Agenda of Parks, Arts, Community and Events Committee

No.	Title	Page
a ⇩	Parks, Arts, Community and Events Committee Forward Work Programme	11
b	MEMO: Boarding House Inspection Programme Update (Under Separate Cover)
c	MEMO: New Zealanders and the Arts - Ko Aotearoa me ona Toi: Research Summary for Auckland (Under Separate Cover)
d	MEMO: Thriving Communities Engagement Findings (Under Separate Cover)
e	MEMO: Library Fines Removal Update (Under Separate Cover)
f	WORKSHOP: Regional Parks Management Plan Review: Key Shifts (Under Separate Cover)
g	WORKSHOP: Marae Infrastructure Programme & Cultural Initiatives Operational Policy (Under Separate Cover)
h	WORKSHOP: Auckland Council Investment in Regional Sports Trust (Under Separate Cover)

Parks, Arts, Community and Events Committee

08 July 2021

Kōmiti Whakarite Parae, Mahi Toi, Hapori, Kaupapa / Parks, Arts, Community and Events Committee
Forward Work Programme 2021

This committee deals with the development and monitoring of strategic policies and action plans associated with regional parks, libraries, arts, communities and events.

The full terms of reference can be found here: Auckland Council Governing Body Terms of Reference

This committee meets bi-monthly commencing in March 2021

Area of work and Lead Department	Reason for work	Committee role (decision and/or direction)	Expected timeframes Highlight the month(s) this is expected to come to committee in 2021
Area of work and Lead Department	Reason for work	Committee role (decision and/or direction)	no meeting	Mar	No meeting	May	No meeting	Jul	No meeting	Sept	No meeting	Nov	No meeting	2022
The Demographic Advisory Panels Democracy and Engagement	The six demographic panels will engage and report to the committee on a regular basis. The Panels play a key role in influencing council policies, plans and initiatives	Decision: Endorsement of panel strategic work programmes. Expecting this to be split across two meetings. Co-chairs to present where possible. Progress to date: Demograpic Advisory Panel work programme Link to decision				ü

