in the 2020/2021 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

ID number	Activity name	Climate impact
58 59 60	Recreation centre operations: Franklin Pool and Leisure Whiteside Pool Jubilee Pool	In partnership with Community Facilities operations, Pools and Leisure facility management teams are implementing opportunities to reduce climate impacts, starting with reductions in water and energy consumption.
67 69	Ecological programmes: Volunteers Mangrove removal	Integrating nature into urban environments • increase in native forest/ urban cooling • offset carbon emissions • protect water quality by planting along rivers and coastlines • improve our living environment • soil retention, erosion control and flood mitigation and coastal protection • nitrogen sequestration
70	Wai o Manu Reserve development plan	Park development that is sustainable and contributes to reducing the impact of climate change. Future proofing against sea level rise

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

41. The activities in the proposed work programme provide important community services to the people of the local board area. Work programme activities support the outcomes and objectives outlined in the Franklin Local Board Plan 2017.

42. They contribute to building strong, healthy, and vibrant communities by providing services and spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities.

43. These activities improve lifestyles and a sense of belonging and pride amongst residents.

44. The community services work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The feedback received from the workshops has informed the proposed work programme.

Tauākī whakaaweawe Māori

Māori impact statement

45. Table 3 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori impact assessment of proposed activities

ID number	Activity name	Activity description
74	Te Kete Rukuruku	Māori naming (and associated story telling) of parks and places in partnership with mana whenua to value and promote Auckland’s Māori identity and use of te reo Māori.
593	Local Māori responsiveness action plan Franklin	Work with mana whenua and mataawaka to implement the Māori Responsiveness Action Plan. In collaboration with other council departments identify and document all council projects delivering on the actions of the MRAP, e.g. Te Kete Rukuruku. Support Rangatahi leadership through existing and emerging programmes or opportunities. Develop and deliver the Improving Maori Input into Local Board decision making programme in collaboration with the southern local boards.
1385	(Libraries) Whakatipu i te reo Māori - we grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori – Franklin	Champion and embed te reo Māori in everyday communication. Celebrate and promote te ao Māori through events and programmes including regionally coordinated and promoted programmes: Te Tiriti o Waitangi, Matariki and Te Wiki o te Reo Māori Seek opportunities to engage with local Iwi and mana whenua to collaborate on initiatives.

46. Karanga Atu! Karanga Mai! relationship approach responds to Māori aspirations and delivers on council’s statutory obligations and relationship commitments to Māori. It guides staff to deliver on agreed work programme activities and support the local board to achieve the outcomes in its local board plan.

47. Where aspects of the proposed work programme are anticipated to have a significant interest or impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

48. Activities are funded from one or multiple budget sources which include: ABS operational expenditure and LDI operational expenditure.

49. The total community services work programme LDI operational budget for 2020/2021 is $1,138,787. This budget was unaffected by the Emergency Budget.

50. ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the Analysis and Advice section of this report. The local board Customer and Community ABS operational budget for 2020/2021 is $10,671,177. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

51. Each activity line has a budget allocation, which covers the delivery for the 2020/2021 period. Where activity lines show a zero-dollar budget, this reflects that the implementation costs are met through staff salary or other funding sources.

52. Where activities are cancelled or no longer required during the financial year, the local board can reallocate the budget to an existing work programme activity or to create a new activity.

53. Project where budget has been carried-forward from 2019/2020 are shown expressed as separate activity lines in the work programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes. New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level.

55. The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level. Some activities can be adapted to be delivered at different COVID-19 Alert Levels.

56. Resourcing of the work programmes is based on current staff capacity within departments. If changes to staff capacity have an impact on work programme delivery, this will be signalled to the local board at the earliest opportunity.

57. The key risks for activities that are managed through the work programme are non-delivery, time delays and budget overspend.

58. Where a work programme activity cannot be completed on time, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

59. As the work programme includes ongoing activity and annually occurring events or projects, the associated risks have been identified and managed in previous years. Additional risk management for these activities is ongoing and can be reported quarterly.

60. Risks and mitigations for new activity lines were considered during the scoping phase. There may be risks associated with trialling a new activity for the first year. These will be continually assessed and reported to the local board through quarterly reporting when required.

Ngā koringa ā-muri

Next steps

61. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

62. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Franklin Community services work programme 2020/2021	157

Ngā kaihaina

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Mirla Edmundson - General Manager Libraries & Information

Mace Ward - General Manager Parks, Sports and Recreation

Authorisers

Claudia Wyss - Director Customer and Community Services

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Franklin Local Board

25 August 2020

Approval of the Franklin Local Board’s environment work programme 2020/2021

File No.: CP2020/10886

Te take mō te pūrongo

Purpose of the report

1. To approve the Franklin Local Board’s environment work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s environment work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A).

3. The work programme responds to the Franklin Local Board Plan 2017 objective ‘a well-cared for natural environment’.

4. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position. In July 2020, the Governing Body adopted the council’s Emergency Budget 2020/2021, which has reduced both capital and operating budgets. However, locally driven initiatives (LDI) operational funding has not been reduced.

5. The board provided feedback to Infrastructure and Environmental Services staff on the projects it would like to fund in anticipation of its reduced budgets in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

· Waiuku waste minimisation – business and community education project (phase two) $60,000

· Industrial Pollution Prevention Programme Pukekohe – $21,000

· Te Korowai o Papatūānuku stream restoration project – $20,000

· Shell barrier management – $15,000

· Pest free Franklin – $20,000

· Ecological restoration plan implementation- Hūnua Domain Recreation Reserve – $15,000

· Waterways Protection Fund – Mauku and Whangamarie Streams' catchments – $30,000

· Wairoa River restoration – $30,000

· Manukau Harbour Forum – $1,750

· Papakura Stream landowner engagement – $5,000.

6. The proposed work programme has a total value of $217,750, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

7. In addition to the above projects, $5,000 has been carried forward from the board’s 2019/2020 Manukau Harbour Forum budget to the 2020/2021 financial year. This budget will support the continuation of the forum’s work programme, which experienced delays in 2019/2020 due to COVID-19.

8. A budget of $7,300 has also been carried forward from the 2019/2020 Wairoa River restoration budget, and $9,000 from the board’s 2019/2020 biodiversity management plan implementation budget. Planting that was unable to take place in 2019/2020 due to dry weather conditions will now occur in quarter one 2020/2021 using these budgets.

9. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve its environment work programme 2020/2021 (Attachment A to the agenda report) including associated budget as summarised in the table below:

Activity name	2020/2021
Waiuku waste minimisation – business and community education project (phase two)	$60,000
Industrial Pollution Prevention Programme – Pukekohe	$21,000
Te Korowai o Papatūānuku stream restoration project	$20,000
The C.R.E.S.T project	$15,000
Pest free Franklin	$20,000
Ecological restoration plan implementation- Hūnua Domain Recreation Reserve	$15,000
Waterways Protection Fund – Mauku and Whangamarie Streams' catchments	$30,000
Wairoa River restoration	$30,000
Manukau Harbour Forum – Franklin	$1,750
New project: Papakura Stream Landowner Engagement (Franklin)	$5,000
Total	$217,750

b) note that the following activities not completed in 2019/2020 have been carried forward into the 2020/2021 financial year, and are included in this work programme as summarised in the table below:

Activity name	Budget
Biodiversity management plan implementation – Maintenance of native plantings at Hunua Domain Recreation Reserve	$9,000
Wairoa River restoration	$7,300
Manukau Harbour Forum	$5,000
Total	$21,300

Horopaki

Context

10. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

11. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow on effects for budgets available in the 2020/2021 financial year. Given the new financial realities facing Auckland, the council has adopted an Emergency Budget 2020/2021, which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. However, this does not include a reduction of locally driven initiatives (LDI) operational funding.

12. The COVID-19 pandemic occurred part way through the planning cycle for the development of the 2020/2021 local board work programmes. This led to local boards undertaking a reprioritisation exercise for all proposed activity.

13. The work programme responds to the outcomes and objectives that the local board identified in the Franklin Local Board Plan 2017. The specific outcome that is reflected in the work programme is ‘a well-cared for natural environment’.

14. The following adopted strategies and plans also guided the development of the work programme:

· National Policy Statement for Freshwater Management

· Waste Management and Minimisation Plan

· Regional Pest Management Plan.

Tātaritanga me ngā tohutohu

Analysis and advice

15. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or projects and ongoing programmes. It also includes new initiatives supported by the local board.

16. The proposed activities for delivery as part of the board’s environment work programme 2020/2021 are detailed below. See Attachment A for further detail.

Waiuku waste minimisation – business and community education project (phase two) - $60,000

17. To achieve the local board plan objective ‘reduce waste to landfill’, the board has indicated it would like to continue to support the Waiuku waste minimisation – business and community education project for phase two in the 2020/2021 financial year.

18. Funding this financial year will help build greater zero waste capability of local businesses, residents and community organisations. Building on work in 2019/2020, an inorganic collection service for materials that can be reused or repurposed will be provided to up to 130 businesses.

19. The proposed budget will enable a waste education facilitator to deliver educational workshops and events, and to work with zero waste champions to promote best practice ($25,000). Educational events may include repair cafés and ‘junky monkey’ events which encourage reuse. The facilitator will also present at environmental educational workshops held by local landcare groups.

20. The remaining budget of $35,000 will support waste collections from 30 Pukekohe businesses. It will also support the development of a feasibility study to explore the setup of a zero waste educational outreach site, and identify local groups that may be interested in being involved in it’s operation.

New project: Industrial Pollution Prevention Programme – Pukekohe - $21,000

21. To achieve the local board plan objective ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated it would like to support a new Industrial Pollution Prevention Programme in Pukekohe in the 2020/2021 financial year.

22. This programme is primarily educational and informs industry about the impacts their activities may be having on local waterways. The programme includes a site inspection and discussion with the business owners about potential issues around pollution as well as waste minimisation techniques and spill training. If changes are recommended, a report is sent to the business and a follow up is conducted (depending on budget, this is either a phone call or site visit).

23. The programme involves a GIS mapping exercise to ensure that commercial businesses understand the stormwater network connections in relation to local waterways. This project will focus on visiting industry in Pukekohe, targeting the engineering, retail, and hospitality businesses.

Te Korowai o Papatūānuku stream restoration project - $20,000

24. To achieve the local board plan objectives ‘reduce weeds and animal pests in our natural environment’ and ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated it would like to continue supporting biodiversity and water quality improvements along the Awakura and Awaruaiti streams in the 2020/2021 financial year.

25. The board has supported this project since 2017 and allocated $15,000 towards this initiative in the 2019/2020 financial year. The project has been renamed to reflect the increased scope of work to the Awaruaiti stream.

26. This project will continue the ecological restoration of the Awakura and Awaruaiti streams through pest control, fencing and planting. Funding for the 2020/2021 financial year will be used to enable further weed control and plantings along the lower reaches of the Awakura Stream. Staff recommend that the board allocate $15,000 towards the continuation of this project in 2020/2021.

27. In past years, several hundred metres of stream have been restored through removal of weeds and the planting of native trees and shrubs. The project will continue pest plant control, plant maintenance, and planting of the lower reaches in the 2020/2021 financial year.

The C.R.E.S.T project - $15,000

28. To achieve the local board plan objective ‘reduce weeds and animal pests in our natural environment’, the board has indicated it would like to continue supporting the protection of high priority shell barrier ecosystems along Franklin’s coastlines in the 2020/2021 financial year.

29. This will be the third year of board support for this project, which the board allocated $15,000 towards in the 2019/2020 financial year (previously known as the Shell Barrier Management project).

30. This project will support the Clarks, Rangiriri, Elletts, Seagrove Trappers (C.R.E.S.T) to undertake pest control to protect threatened wading birds and their shell barrier habitat from pest animals and pest plants. This habitat includes rare coastal ecosystems along the southern Manukau Harbour. The project aims to reduce pest numbers by assisting and empowering local communities to directly control pests on the land they live on or close to.

31. Shell barrier protection will be achieved through the provision of tools, education and support to neighbouring private landowners to undertake pest control on their own properties. This project will also receive $10,000 of funding from the natural environment targeted rate for the purchase of pest traps and materials. Local board funded work will complement existing pest animal and plant control work on council land in the area. This is a continuation of work carried out over the last two years.

32. In previous years, 200 rural landowners have been contacted. A further 50 landowners will be contacted and engaged in 2020/2021.

Pest free Franklin - $20,000

33. To achieve the local board plan objective ‘reduce weeds and animal pests in our natural environment’, the board has indicated it would like to continue supporting community-led pest control across Franklin in the 2020/2021 financial year. This will be the third year of board support for this project to which the board allocated $40,000 towards in the 2019/2020 financial year, including a $20,000 reallocation from the Beachlands waste minimisation project in March 2020.

34. Funding for the 2020/2021 financial year will enable the provision of pest control equipment, such as rat traps and possum traps, to community conservation groups. The project will also sponsor initiatives to support training for the community around pest control. Staff recommend that the board allocate $20,000 towards the continuation of this project in 2020/2021.

35. Working in conjunction with other related projects such as Pest Free Auckland and Predator Free 2050, this project will assist these groups to continue to reduce pest animal numbers as they work towards a shared vision of becoming pest free.

Ecological restoration plan implementation- Hūnua Domain Recreation Reserve - $15,000

36. To achieve the local board plan objectives ‘reduce weeds and animal pests in our natural environment’ and ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated it would like to continue supporting biodiversity management at the Hūnua Domain Recreation Reserve in the 2020/2021 financial year.

37. The board allocated $15,000 of funding in the 2019/2020 financial year towards infill planting and maintenance at Hūnua Domain Reserve.

38. Funding for the 2020/2021 financial year will be used to continue to implement the ecological restoration plans previously prepared for the Hūnua Domain Recreation Reserve. This budget will support maintenance of the riparian planting area that was fenced and planted in 2019/2020, as well as restoration activities along another waterway within the reserve.

39. New fencing will protect a kahikatea forest ecosystem from stock, and new plantings will increase connectivity between this forest with another forest on the reserve. Plantings will also provide a buffer between grazing stock and a tributary of the Hūnua Stream. Regional budgets will fund the purchase of plants for a community planting day.

Waterways Protection Fund – Mauku and Whangamarie Stream catchments - $30,000

40. To achieve the local board plan objective ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated it would like to continue supporting a Mauku Stream water protection fund and increase the scope to the Whangamarie Stream in the 2020/2021 financial year. The board has supported this project since 2016 and allocated $20,000 towards this fund in the 2019/2020 financial year.

41. The purpose of the fund is to support landowners in the Mauku and Whangamarie Stream catchments to undertake fencing and planting in order to protect waterways and reduce the potential for erosion and water contamination. Staff recommend that the board allocate $30,000 towards the continuation of this fund in 2020/2021.

42. This budget will support a once-yearly funding round, administered by the council’s funding team alongside other Franklin community grants, with the support of Healthy Waters staff who will coordinate the assessment and allocation of funding, subject to decisions of the local board.

43. Funding would be provided as a 50:50 contribution to landowners in the catchment to fence off their waterways and plant within the riparian zones to reduce faecal sources and erosion impacts.

44. This project will protect and enhance land, wetlands and waterways within the catchment and reduce the potential for erosion and water contamination.

Wairoa River restoration - $30,000

45. To achieve the local board plan objective ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated it would like to continue supporting the implementation of the Wairoa River Action Plan in the 2020/2021 financial year. The board has supported this project since 2017 and allocated $30,000 towards this initiative in the 2019/2020 financial year.

46. The Wairoa River Action Plan responds to community interest in working together to improve the water quality and biodiversity values in the Wairoa River catchment. Funding for the 2020/2021 financial year will support the engagement of a project coordinator to lead the implementation of the plan. Staff recommend that the board allocate $30,000 towards the continuation of this project in 2020/2021.

47. The coordinator will deliver a riparian workshop, an awards night, planting events, bait and trap days, provide support to the plant nursery, and implement a communications plan.

48. The coordinator will also engage with community throughout the catchment. They will also ensure that projects are spread throughout the target area, not just in one location.

49. The Wairoa Action Plan will be implemented in stages to achieve improvement in the environment and water quality surrounding the Wairoa River and its tributaries. This will also provide social benefits as the implementation of the Wairoa River Action Plan will call upon mana whenua and community expertise and involvement.

50. This project links to regional funding provided through natural environment targeted rate and Healthy Waters to enhance and build on the work already undertaken with Friends of Te Wairoa.

Manukau Harbour Forum - $1,750

51. To achieve the local board plan objective to ‘improve water quality in waterways, along the coastline and on beaches’, the board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2020/2021 financial year. The board is one of nine local boards who make up the Manukau Harbour Forum (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards). All of these local boards border the Manukau Harbour and have an interest in protecting and restoring the mauri of the Manukau Harbour.

52. In 2019/2020, eight of the member local boards provided $8,000 and the Franklin Local Board provided $6,000 to co-fund the Manukau Harbour Forum. This was allocated to a number of activities, including a communications budget, a Manukau Harbour Forum coordinator, SeaWeek engagement, and the South Auckland Young Environmentalists group. Some activities planned for 2019/2020 were able to be delivered within the financial year, due to COVID-19 restrictions. A combined local board budget of $43,650 has been carried forward to support the continuation of the forum’s work programme in the 2020/2021 financial year.

53. Staff recommend that each of the nine member boards contribute a further $1,750 each towards the forum in the 2020/2021 financial year. This will allow for a total budget (including the 2019/2020 carry forward) of $59,400 for the 2020/2021 financial year. Staff recommend that this funding supports:

· a Manukau Harbour Forum coordinator to progress the aims of the forum, including identifying desired outcomes for the Manukau Harbour Forum and completing a stocktake of all work on water quality planned in the Manukau Harbour catchments

· mana whenua engagement on the future structure of the forum, and exploration of opportunities for shared outcomes led by the forum’s coordinator

· funding for a Youth Sustainability Wānanga which would involve students from all nine member local board areas.

New project: Papakura Stream Landowner Engagement - $5,000

54. To achieve the local board plan key initiative ‘celebrate the improvement of the Puhinui Stream, continue its revitalisation and begin work on the Papakura Stream’, the board has indicated it would like to support a new project to undertake landowner engagement along the Papakura Stream in the 2020/2021 financial year.