Regional Sport and Recreation Facilities Operational Grant	Allocate $1,023,000 per annum (allowed for in the LTP) following community Access Scheme being repurposed to a contestable grant	Decision: funding allocation approval for 2021/2022
Community Access Scheme Parks, Sports and Recreation	Review of the Community Access Scheme. The review will also seek evidence to determine whether the current funding agreements are being used in the most strategic and effective way to address the greatest access needs in the system. Reports: · Community Access Scheme Review - extension to current funding agreements · Community Access Scheme Review	Decision: to approve the extension of the current Community Access Scheme funding agreements for one year, from 1 July to 30 June 2021, while a review of the scheme continues. Progress to date: Extension of the current Community Access Scheme funding agreements for one year 20 August 2020 link to decision Approve repurposing the existing Community Access Scheme to a contestable operational grant 10 December 2020 link to decision
Sport and Recreation Strategic Action Plan Parks, Sports and Recreation	Status report on implementation plan	Update: implementation and progress update, joint report with the Parks and Open Spaces Strategic Action Plan update
Sport and Rec Strategic Partnership Grant to Aktive Auck Sports Recreation Parks, Sports and Recreation	Approval of $552,000 strategic partnership grant to Aktive Auckland & Sport to deliver on agreed priority initiatives.	Update: will be provided to the committee via memo
Aktive and the Auckland Regional Sports Trusts Parks, Sports and Recreation	Approval of $552,000 strategic partnership grant to Aktive Auckland & Sport to deliver on agreed priority initiatives.	Decision: allocation of strategic partnership grant funding				July
Regional Sport and Recreation grants programme Parks, Sports and Recreation	Review of previous grants allocation and recommendation for next round	Decision: funding allocation approval for 2021/2022
The Sport & Recreation Facility Investment Fund Parks, Sports and Recreation	Purpose of the fund is the allocate $120 million over ten years to support the development of regional and sub-regional sport and recreation facilities across Auckland.	Decision: funding allocation approval for 2021/2022
Golf Investment Plan Community and Social Policy	Council’s strategic approach to outcomes, priorities and investment in golf.	Decision: approval to consult publicly on a draft investment plan
Options to expand revenue streams for sport facilities investment Community and Social Policy	Provide strategic direction to expand revenue streams to fund future sports facilities investment in the draft Sports Facilities Investment Plan	Decision or Update Direction to expand revenue streams to fund future sports facilities investment in the draft Sports Facilities Investment Plan
Active Recreation Investment and Visitor Experience Community and Social Policy	Councils strategic approach to outcome, priorities and investment for active walking, cycling, waterways and visitor experience on open space, parks, and regional parks	Decision: on scope and phasing
Takaro – Investing in play discussion document Community and Social Policy	Development of a play investment plan	Decision: consider and approve for public release - timing to be confirmed
Regional Parks Management Plan Review Regional Service Planning, Investment and Partnerships	Reserve Act Classification update for Regional Parks	Decision: Reserves Act classifications
Regional Parks Management Plan Review Service Strategy and Integration	Statutory review of the omnibus regional parks’ management plan Reports: · Regional Parks Management Plan - approval to notify intent to prepare new plan	Decision: consider and approve scope, phasing and engagement approach Progress to date: Public notification of discussion paper for consultation 20 August 2020 link to decision Information Memorandum – Regional Parks Management Plan 15 October 2020 link to memo
Auckland Paths Parks, Sports and Recreataion	Report on implementation plan	Inform: note progress (workshop or memo) - Timing to be confirmed			X
Governance of Colin Dale Park Community and Social Policy	To decide on the governance arrangements for Colin Dale Park. The loical board has asked that the committee consider regional governance for the park.	Decision: Agree whether or not Colin Dale Park should be regionally governed. Progress to date: Agreement to lease and subsequent lease for The Colin Day Kartsport Development Charitable Trust 11 March 2021 link to decision		ü
One Local Initiatives (OLIs)
One Local Initiatives Community and Social Policy, as well as Community Facilities	Status update on non-transport “One Local Initiatives”.	Inform:update on progress and implementation
Economic Development
The Southern Initiative (TSI) Chief Planning Office	Provide an update on both the The Southern Initiative and The Western Initiative approach, priorities and achievements.	Inform: Strategic direction regarding both the Southern Initiative and the Western Initiative approach to social and community innovation in South Auckland and West Auckland.				x
Social, Community, Cultural Services and Infrastructure
Marae Programme Māori Outcomes	Council partners with marae in a number of ways. A large part of the marae programme across council is in two parts - the Marae Infrastructure Programme, which seeks to deliver safe, healthy and warm marae, and the Cultural Initiatives Fund, which is a contestable grant open to marae and papakāinga. The interim guidelines for both programmes have been adopted by PACE. Both are due for review. . Reports: · Marae Infrastructure Programme- Funding Allocation Guideline · Cultural Initiative Fund · Te Atatū Marae – land tenure	Decision: adopt revised/updated guidelines for Marae Infrastructure Programme and Cultural Initiatives Fund Progress to date: Marae Infrastructure Programme – Interim Funding Guideline 13 February 2020 link to decision Revise out of date resolutions in relation to the development of a marae on Te Atatū Peninsula 15 October 2020 link to decision				July
Cultural Initiatives Fund Māori Outcomes	The Cultural Initiatives Fund is open annually for applications for marae and papapkainga housing. This report will provide an overview of the process, applications and recommend decisions on grants for committee endorsement Reports: · Cultural Initiative Fund	Decision: confirm the grants to be made to marae and papakāinga housing from the CIF contestable grant round for 2021/22 Committee for their consideration by mid-2020. Progress to date: June deferred to August Cultural Initiatives Fund grants for marae pakāinga/ Māori housing 2020/2021 20 August 2020 link to decision