55. This project will be shared between the Manurewa, Papakura, and Franklin Local Boards who have each indicated that they would like to contribute $5,000 to the project in 2020/2021.

56. The Papakura Stream catchment is shared between the Manurewa, Papakura, and Franklin Local Boards, and spans the Hūnua Ranges to the Manukau Harbour. This project would involve a collaborative approach to understand how landowners perceive this extensive waterway.

57. A contractor engaged through this project will engage landowners to create a shared vision for the Papakura Stream. This will enable staff and the local boards to understand the barriers and benefits to local waterway protection, and help develop an approach for landowners, and the wider community, to participate in improving water quality. This may include stream restoration or water sensitive design implementation.

Activities carried forward from 2019/2020

58. The Corporate and Local Board Performance team have identified projects from the Franklin Local Board locally driven initiatives (LDI) operational budget 2019/2020 where there was an agreed scope and cost which were not been delivered.

59. Table 1 outlines the carried forward activities and budgets that have been confirmed as part of the Emergency Budget, which have been added to the work programme to be delivered in 2020/2021.

Table 1: Activities with LDI operational budget carried forward from 2019/2020

Activity name	Budget
Biodiversity management plan implementation – Maintenance of native plantings at Hūnua Domain Recreation Reserve	$9,000
Wairoa River restoration	$7,300
Manukau Harbour Forum	$5,000
Total	$21,300

Tauākī whakaaweawe āhuarangi

Climate impact statement

60. Table 2 outlines the activities in the 2020/2021 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

Activity name	Climate impact
Waiuku waste minimisation – Business and community education project (phase two)	This project encourages diversion of waste from landfill. Diverting biodegradable waste from landfill reduces carbon emissions through the elimination of methane gas generation. Local reuse and recycling solutions also reduces the carbon impact of transporting waste long distances.
Industrial Pollution Prevention Programme – Pukekohe	When freshwater ecosystems are healthy and thriving, they provide many ecological services such as flood mitigation, habitat for native biodiversity, and carbon sequestration through riparian plants. This educational programme will inform business owners how to mitigate risks of stormwater pollution, ultimately increasing healthy freshwater ecosystems.
Pest free Franklin	Pest control supports our native forests by reducing browsing and restoring normal ecosystem function, leading to improved carbon sequestration (storing carbon in a solid form).
Ecological restoration plan implementation- Hūnua Domain Recreation Reserve	These projects will increase the health of biodiversity, which increases the ability for the environment to be resilient to climate change. Planting trees increases carbon sequestration, reducing the greenhouse gas emissions.
Te Korowai o Papatūānuku stream restoration project
The C.R.E.S.T project
Waterways Protection Fund – Mauku and Whangamarie Streams' catchments	These projects will provide resilience to the community by ensuring that waterways are enhanced through native planting. Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). These services are enhanced when the ecosystems are restored. Restoration and revegetation also play vital roles in carbon sequestration by storing atmospheric carbon.
Wairoa River restoration
Papakura Stream landowner engagement
Manukau Harbour Forum	This project will provide resilience to the community by ensuring waterways and the marine environment are protected and enhanced. Freshwater and marine ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

61. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

62. Community Facilities and Parks, Sports, and Recreation staff will contribute operational support to the ecological restoration in the Hūnua Domain.

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

Local impacts and local board views

63. The projects proposed for inclusion in the board’s environment work programme will have positive environmental outcomes across the Franklin Local Board area. Particular focus areas for the 2020/2021 work programme include Mauku, Whangamarie, and Papakura streams, the Wairoa River, Pukekohe, Clendon, Clarks Beach, Rangiriri Beach,Ellets Beach, Seagrove, and the Hūnua domain.

64. The projects noted above align with the local board plan outcome ‘a well-cared for natural environment’. The proposed environment work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

65. It is recognised that environmental management, water quality and land management have integral links with the mauri of the environment and concepts of kaitiakitanga.

66. Table 3 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori impact assessment of proposed activities

Activity name	Māori impact
Te Korowai o Papatūānuku stream restoration project	This project is being delivered with Ngāti Te Ata. Iwi members will be engaged to carry out planting and liaison with local landowners. One of the project sites is immediately adjacent to Tahuna Pa and the awa is of great cultural significance to Ngāti Te Ata iwi.
The C.R.E.S.T project	Ngāti te Ata have been consulted and have indicated support for parts of the project. One of the shell barriers in the project area is on Ngāti Te Ata whenua. The iwi environment team has been consulted regarding pest plant control on iwi whenua and the animal pest control in the wider landscape. Their team is interested in preserving this habitat and have expressed support for the project.
Pest free Franklin	Staff will continue to liaise with iwi through this project. Staff also envisioned that iwi may become more involved as the project grows, especially in working on iwi land and areas of cultural significance. Ngāti Te Ata is involved in the Southern Wildlink collective. Staff will explore opportunities for the iwi to actively participate in or lead some of the capacity building and training opportunities through this project.
Manukau Harbour Forum	Mana whenua have expressed particular interest in improving Te Manukanuka o Hoturoa (the Manukau Harbour). In May 2019, the Manukau Harbour Forum members indicated that they would like to fund mana whenua engagement and support. This is proposed to occur in the 2020/2021 financial year, led by the coordinator.

67. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

68. The proposed environment work programme budget for 2020/2021 is $217,750 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

69. The attached work programme also includes a $5,000 LDI carry forward for the continuation of the Manukau Harbour Forum’s 2019/2020 work programme, $7,300 for the continuation of the Wairoa River restoration project, and $9,000 for the biodiversity management plan implementation – maintenance of native plantings at Hunua Domain Recreation Reserve.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

70. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

71. Attachment B shows the identified significant risks associated with activities in the proposed 2020/2021 work programme.

72. Resourcing of the proposed work programme is based on current staff capacity within departments. If changes to staff capacity have an impact on work programme delivery, this will be signalled to the local board at the earliest opportunity. Staff will also signal if any other unforeseen circumstances may impact on the delivery of the activities outlined in this report, alongside options to address such challenges.

Ngā koringa ā-muri

Next steps

73. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

74. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	2020/2021 Franklin Infrastructure and Environmental Services work programme	179
b ⇩	Risks and mitigations for 2020/2021 environmental projects	185

Ngā kaihaina

Signatories

Author

Prasanthi Cottingham - Relationship Coordinator

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Franklin Local Board

25 August 2020

Approval of the Franklin Local Board The Southern Initiative work programme 2020/2021

File No.: CP2020/10925

Te take mō te pūrongo

Purpose of the report

1. To approve the Franklin Local Board Youth Connections work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s Youth Connections work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A).

3. The work programme responds to the following outcomes and objectives that the local board identified in the Franklin Local Board Plan 2017:

· A thriving local economy

4. The COVID-19 pandemic has exerted considerable pressure on the Auckland council’s (council) financial position. In July 2020, the Governing Body adopted the council’s Emergency Budget 2020/2021, which has reduced both capital and operating budgets. However, locally driven initiatives (LDI) operational funding has not been reduced.

5. The Franklin Local Board (local board) provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

· Rangatahi Opportunities: Employment and Education (Te Ara Rangatahi) - $50,000

· Demand led training for employment - $10,000

6. The proposed work programme has a total value of $60,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

7. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the Youth Connections work programme 2020/2021 (Attachment A to the agenda report).

Horopaki

Context

8. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

9. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow on effects for the budgets available in the 2020/2021 financial year. Given the new financial realities facing Auckland, the council has adopted an Emergency Budget 2020/2021, which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. However, this does not include a reduction of locally driven initiatives (LDI) operational funding.

10. The COVID-19 pandemic occurred part way through the planning cycle for the development of the 2020/2021 local board work programmes. This led to local boards undertaking a reprioritisation exercise for all proposed activity.

11. The work programme responds to the outcomes and objectives that the local board identified in the Franklin Local Board Plan 2017. The specific outcome that are reflected in the work programme is:

· A thriving local economy

Tātaritanga me ngā tohutohu

Analysis and advice

12. The proposed activities for delivery as part of the board’s Youth Connections work programme 2020/2021 are detailed below. See Attachment A for further detail.

Rangatahi Opportunities: Employment and Education - $50,000

13. Te Ara Rangatahi will work with young people to them for employment, provide the technical skills, place into employment and provide post placement support to ensure attachment to employment. Along with this Te Ara Rangatahi will continue to facilitate the Franklin Skills Network and provide support to the Franklin Careers evening.

Demand led training for employment - $10,000

14. Rapid training of young people for existing employment opportunities and provide post placement support (mentoring/coaching) to enable employment attachment

Tauākī whakaaweawe āhuarangi

Climate impact statement

15. The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

17. The proposed Youth Connections work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

18. The activities in the proposed work programme align with the Franklin Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

19. Table 3 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori impact assessment of proposed activities

Activity name	Māori impact
Rangatahi Opportunities	This rangatahi support will be provided by Te Ara Rangatahi and has a focus on connecting young people to their whakapapa. Along with this Te Ara Rangatahi will be assisting local rangatahi to train and get into quality employment opportunities.
Demand led training for employment	Will be assisting rangatahi to train and get into quality employment opportunities.

20. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

21. The proposed Youth Connections work programme budget for 2020/2021 is $60,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

22. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

23. Table 4 shows the identified significant risks associated with activities in the proposed 2020/2021 work programme.

Table 4: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Rangatahi Opportunities	COVID-19 effects on being able to deliver the training and employment opportunities.	Some training can be provided online, and the young people can be kept engaged. Employment outcomes can be affected still.	medium
Demand led MNtraining for employment	COVID-19 effects on being able to deliver the training and employment opportunities.	Some training can be provided online, and the young people can be kept engaged. Employment outcomes may still be affected.	medium

24. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

25. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

26. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	25 August 2020 Franklin Local Board Youth Connections work programme 2020/2021	193

Ngā kaihaina

Signatories

Author

Dhaya Haran – Specialist Advisor Youth Employment, The Southern Initiative

Authorisers

Sue Travaglia – Manager Shared Prosperity, The Southern Initiative

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Franklin Local Board

25 August 2020

Approval of the Franklin Local Board ATEED work programme for 2020-2021

File No.: CP2020/11245

Te take mō te pūrongo

Purpose of the report

1. To approve the Franklin Local Board ATEED work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s ATEED work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A). Attachment B provides further details on the two new projects proposed.

3. The work programme responds to the following outcomes and objectives that the local board identified in the Franklin Local Board Plan 2017:

· A thriving local economy

· A well-cared for natural environment

5. The board provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

· Hunua Trail ($96,605 carry forward)

· Clevedon Area Tourism Promotion ($60,000)

· Franklin Economic Broker ($160,000)

· Franklin Tourism Promotion ($20,000 carry forward)

· Young Enterprise Scheme ($2,000)

6. The proposed work programme has a total value of $338,605, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

7. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the ATEED work programme 2020/2021 (Attachment A to the agenda report)

b) note that the following activities not completed in 2019/2020 have been carried forward into the 2020/2021 financial year and are included in this work programme.

· Hunua Trail ($96,605)

Horopaki

Context

11. The work programme responds to the outcomes and objectives that the local board identified in the Franklin Local Board Plan 2017 as well as being initiatives identified in the Franklin Local Economic Development Action Plan (2018). The specific outcomes that are reflected in the work programme are:

· A thriving local economy

· A well-cared for natural environment

12. The following adopted strategies and plans also guided the development of the work programme:

· Franklin Local Economic Development Action Plan (2018)

Tātaritanga me ngā tohutohu

Analysis and advice

13. The proposed activities for delivery as part of the board’s ATEED work programme 2020/2021 are detailed below. See Attachment A for further detail.

Clevedon Area Tourism Promotion – $60,000

14. In its revised Local Economic Development Action Plan the Franklin Local Board identified potential growth of its tourism sector as an area of opportunity, particularly in relation to the development of the Hunua Trail on the eastern side of the district, leading to work to identify and map visitor attractions and hard and soft infrastructure that support the sector in that part of the district.

15. As the main settlement and a growing town located near the start of the Hunua Trail, the town of Clevedon has the potential to develop as a focal point for the visitor attraction to the eastern side of the Franklin district. The research the local board undertook identified several tourism themes that work well for the Clevedon area (cycling, water, food) that could act as a platform for positioning the area’s tourism offering. Through this project it is proposed to bring stakeholders together to build a network to support the development of the area’s tourism offering in a facilitated way in order to collectively develop a destination strategy for the area.

16. The approach is consistent with ATEED’s revised statement of intent (SOI) which has as one of its four theme’s the goal of ‘rebuilding the regional economy from the neighbourhood up’, acknowledging that Auckland sub-regions have unique stories and characteristics that are not well known and that international travel restrictions create opportunities for Auckland to attract locals and visiting kiwis into less-known areas of the city. In practice this means ATEED will:

· Work with agencies and cluster groups to increase regional dispersal of residents and visitors and spread economic and social benefits to the Auckland region.

· Facilitate development of new local visitor product and experiences.

17. The strategy must sit with other Franklin tourism sector promotion in a way that does not confuse the market. It must also be cognisant of some of the issues that can be associated with an increase in visitor numbers such as congestion and inconvenience to local residents.

Franklin Economic Broker – $160,000

18. Franklin Local Board has indicated an interest in funding a Local Economic Development broker role to support local business in the area in the COVID-19 recovery phase and beyond.

19. In developing the scope for this initiative, it is important to understand where business support activity is well served and what could be done at the local level to supplement that. Since the COVID-19 pandemic response from central government business support through the Regional Business Partner programme (RBP) has scaled-up significantly. For that reason, ATEED advice is that the scope of any local economic broker role does not need to include any of the functions an ATEED business advisor would typically undertake. However, making the Franklin business community aware of the support that is available and connecting Franklin businesses to the RBP programme is a role that the broker could undertake e.g. through face to face interactions, events or media / social media promotions.

Objective of the Initiative

20. The primary purpose of this role is to champion Franklin businesses and facilitate them in identifying and taking advantage of economic opportunities - in order to grow local prosperity and employment.

21. The broker will help identify local economic opportunities and help Franklin businesses make the necessary connections to enable them to take advantage of those opportunities. The broker will utilise their links with relevant CCOs and departments within the Auckland Council family to ensure Franklin businesses are informed of relevant opportunities and provided advice on how to access them. The broker would have a small project delivery budget to allocate to local projects that meet certain criteria where these help seed initiatives with strong economic benefit potential. A Local Economic Broker is expected to:

· Promote the business support that is available to ensure Franklin businesses take up assistance that has been made available

· Support development of specific key local attractions such as the Glenbrook Vintage Railway (GVR), Hūnua Trail and other tourism operators

· Assist in developing packages of tourism products that encourage visitors to the area to stay longer and support more local operators

· Establish what the board’s expectations are in terms of the level and nature of filming opportunities they wish to attract and plan and develop collateral to promote suitable Franklin locations to the screen sector

· Connect Franklin based businesses to production companies filming in the area to capture the economic benefits locally and make it easier for incoming production companies to source Franklin based suppliers.

· Enable delivery of small-scale economic development projects that boost local business capability or grow an economic opportunity.

22. Key stakeholders for the Local Economic Broker would be the business associations, businesses who are not within a business association, local business sector leaders e.g. developers, tourism groups and operators and local mana whenua business leaders e.g. Ngāi Tai ki Tāmaki and Te Ara Rangatahi and The Southern Initiative (TSI) as the Council department responsible for facilitating employment skills development. The broker will be out in the field for the majority of the time, rather than being based in the city.

Operation

23. The Local Board will fund the employment / contracting of a Local Economic Development Broker who has a small ‘interventions’ budget to deliver projects that meet an identified need within the local business community. The broker and their work programme would be managed through the ATEED Local Economic Development team but be dedicated to facilitating local economic initiatives and programmes in partnership with local businesses and other groups in Franklin. This would be supplementary to, not replacing the work ATEED do for the board and would provide a direct link into the various programmes and initiatives that ATEED is responsible for. Ideally the person appointed will bring with them a strong set of existing local connections.

24. A set of KPIs would be developed early on and agreed with the local board so that both ATEED and the board have an agreement over what success for the initiative would look like.

25. ATEED staff will be able to provide research in to, and oversight of, the initiatives the broker pursues to ensure opportunities identified are genuine and worth pursuing. Reporting to the local board will be done by the ATEED staff managing the broker contract.

26. It is estimated that role would need $160k opex per year ($100k staff and $60k budget). Staff advice is that this should be funded as a pilot for one year with a review of outcomes undertaken to ensure the approach represents value for money.

Young Enterprise Scheme – $1000

27. Auckland Business Chamber, on behalf of the Young Enterprise Trust, delivers the Young Enterprise Scheme (YES) in Auckland. YES is a practical, year-long programme for year 12 and 13 students.

28. Fostering youth entrepreneurship is a key requirement for developing an innovative economy and creating employment pathways for our young people. Through the programme, students develop creative ideas into actual businesses, complete with real products and services and real profit and loss. Students learn key work skills and business knowledge including: business fundamentals, planning, interpersonal relations, financial, decision making, reporting, risk management and team work. YES helps create a culture of innovation and entrepreneurship amongst Auckland’s young people. 

29. The funding from the local board will support the delivery of the overall YES program, including the Kick Start days in February 2021 where the Auckland Business Chamber will specifically acknowledge local board support. The Kick start days the first day students get to meet the Young Enterprise team, and find out about their 2021 year, what YES is about, and what is in store for them. All schools in the local board area that have shown an interest in YES are invited. In addition, the invite is extended to those schools who have not shown an interest to enable them to make a decision as to whether to participate.

Activities carried forward from 2019/2020

30. The Corporate and Local Board Performance team have identified projects from the Franklin Local Board locally driven initiatives (LDI) operational budget 2019/2020 where there was an agreed scope and cost which were not delivered. These projects total $116,605.

31. Table 1 outlines the activities and budgets that have been confirmed as part of the Emergency Budget, which have been added to the work programme to be delivered in 2020/2021.

Table 1: Activities with LDI operational budget carried forward from 2019/2020

Activity name	Budget
Hūnua Trail	$96,605
Franklin Tourism Promotion	$20,000

Tauākī whakaaweawe āhuarangi

Climate impact statement

33. The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

35. The Hunua Trail project has a strong cross council collaborative approach with Parks, Sport and Recreation, Community Facilities and Local Board Services working together with ATEED to coordinate capex and opex elements of the development, promotion and management of the trail. A letter of support has also been provided by Watercare who lease some of the land trail covers land from Auckland Council.