Māori Outcomes Framework Nga Matarae	Development of the Māori Outcomes Framework to guide Council’s evolved approach to achieving outcomes for Māori	Decision: July report on the final measures for ‘Kia Ora Tāmaki Makaurau – a Māori performance measurement framework November – quarter 1 report on measures Progress to date: Māori outcomes framework - Kia ora Tāmaki Makaurau 20 August 2020 link to decision
Community Facilities Network Plan and Action Plan Service Strategy and Integration	Update on progress of delivery. Priority actions will be reflected in 2019/2020 work programmes and draft 2020/2021 work programmes subject to available resources	Consider: Annual update on progress of the Community Facilities Network Plan Delivery. Progress to date: Report progress on implementation of the Community Facilities Network Plan Action Plan (2019) 15 October 2020 link to decision
Facility Partnerships Policy Implementation Regional Service Planning, Investment & Partnerships	Update and approval of facility partnership opportunities progressed through the application of the Facility Partnerships Policy	Consider:
Citizens Advice Bureaux Services Regional Service Planning, Investment & Partnerships (Arts, Community & Events)	Review of the Citizens Advice Bureaux Services Staff to negotiate new funding and strategic relationship agreements with Auckland Citizens Advice Bureaux Services (ACABx) for the 2019-2021 period. This will also include working with ACABx to develop a regional network service provision framework to be completed by 30 September 2020. Reports: · Formation of a political advisory group for the Citizens Advice Bureaux Service Framework	Decision:on review Progress to date: Form Citizens Advice Bureaux Service Framework Political advisory group 13 February 2020 link to decision Update about development of the Citizens Advice Bureaux (CAB) regional service provision framework nd CAB insights report 15 October 2020 link to decision
Graffiti Prevention Action Plan Regional Service Planning, Investment & Partnerships (Arts Community & Events)	A regional, integrated approach to preventing graffiti vandalism was confirmed through the 2012 Auckland Graffiti Vandalism Prevention Plan. This approach has been reviewed and updated in 2019, in the context of a refreshed approach to prevention and enforcement and an acknowledgment of the significant success of the rapid removal methodology.	Decision: on the strategic direction
Homelessness Arts, Community & Events & Community & Social Policy	Implementing position and role on homelessness Reports: · Implementing a cross-sectoral approach to homelessness	Decision:on council commitment and implementation action Progress to date: June 2020 – deferred to August Endorsement of the Kia Whai Kāinga Tātou Katoa (Auckland’s regional cross-sectoral homelessness plan) Strategic Framework 20 August 2020 link to decision Update on COVID19 and post-COVID19 support for people who are homeless 20 August 2020 link to memo A Night Shelter in Auckland 15 October 2020 link to memo Snapshot Homelessnes Statistics 13 May 2021 link to memo
Safe Communities Regional Service Planning, Investment & Partnerships (Arts Community & Events)	In February 2019 the Community Development and Safety Committee endorsed the draft application (COM/2019/2), and Auckland became and accredited Safe Community in May 2019. This is now in operation through the Safety Collective Tamaki Makaurau I Auckland of which Auckland Council is a member.	Decision: On strategic direction. The committee will be asked to consider and endorse the work of the Safety Collective since Safe Communities Accreditation was achieved in mid-2019. Consider: Committee-police regular engagement via this committee. Progress to date: 20 August 2020 deferred to October 2020 The Safety Collective, 20 August 2020 link to memo Public Input from the Safety Collective Tamaki Makaurau 15 October 2020 Link to decision
Regional Event Fund Grants Allocation Regional Service Planning, Investment & Partnerships (Arts, Community & Events)	Regional Events grants 2019/20 Round 2 - 2020/21 Round 1 Two rounds per year The two annual funding rounds held in recent years have been combined into one round for the 2020/2021 year Reports: · Regional Event Fund Grants Allocation 2019/2020 - Round Two, Strategic Priorities · Regional Event Fund Grants Allocation 2020/2021	Decision: Funding allocations for the regional event fund 2019/2020 round two and 2020/2021 round one for approval. Progress to date: Grant allocations for 2019/2020 Regional Event Fund round two 13 February 2020 link to decision Report June 2020 – deferred to August Grant allocations for the 2020/2021 Regional Event Grant Programme 20 August 2020 link to decision
Regional Arts & Culture Grants Regional Service Planning, Investment & Partnerships (Arts, Community & Events)	Regional Arts & Culture grants 2019/20 Round 2 2020/21 Round 1 Two round per year Reports: · Regional Arts and Culture grant allocation: Round two 2019/2020 · Regional Arts and Culture grant allocation 2020/2021	Decision: Funding allocations for the regional arts and culture fund 2019/2020 round two and 2020/2021 round one for approval. Progress to date: Workshop to review grant priorities scheduled for May 2020 June 2020 – deferred to August ??? 2019/2020 Regional Arts and Culture grants programme 20 August 2020 link to decision 2020/2021 Regional Arts and Culture grants programme 10 December 2020 link to decision
Regional Community Development Grants Regional Service Planning, Investment & Partnerships (Arts, Community & Events)	Regional Community Development grants 2019/2020 – one round per year Reports: · Regional Community Development grants 2019/2020 · ACE regional contestable grants priorities FY 20/21 · Regional Community Development grants 2020/2021	Decision: Funding allocations for the regional community development fund 2019/2020 for approval. Progress to date: Allocations for the Regional Community Development grants 2019/2020 13 February 2020 link to decision Regional Arts and Culture, Events, and Community Development grants programmes FY2020/2021 – 2021/2022 20 August 2020 link to decision Allocations for the Regional Community Development grants 2020/202110 December 2020 link to decision