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

Local impacts and local board views

36. The proposed ATEED work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

37. The activities in the proposed work programme align with the Franklin Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

38. Table 3 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori impact assessment of proposed activities

Activity name	Māori impact
Clevedon Tourism Promotion	The Franklin Local Economic Development Action Plan states that the Franklin Local Board will support mana whenua economic development initiatives with potential to contribute to Māori employment/business development in Franklin (e.g. cultural tourism, skills training, food and beverage sector). This objective will be an explicit outcome sought from this initiative.
Hūnua Trail	The local board have met with Ngai Tai Ki Tāmaki and a partnership to provide Māori economic development opportunities is proposed.
Franklin Economic Broker	The broker will work alongside Māori groups to identify Māori economic development opportunities. These will be included as a key metric in monitoring the effectiveness of the project.
Young Enterprise Scheme	In implementing the YES Māori students at participating schools will be able to benefit from the experience and learnings from the YES.

39. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

40. The proposed ATEED work programme budget for 2020/2021 is $ 338,605 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

42. Table 4 shows the identified significant risks associated with activities in the proposed 2020/2021 work programme.

Table 4: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Hunua Trail	Contractor capable of delivering on local board expectations not found.	Involvement of tourism sector product development / strategy subject matter experts in scoping and appointing specialist contractor with suitable expertise and proven track record for this specific piece of work.	Medium
Franklin Economic Broker	Finding suitable person for the role	Use existing networks within Franklin to identify potential candidates and follow Council best practice to prepare role description, assessment of proposals and interviewing by a panel including ATEED and Local Board Services staff.	Medium
Franklin Economic Broker	Insufficient activity to warrant an FTE role	Payment based on hours completed. Identification of Local Board priorities in advance of appointment to develop activity that can be commenced upon award of contract (e.g. work to identify / promote filming locations)	Low
Clevedon Tourism Promotion	Contractor capable of delivering on local board expectations not found.	Involvement of tourism sector product development / strategy subject matter experts in scoping and appointing specialist contractor with suitable expertise and proven track record for this specific piece of work.	Medium
Young Enterprise Scheme	There is a risk that the Kick Start days do not proceed due to changes in the Covid-19 alert levels. As a result, the sponsorship provided to the Auckland Business Chamber may not be required.	To maintain contact with the Auckland Business Chamber on the running of the event to ensure that if the events are cancelled the full impact on the need for the local board support is identified.	Medium

43. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

44. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

45. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	25 August 2020 Franklin Local Board ATEED work programme 2020/2021	203

Ngā kaihaina

Signatories

Author

Jonathan Sudworth – Local Economic Advisor, ATEED

Authorisers

John Norman – Strategic Planning Manager Local Economic Development, ATEED

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Franklin Local Board

25 August 2020

Auckland Transport monthly report to the Franklin Local Board - August 2020

File No.: CP2020/10601

Te take mō te pūrongo

Purpose of the report

1. To update the Franklin Local Board (FLB) about transport related matters in this area including its Local Board Transport Capital Fund.

Whakarāpopototanga matua

Executive summary

2. No decision is required this month. This report contains information about the following:

· the Local Board Transport Capital Fund

· Auckland Transport local and regional projects and activities

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) receive the Auckland Transport monthly update for August 2020.

Horopaki

Context

3. Auckland Transport (AT) is responsible for all of Auckland’s transport services, excluding state highways. We report on a monthly basis to local boards, as set out in our Local Board Engagement Plan. This monthly reporting commitment acknowledges the important engagement role local boards play in the governance of Auckland on behalf of their local communities.

4. This report updates the local board on AT projects and operations in the Franklin Local Board area. It summarises consultations and Traffic Control Committee decisions and includes information on the status of the Local Board Transport Capital Fund (LBTCF) and Community Safety Fund (CSF).

Tātaritanga me ngā tohutohu

Analysis and advice

5. This section of the report contains information about local projects, issues and initiatives. It provides summaries of the detailed advice and analysis provided to the local board during workshops and briefings.

Local Board Transport Capital Fund (LBTCF)

6. The LBTCF is a capital budget provided to all local boards by Auckland Council and delivered by AT. Local boards can use this fund to deliver transport infrastructure projects that they believe are important but are not part of AT’s work programme.

7. Any LBTCF projects selected must be safe, must not impede network efficiency, and must be located in the road corridor or on land controlled by AT, though projects running through parks can be considered if there is a transport outcome.

8. Council’s original resolutions relating to the LBTCF make it very clear that the overall budget allocation for the LBTCF is on the basis that ‘it can be managed by AT within its annual budget’.

9. With the council’s emergency budget now confirmed the LBTCF for the 2020/2021 financial year has been set at $5.0 million, for allocation across the 21 local boards.

10. Allocation will be based on the Local Board Funding Policy.

11. Decisions about the 2021/2022 and 2022/2023 financial years will form part of the long-term plan discussions, but early indications are that these years will also see a more constrained capital programme than prior to the COVID-19 crisis.

12. The specific budget available for the LBTCF in 2021/2022 and 2022/2023 will be determined by the prioritisation of the capital programme through the Regional Land Transport Plan (RLTP) and will be subject to the usual consultation and submission processes.

Community Safety Fund (CSF)

13. As per the previous report, the Community Safety Fund is funded from AT’s safety budget and is dependent on the level of funding AT receives from council. Public consultation and the design work informed by this consultation is progressing, with a view to having projects designed and ready to go, when money becomes available.

14. Local boards will be advised of any change in the funding position that would allow projects to move from design into construction.

Responses to Resolutions

15. The most recent resolutions of the Franklin Local Board are recorded below in bold font, with the AT response directly below each resolution.

Resolution number FR/2020/47

b) requests the inclusion of patronage statistics for the Pukekohe-Waiuku bus and Beachlands/Maraetai bus and ferry in each monthly update.

Route 396 - Pukekohe to Waiuku via Patumahoe

Route 739 - Maraetai to Botany via Beachlands, Whitford, and Ormiston

Table 1: 396 & 739 bus route monthly patronage figures - Jan 2019 – May 2020

Route	2019 year	Jan 2019	Feb 2019	Mar 2019	Apr 2019	May 2019	Jun 2019	Jul 2019	Aug 2019
396	21,102	1,520	1,788	1,933	1,865	2,072	1,592	1,718	1,956
739	70,673	5,350	5,215	5,812	5,234	5,850	5,134	5,857	5,644

Route	Sep 2019	Oct 2019	Nov 2019	Dec 2019	Jan 2020	Feb 2020	Mar 2020	Apr 2020	May 2020
396	1,815	1,706	1,768	1,369	1,450	1,560	1,252	104	772
739	6,105	6,392	7,322	6,758	6,705	6,149	4,320	380	2,300

16. Boardings are the sum of recorded HOP card boardings, paper ticket sales, and free counter product sales (weekdays excluding holidays). Cash fares have not been accepted since 23 March 2020.

17. Please note that patronage for November 2019 was impacted by industrial action by bus companies.

18. April to May 2020 patronage figures are reflective of the COVID-19 level 4 and 3 travel restrictions which were limited to essential service workers and social distancing requirements.

19. Patronage figures will be included on a regular basis as part of AT’s reporting to the Franklin Local Board.

Local Projects and activities

Intersection upgrade on Helvetia Road and Princes Street, Pukekohe

20. In May 2020, work stared on the intersection of Helvetia Road and Princes Street, in Pukekohe to improve safety. Improvements include:

· A roundabout, which is mountable along its outer perimeter that can better manage the movement of motor vehicles.

· Pedestrian refuge islands on all legs, which means making changes to existing pram crossings and the installation of tactile pavers.

· Extending the broken yellow lines on Princes Street and around the intersection to improve visibility.

· Changing kerb lines, road markings and signage, and improving footpaths and lighting.

· Undertaking minor tree trimming and tree removal, as shown in the drawing.

21. The main works are now complete with only minor tidy up taking place until the end of August 2020.

22. A number of issues have been raised by elected members regarding the notification to local residents. These have been have raised with the contractor and engagement reiterated as a critical part of the contracting requirements for contractors.

Tourist Road-Monument Road intersection electronic warning signage

23. Prior to the previous business meeting on the 16th June 2020, communication to the local board was that this project was still being progressed. Since that meeting it has been confirmed that the delivery of this project is impacted by current financial constraints.

24. An update to local board on the status of this project will be provided as soon as decisions around LBTCF funding are confirmed.

Regional Impacts

Integrated Fares

25. On Sunday 26 July 2020, AT Metro's integrated fare system moved to include ferry journeys. This now means that with an AT HOP card, customers will pay for their journey just once instead of separately for each bus, train or ferry trip.

26. Tag on and off each bus, train or ferry as usual, and AT HOP fares will be automatically calculated for the entire journey, removing the cost of connecting bus and train trips in the same zone as the ferry.

27. This will improve the experience for commuters using the ferry from Pine Harbour as connecting bus or train journeys will now be included as part of their fare, if within the relevant zone, as part of their daily commute.

Safer Speeds – A Month On

28. 30^th July 2020 marked one month since AT introduced safer speeds on more than 600 roads across Auckland.

29. As part of AT’s Safe Speeds programme, there are now lower speed limits for Auckland’s city centre, and on some roads in the Rodney and Franklin Local Board areas. Speed limits on approximately 100 other roads across the region also changed on 30 June.

30. A survey of 610 Auckland drivers conducted from 14-22 July shows 61 per cent of respondents support the changes.

• The vast majority (93 per cent) showed a level of concern with the number of death and serious injuries on New Zealand roads.

• Seven in ten (71 per cent) believe the speed limit changes will help reduce the risk and/or severity of injury when crashes occur.

• People were most supportive of speed limit changes near schools and kindergartens (86 per cent support), in local towns and shopping center’s (72 per cent) and on rural roads with high crash rates (71 per cent).

31. More than half of the survey respondents who were aware of the changes felt their travel time had increased. Data shows that within the city centre, the speed limit change has had little to no impact on average journey times.

32. Where increased average journey times have occurred, these have been less than one minute.

33. Setting safe speed limits is just one part of AT’s significant road safety investment between 2018 and 2028. In 2018-19, AT delivered approximately $45 million of safety engineering improvements, as well as increased road safety education.

34. See more about safe speeds: https://at.govt.nz/projects-roadworks/vision-zero-for-the-greater-good/safe-speeds-programme/speed-limit-changes-around-auckland/

AT commits to supplier diversity in Aotearoa

35. AT is committed to driving socio-economic change through procurement by partnering with Māori and Pasifika businesses to deliver transport projects.

36. On the 24July 2020 AT unveiled a new $800,000 upgraded entranceway, driveway and carpark at Makaurau Marae in Mangere – which was completed this month by a 100 per cent Māori-owned business.

37. To ensure supplier diversity, AT worked with an intermediary organisation, He Waka Eke Noa - which facilitates relationships between businesses like AT, and Māori and Pacific-owned businesses. AT also formed a strong partnership with The Southern Initiative (TSI) using its purchasing power to create employment and social enterprise opportunities.

38. The Makaurau Marae work was tendered to He Waka Eke Noa businesses and after four businesses submitted tenders for this work, the contract was awarded to Lite Civil Limited.

39. Supplier diversity is a business process that helps businesses owned by indigenous peoples, minority ethnic groups, women and social enterprises to be engaged in supply chains. It aims to level the playing field - so these businesses have fairer access to customers and markets.

40. The programme has resulted in contracts being let to businesses on the register valued at around $42 million, more than half of them post the COVID-19 lockdown. While the tender needs to be competitive, He Waka Eke Noa has created a more level playing field. It has opened up opportunities for Māori and Pasifika businesses and helped create work for disadvantaged sectors of the community.

41. The project was funded by the Regional Land Transport Plan under the marae and papakainga safety programme and is part of the ‘Better outcomes for and with Māori’ initiative in AT’s Statement of Intent 2018-19 to 2020-21.

Funding confirmed to make school streets safer for children

42. A range of projects will soon be underway making it safer for many Auckland children travelling to school.

43. AT with funding from Waka Kotahi NZ Transport Agency and Accident Compensation Corporation (ACC), will be working together with schools and communities to design projects. Projects could include opening school streets for play, reducing speed outside schools, new pedestrian crossings, and getting more kids riding bikes and walking.

44. Up to 12 schools across Auckland will be involved with Owairaka District School and Sunnyhills Primary School confirmed to take part so far. Other Auckland schools will be given the opportunity to express their interest in the coming months.

45. ACC has committed $1.4 million to AT programmes that will improve safety outside the school gate. In addition to this, AT was awarded just over $840,000 of funding to support additional safety-based school programmes from Waka Kotahi’s Innovating Streets fund. The Innovating Streets fund aims to make our streets safer and more people-friendly.

46. Statistics show that other AT initiatives such as the Travelwise programme are working. For the fourth year running, there have been no deaths for active school aged road users (5-18yrs) on weekdays between 7am-9am and 3pm-5pm.

Project details:

· Safe School Streets Pilot: will use temporary changes to trial safety improvements near the school gate. Once we fully understand what’s needed, a permanent change will be delivered. These changes will be designed together with schools and communities. This could include parking changes, new drop off and pick up zones, new pedestrian crossings, and speed calming measures.

· School speed reduction: will reduce the speed around several schools using temporary changes like street art and planter boxes to reduce the risk of death and serious injury. These changes will be designed together with schools and communities.

· School Streets active mode shift programme: aims to get more children walking and cycling through community bike programmes, walking school buses, and temporary school street closures.

Community bike fund open for applications

47. Community groups around Auckland can now apply for a fund which encourages more people to ride bikes, more often.

48. AT’s Community Bike Fund is now in its third year. The fund is part of AT’s ongoing commitment to support cycling as a transport choice.

49. Past recipients have ranged from learn to ride sessions for women from refugee or migrant backgrounds, to family fun days across Auckland.

50. Grants of between $300 and $5000 are available, with applications open from 13 July 2020 until 23 August 2020.

51. For more information on how to apply visit: https://at.govt.nz/about-us/news-events/community-bike-fund-open-for-applications/

Tauākī whakaaweawe āhuarangi

Climate impact statement

52. AT engages closely with Council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and Council’s priorities.

53. AT’s core role is in providing attractive alternatives to private vehicle travel, reducing the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

54. The impact of information (or decisions) in this report is confined to AT and does not impact on other parts of the Council group.

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

Local impacts and local board views

Auckland Transport consultations

Local Board consultations

55. AT provides the FLB with the opportunity to comment on transport projects being delivered in the local board area.

56. The local board’s views on any proposed schemes are taken into account during consultation on those proposals.

57. In the reporting period from July 2020, only one proposal was put forward for comment by the FLB. The local board transport representative’s views and ongoing communication are recorded in the table below.

Table 2: Local Board Consultations

Location

Proposal

Details and Local Board Feedback

186 Maraetai Drive; 200 Maraetai Drive; 116 Beachlands Road; Opposite 112A Beachlands Road; 28 Shelly Bay Road

New Bus Stops

This was originally circulated to the local board on 14 May 2020 which was reported in the June 2020 report back to the local board including responses from the consultants.

A further response was requested by the local board and the consultant responses are noted below.

Reiterate that they believe the stop at 116 Beachlands Road is in an inappropriate sight, visibility is poor for vehicles travelling South from Beachlands. Also there are existing bus stops at 84 and 140 Beachlands Road, i.e. no one would be walking more than 450 metres to the stop. Can AT advise where the request for a bus stop came from?

The go-live date for the East network required a fast delivery response for the formalisation of minimum operational stops in the Beachlands bus route (739) which didn’t provide enough time for AT to undertake specific direction on stops on the bus route. After the utilisation of the route 739, AT received positive feedback from the public, and they requested for more frequent stops along the route to serve users. 116 Beachlands pair of stops is one of the recommended gap-filling locations due to the number of properties and future housing developments which can benefit from this project.

What plans are there to re-route the 739 service through to Pine Harbour. Given this is the case will this stop still be on the route?

For the immediate future AT does not have the funding to link a direct bus services to Pine Harbour ferry but supports the idea in principle.

AT’s funding for future improvements including serving Pine Harbour ferry is currently very limited and upgrading the services are not a high priority at this time.

Until funding is identified AT does not have the resources to progress and therefore the bus stop is expected to be part of the bus network for the foreseeable future.

Traffic Control Committee resolutions

58. Traffic Control Committee decisions within the FLB area are reported on a monthly basis. In the July 2020 reporting period only one decision in the local board area

Table 3: Traffic Control Committee Decisions

Street	Type of report	Nature of restriction	Decision
White Road / Lockwood Road / Road 1	Permanent Traffic and Parking changes	Shared Path / No Stopping At All Times / Give-Way Control / Edge Line	Approved in principle

Tauākī whakaaweawe Māori

Māori impact statement

59. There are no specific impacts on Māori for this reporting period. AT is committed to meeting its responsibilities under Te Tiriti o Waitangi-the Treaty of Waitangi and its broader legal obligations in being more responsible or effective to Māori.

60. Our Maori Responsiveness Plan outlines the commitment to 19 mana whenua tribes in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them.

61. This plan in full is available on the AT Website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about .

Ngā ritenga ā-pūtea

Financial implications

62. The proposed decision of receiving the report has no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

63. AT’s capital and operating budgets have been reduced following the announcement of the Emergency Budget. Some projects we had planned for 2020/2021 may not be able to be delivered.

64. As outlined in this report, both the Community Safety Fund and the Local Board Transport Capital Fund have been impacted by these budget reductions and in the next few weeks, AT will be able to provide the local board with more detailed information about funding and next steps.

Ngā koringa ā-muri

Next steps

65. AT will provide an update report to the local board next month.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Kenneth Tuai – Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon – Elected Member Relationship Team Manager, Auckland Transport

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Franklin Local Board

25 August 2020

Franklin Rural Halls Funding 2020/2021

File No.: CP2020/11139

Te take mō te pūrongo

Purpose of the report

1. To approve the funding approach for Franklin rural halls in 2020/2021

2. To agree a future funding model based on five-year operational hall plans

Whakarāpopototanga matua

Executive summary

3. The Franklin Local Board directed staff in 2018 to work towards achieving funding equity for the 19 Franklin rural halls that receive annual funding grants based on a legacy targeted rate.

4. In 2019, staff built on the previous Community Voices in Community Places roadmap and commissioned research specifically on current and future needs for service delivery through local and community halls in rural communities.

5. This report has now been finalised as the Rural Halls Future Direction Review.

6. The report recommends strengthening partnerships, focusing on local and specific community needs and to move to a funding model based on operational costs.

7. Staff have developed several funding models for the local board to consider through a series of workshops. This includes one option put forward by the local board to cap funding at $10,000.

8. Given the ongoing financial constraints under the Emergency Budget and the pressure this puts on local board budgets staff are recommending the following approach:

· the Asset Based Services operational budget (ABS OPEX budget) of $191,000 for rural halls is split equally between the 19 halls receiving annual funding for 2020/2021.

· an increase to the management budget for staff to progress work towards five-year operational plans for all rural halls in Franklin.

9. The five-year operational plans will be the basis for the funding model for FY 2021/2022 onwards. They will include physical works cost projections, additional funding sources, hall usage and revenue, funding reserves and the hall committee’s future vision for the hall and the community it serves.

10. This approach will require phasing over consecutive years until five-year operational plans are in place for all halls.

11. Annual funding recommendations will not be put before the local board for approval until such time as the five-year plans are in place. Once these plans are developed, they will form the basis of a future funding model for the 19 hall committees and support community resilience and growth.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve payments to rural halls in 2020/2021 based on the following funding model:

Hall	2020/2021 grant $	Previous grant $	Change $
Awhitu Central Hall	8,736	2,328	+6,408
Glenbrook War Memorial Hall	8,736	15,173	-6,437
Hunua Hall	8,736	10,228	-1,492
Karaka War Memorial Hall	8,736	21,177	-12,441
Matakawau Hall	8,736	11,348	-2,612
Paparimu Hall	8,736	3,969	-4,767
Pukekohe East Hall	8,736	14,551	-5,815
Te Toro Hall	8,736	3,969	+4,767
Waiau Pa Hall	8,736	21,549	-12,813
Waipipi Hall	8,736	4,260	+4,476
Ararimu Hall	8,736	16,674	-7,938
Pollok Hall	8,736	3,304	+5,432
Glenbrook Beach Hall	8,736	9,179	-443
Buckland Community Centre	8,736	15,000	-6,264
Grahams Beach Hall	8,736	5,008	+3,728
Mauku Hall	8,736	5,724	+3,012
Pukeoware Hall	8,736	8,427	+309
Puni Hall	8,736	3,226	+5,510
Ramarama Hall	8,736	5,923	+2,813
Overhead/management budget	25,000	10,000	+15,000
Total	191,000	191,000	N/A

b) support continued work towards a funding model for 2021/2022 and beyond, based on five-year operational hall plans. These plans include actual cost projections, additional funding sources, hall usage and revenue, current funding reserves and the hall committee’s vision for the hall and the community it serves, with no return to the previous funding model based on a legacy targeted rate.

Horopaki

Context

12. There are 31 rural halls in the Franklin Local Board area, 23 of which are operated by community hall committees. The remainder are managed by the Auckland Council Venue Hire team.

13. In Franklin, there are a total of 19 community hall committees receiving an annual funding grant to manage and maintain the halls.

14. Of the 19 hall committees, ten community committees manage council-owned halls, three manage community owned halls on council land, and six manage privately owned halls on privately owned land.

15. The annual grant for each hall committee currently ranges from $2,000 to $21,000 per annum, and all grants are based on a legacy targeted rate levied on households in a set area around the hall.

16. ABS OPEX funding for rural halls in Franklin for 2020/2021 is approximately $191,000. This has, in previous years, been split based on legacy targeted rates levied on each of the 19 rural hall areas, with a portion reserved to fund the management of these halls – including activities such as rubbish collection, capacity building and the annual rural halls hui.

Funding Equity

17. At a workshop held on 17 April 2018, the local board directed staff to develop a proposal for funding equity for the 19 Franklin rural halls that receive annual council funding.

18. The first funding workshop was held on 2 October 2018, at which staff presented four options as the basis for funding. The options were:

· Catchment – reassess the legacy catchment area for the targeted rate around each hall, provide funding from general rates based on an updated catchment area (number of properties).

· Usage – base the annual payment on hall usage.

· Physical works projections – provide a fund for halls based on three-year physical work projections for each hall and issue a three year management contract to each committee.

· Council retains the funding and undertakes all capital and renewals work on the hall - privately owned halls either receive no funding or an equal base level of funding.

19. The board directed that further work should be undertaken on a hybrid funding model, based on hall usage and physical work projections, and also the option for council to retain the funding and do all physical works. Staff presented modelling on the hybrid model at a second workshop. Advice was provided by the Community Facilities team that if council is to undertake all capital works/renewals on the halls, each hall will be considered on a case by case basis.

20. The board did not support any of the options presented and requested staff to include funding models as part of the forthcoming Rural Hall Future Directions report.

Rural Halls Future Direction Report

21. Building on the success of the previous Community Voices in Community Places roadmap, staff commissioned research focusing on council’s rural hall services. This work encompasses how they are managed and operated, funded, and how they meet current and future needs in the context of growth, future priorities and also considers the needs and aspirations of changing communities.

22. This research provides:

· insights on operational requirements to support locally relevant and successful rural halls

· the ability for staff to provide quality advice around funding and support required for these venues to operate successfully and sustainably

· support for local board planning

23. The report recommends that each hall receiving annual funding from council has a five-year operational plan in place detailing physical works projections, which would enable funding to be based on actual costs rather than a legacy funding model.

24. Staff sought feedback from the local board on the findings of the draft report at a workshop on 18 February 2020.

25. The board directed that priority should be given to the development of a more sustainable funding model for the Franklin halls that receive annual funding. To achieve this, further work should be undertaken by staff working alongside the hall committees.

Emergency Budget

26. On 16 July 2020, the Governing Body approved the Emergency Budget, supporting a 3.5 per cent rates increase and noting no reduction in LDI OPEX.

27. Arts, Community and Events staff are therefore recommending that local boards are not required to make reductions in ABS OPEX allocated for funding partner organisations (including rural hall committees), and instead savings will be made through a reduction in services at council-operated facilities.

Tātaritanga me ngā tohutohu

Analysis and advice

28. At a workshop on 19 May 2020, staff presented a proposal to the local board in line with the recommendations of the Rural Hall Future Directions report.

29. An individual five-year operational hall plan would be developed for a small number of halls each year including the following:

· Five-year maintenance cost projections

· Current annual council funding

· Additional regular funding sources

· Current funding reserves held in the bank

· Hall hire revenue

· Hall usage

· Committee vision and objectives, taking into account population growth.

30. Once these plans are developed, they will form the basis of a future funding model for the 19 hall committees.

31. Staff proposed an allocation of Locally Driven Initiatives (LDI) budget of $20,000 per annum to enable this significant work to be carried out over a four-year period, enabling a phased approach.

32. Due to uncertainties around the outcome of the Emergency Budget, the local board suggested it would not be appropriate to commit extra LDI in 2020/2021.

33. At a workshop on 30 June 2020, staff presented a second option for funding rural halls, achievable within existing budgets. This option is to split the total funding equally between all halls (approximately $8,700 each) and leave approximately $25,000 to fund the recommendation from the Rural Halls Future Directions report to develop five-year operational hall plans.

34. The local board put forward a final option to require a $10,000 cap on rural hall funding. Those hall committees falling below the $10,000 threshold would receive the same funding as in previous years, whilst those receiving $10,000 or above would receive a capped payment.

35. An analysis of the advantages and disadvantages of the main funding options put forward to the board is given below:

Table One – Advantages and disadvantages of main options

Option		Advantages		Disadvantages
Option One: Recommended option for 2020/2021 (current year) All rural halls will receive the same level of funding as per total ABS OPEX budget (approx. $8,700 each), with $25,000 remaining from this budget to progress the five-year operational hall plans work from the Rural Halls Future Directions report.		· Each hall will receive an equitable payment · Those halls currently receiving a considerably higher annual grant (up to $21k) will receive a smaller grant and will be required to use funds currently retained in savings accounts to carry out physical works. Should there be no retained funds, these halls could work to increase hall usage for additional revenue, and also look for alternative funding (e.g. ASB, Lotto) with the assistance of staff. · Those halls currently receiving a considerably lower annual grant (e.g.$2k) will receive additional funding, enabling them to carry out additional work on the hall, with less reliance on fundraising and community goodwill. This approach can be implemented for 2020/2021 (current year) funding grants to the hall committees.		· Hall committees receiving a previously larger annual grant may not support a decrease in the annual grant. There is a risk that some committees will hand the management of the hall back to council. · Privately owned halls will be receiving the same annual grant as council owned halls. These privately owned halls were originally given annual grants by the legacy council for the community good, where council does not provide similar facilities in the area. The board may wish to discuss if it still supports this principle. · The annual payments are not based on actual cost projections for the halls, as recommended in the Rural Halls Future Directions report.
	Option Two: Recommended option for long-term funding through five-year operational hall plans The plans will include the following information: · Maintenance cost projections · Regular funding sources · Current funding reserves held in the bank · Hall hire revenue · Hall usage · Committee vision and objectives, taking into account growth.		· Using a five-year forecast will give a more realistic picture to support the hall committees’ planning of the physical works requirements for the halls · Enables the committee to formalize an individual long-term vision for the hall and the community it serves · Annual key performance indicators can be developed in partnership, based on the forecasts and support provided to ensure reporting is easy and adds value for the committee and council. · Using five years’ data will support moving to multi-year management contracts which is less onerous for hall committees than annual funding agreements and provides financial security to respond to change and achieve sustainable operations over time. · This option is in line with the recommendation in the Rural Hall Future Directions report to base payments on actual costs.		· Establishing the asset condition of each hall and capital works required would be time consuming and costly, requiring specialist input. · Refreshed plans would need to be reviewed every five years to ensure the appropriate amount of funding is provided to each hall based on the updated plan.
Option Three: Status quo Hall committees continue to receive annual funding based on legacy rural hall targeted rate		· Hall committees are used to receiving the same amount annually and budget accordingly. · This option provides a higher funding grant to larger halls in more populated areas e.g. Karaka, Waiau Pa.		· Inequitable funding amounts paid to hall committees based on a legacy targeted rate that is no longer relevant and does not take into account inflation. · Hall committees often receive a larger funding grant than required and do not have projects to spend it on, therefore accruing large funds in some cases. · Halls in more remote areas often receive a small funding grant and struggle to maintain their halls without additional funding, often having to rely on fundraising.
Option Four: Implement a $10,000 cap on funding Those committees receiving funding below $10,000 will receive the same funding, those above will be capped at $10,000		· Those halls currently receiving a higher annual grant than the $10,000 cap (up to $21,000) will receive a smaller grant and will be required to use retained funds to carry out physical works. · This approach is more equitable than basing funding payments on a legacy targeted rate which is no longer applicable. · This option can be implemented for2020/2021 (current year). · This approach will result in an increase in the overhead/management budget enabling the progression of the five-year operational hall plans.		· This option does not address the much lower funding allocation of those committees being paid under the $10,000 cap. · The level of retained funds accrued by hall committees may not be sufficient to carry out planned physical works in 2020/2021. · Hall committees receiving a previously larger annual grant may not support a decrease in the annual grant. There is a risk that some committees will hand the management of the hall back to council. · The annual payments for 2020/2021 are not based on actual cost projections for the halls, as recommended in the Rural Halls Future Directions report.

35. Option Four has a significant cost saving of $45,700. However, staff note that this saving is not required under the Emergency Budget and recommend that savings do not come from ABS OPEX funding for partner organisations.

36. For the current year (2020/2021), staff are recommending Option One, the equal split of the available ABS OPEX budget between all 19 halls (approximately $8,700 per hall), retaining $25,000 as an overhead/management budget for staff to focus on the five-year operational hall plans and progress recommendations in the Rural Hall Future Directions report.

37. Distribution of funding under Option One would be the following:

Table Three – Option One: Franklin Rural Halls Payments with Equal Split:

Hall	2020/2021 grant $	GST	2019/2020 grant $	Change $
Council owned hall and land
Awhitu Central Hall	8,736	Exc	2,328	+6,372
Glenbrook War Memorial Hall	8,736	Exc	15,173	-6,437
Hunua Hall	8,736	Inc	10,228	-1,492
Karaka War Memorial Hall	8,736	Exc	21,177	-12,441
Matakawau Hall	8,736	Exc	11,348	-2,612
Paparimu Hall	8,736	Exc	3,969	-4,767
Pukekohe East Hall	8,736	Exc	14,551	-5,815
Te Toro Hall	8,736	Exc	3,969	+4,767
Waiau Pa Hall	8,736	Exc	21,549	-12,813
Waipipi Hall	8,736	Exc	4,260	+4,476

Community-owned halls on council land
Ararimu Hall	8,736	Inc	16,674	-7,938
Pollok Hall	8,736	Exc	3,304	+5,432
Glenbrook Beach Hall	8,736	Inc	9,179	-443

Community-owned halls and land
Buckland Community Centre	8,736	Exc	15,000	-6,264
Grahams Beach Hall	8,736	Exc	5,008	+3,728
Mauku Hall	8,736	Exc	5,724	+3,012
Pukeoware Hall	8,736	Inc	8,427	+309
Puni Hall	8,736	Inc	3,226	+5,510
Ramarama Hall	8,736	Exc	5,923	+3,443
Overhead/management budget	25,000		10,000	+15,000
Total payment	191,000		191,000	N/A
Savings				N/A

38. Option Two is now recommended for 2021/2022 (the next financial year and beyond) to continue rolling out the development of five-year operational hall plans and subsequent funding. The overhead/management budget would continue to support the progression of this work.

39. Staff do not recommend retaining the status quo based on a legacy funding model due to the inequities it creates.

Tauākī whakaaweawe āhuarangi

Climate impact statement

40. Maintaining a network of rural halls across Franklin reduces residents’ need to travel elsewhere for services run out of the halls, reducing carbon emissions associated with travelling.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. The Community Facilities team has indicated that they support the principle of funding halls on the basis of actual costs in the future.

42. Funding for Rural Halls is administered by Community Places with Arts, Community and Events.

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

Local impacts and local board views

43. In a workshop in June 2020, the local board expressed that they supported Option Four to cap funding at $10,000 to create a saving in this ABS OPEX budget.

44. Whilst this is not the recommended staff option, if the local board wishes to approve this option for 2020/2021, the following amendment can be made when passing the resolution:

45. That the Franklin Local Board:

a) approve the following funding for Franklin Rural Halls in 2020/2021:

Hall	Annual grant $	GST
Awhitu Central Hall	2,328	Exc
Glenbrook War Memorial Hall	10,000	Exc
Hunua Hall	10,000	Inc
Karaka War Memorial Hall	10,000	Exc
Matakawau Hall	10,000	Exc
Paparimu Hall	3,969	Exc
Pukekohe East Hall	10,000	Exc
Te Toro Hall	3,969	Exc
Waiau Pa Hall	10,000	Exc
Waipipi Hall	4,260	Exc
Ararimu Hall	10,000	Inc
Pollok Hall	3,304	Exc
Glenbrook Beach Hall	9,179	Inc
Buckland Community Centre	10,000	Exc
Grahams Beach Hall	5,008	Exc
Mauku Hall	5,724	Exc
Pukeoware Hall	8,427	Inc
Puni Hall	3,226	Inc
Ramarama Hall	5,923	Exc
Total payment	135,317
Approximate Savings	45,700

b) support continued work towards a funding model for 2021/2022 and beyond based on five-year operational rural hall plans that include actual cost projections, additional funding sources, hall usage and revenue, current funding reserves and the hall committee’s vision for the hall and the community it serves, with no return to the previous funding model based on a legacy targeted rate.

Tauākī whakaaweawe Māori

Māori impact statement

46. Promoting a sustainable funding model promotes access to the halls for all members of the local board community, including Māori.

Ngā ritenga ā-pūtea

Financial implications

47. Options One, Two, and Three, see no change to the total ABS OPEX budget for rural halls from previous years.

48. Staff advise that there is no recommended requirement to find savings from the ABS OPEX budget for rural halls in Franklin.

49. Option Four results in a saving of $45,700. As in option one, part of this saving could be re-allocated to the overhead budget to progress work towards five-year-plans, or held for re-investment in 2021/2022, depending on local board priorities.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

50. Staff are progressing this work to take long-term steps in the mitigation of the risk presented by legacy funding of rural halls. This funding is not based on actual costs or projections.

51. There is a primary risk associated with all funding options in the reduction of funding for some halls. This is mitigated by the fact that many halls have funding reserves left over from previous years on legacy funding rates.

52. This risk is also best mitigated by Option Two, as long-term funding will be informed by actual cost projections.

53. There is a risk presented by Option Four, as many halls will receive less funding (capped at $10,000), but the savings of this will not be passed on to increase funding for halls that receive less than this cap.

54. The key risk from this decision will be that those hall committees receiving less funding (capped at $10,000) will not have sufficient funding to carry out planned physical works to their hall in the 2020/2021 year.

55. A subsequent risk is that hall committees receiving a lower grant will decide to hand back the management and maintenance of the halls to council. Should this occur, additional resources will be required for council to manage and maintain the halls.

Ngā koringa ā-muri

Next steps

56. The Franklin rural hall committees will be informed immediately in writing of the local board’s decision on funding for 2020/2021. Staff will administer this funding in Quarter 2 of 2020/2021.

57. The local board will formally receive the Rural Halls Future Directions Report in a business meeting, to endorse staff to work towards recommendations.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Jane Cain - Local Board Advisor

Authorisers

Kevin Marriott – Manager Community Places, Arts Community and Events

Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards

Chairperson	Andrew Baker
Deputy Chairperson	Angela Fulljames
Members	Malcolm Bell
	Alan Cole
	Sharlene Druyven
	Lance Gedge
	Amanda Kinzett
	Matthew Murphy
	Logan Soole

Author	Denise Gunn - Democracy Advisor - Franklin
Authoriser	Carol McKenzie-Rex - Relationship Manager for Franklin and Howick Local Boards