Arts & Culture Work Programme FY22 Regional Service Planning, Investment & Partnerships	To present the Arts & Culture work programme for approval for FY22. This will include public art outside the city centre. Note:public art within the city centre will be considered by the Planning Committee.	Decision
Regional Events Work Programme FY22 Regional Service Planning, Investment & Partnerships	To present the regional events work programme for FY22 July 2021	Regional Events Work Programme FY22 Regional Service Planning, Investment & Partnerships						sept
Implementation of improvements resulting from the review of the Community Occupancy Guidelines 2012 Community & Social Policy	The committee resolved that staff report back on the implementation of approved improvementsresulting from the review of the Community Occupancy Guideline 2012.	Decision: current state review and agree next steps				sept
Intercultural Cities Network Community & Social Policy	Consideration of a proposal to join the Intercultural Cities Network to support implementation and monitoring of progress on ‘Inclusive Auckland’ actions.	Decision: Consider and decide whether Auckland should be a member of the network
Investing in Aucklanders (Age Friendly City) Community & Social Policy	Identify issues and opportunities for an inclusive friendly city The pilots will be designed and implemented over the next 18 months. Regular progress updates will be provided to this Committee.	Direction: on the approach to a friendly, inclusive, diverse city. A draft Auckland Age-friendly Action Plan will be presented to PACE for approved consultation in early 2021. A final Action Plan is expected to come to PACE for endorsement in late 2021
WHO Age Friendly City Community & Social Policy	To develop an Age-friendly plan for Auckland and join the WHO Age-Friendly Cities and Communities Network	Decision: on the Age-friendly plan to join the WHO Age-Friendly Cities and Communities Network Progress to date: Update on the Age-friendly Auckland Project, Tāmaki tuawhi kaumatua – 15 October 2020 link to memo
Thriving Communities Plan Refresh Community & Social Policy	To implement the improvements identified in the 2018 Thriving Communities Status report including a refresh of the Thriving Communities Plan	Direction approve draft plan for public consultation
I am Auckland Implementation and Evaluation Plan monitoring Community & Social Policy	Annual implementation and evaluation report	Direction: approve three year status review
Grant Policy Monitoring Community & Social Policy	Audit of the application of the Grants Policy	Decision: on audit results
Toi Whitiki / Arts and Culture Strategic Action Plan Strategy? Community and Social Policy	Review of progress made on Toi Whitiki strategy. What has been achieved, what isworking well and what needs to change to improve investment and outcomes.	Decision: approve current state review and agree next steps
Mt Albert Pool Indicative Business Case Community and Social Policy	Indicitive Business Case approved for preparation.	Decision: approve preferred option
Alcohol Strategy three yearly review Community and Social Policy	Three year review is due	Decision: approve refreshed alcohol strategy Progress to date: 2021 Review of the Strategy to Minimise Alcohol Harm 13 May 2021 Link to decision				ü
Smokefree Update Report Community and Social Policy	Smokefree report back is due	Decision: approve priorities for 2021/2022				July		Sept
Public Art Policy Community and Social Policy	Review of the Public Arts Policy: what’s working what’s not. Decisions relating to major public arts Staff will report back to the committee on implementation progress within 18 months.	Decision:
Investigation in North-west Community Provision Community and Social Policy	Investigation to identify andy current gaps in services or facilities or in the future Reports: Indicative Business Case: Aquatic Provision in Northwest Auckland	Decision: on investigation findings Progress to date: Business case for a destination aquatic facility with leisure components 10 December 2020 link to decision
Libraries and Information Services
Community Facilities Network Plan Sub Action: Central library strategic review Libraries and Information and Community Social Policy	A strategic review of the Central Library has been commissioned to understand how the current building can meet future need and demand for services, assess the Central Library’s current and potential future role in the region, and guide decision making about future investment and development opportunities Reports: · Investigtion of the central library	Decision: consider the strategic review and decide on the direction of the plan, as well as receive the strategic review Progress to date: Approval to develop a indicative business case for the central library / Tāmaki Pātaka Kōreo 10 December 2020 link to decision Memo – Central City Library Closure 6 April 2021 link to memo Memo – Central Library Closure Update – 9 April 2021 link to memo Memo – Central Library Closure Update – 20 April 2021 link to memo
Fines and Charges Libraries and Information	Case developed for removing overdue fines from Auckland Libraries	Decision: to move case forward for consideration
Libraries Libraries and Information	Work around the integration with customer services	Decision: on matters relating to regional aspects of the proposed integration (local boards will decide on local outcomes)
Investment and 10-Year Budget work programme
Community Facilities Network Plan priorities for Long-term Plan consideration Service Strategy and Integration	Indicative business cases for CFNP priority actions to consider as part of the 2021-2031 Auckland Council Long-term Plan	Decision: on indicative business cases relating to CFNP priorities. LTP – have a separate process
Strategic acquisition issues and opportunities Community and Social Policy	Understanding current acquisition issues and options.	Inform:
Growth programme Community and Social Policy	Update on proposed growth funding allocation for 2021-2022	Decision: on growth funding allocation
OTHER
Convention on the Elimination of All Forms of Discrimination against Women.	In early 2019, council affirmed its commitment to advancing the goals of the Convention on the Elimination of all forms of Discrimination against Women (CEDAW).	Inform:
Food Policy Alliance Community and Social Policy	To consider food policy alliance	Decision: on food policy alliance
Community Engagement Democracy Services & Communication and Engagement	Community engagement, advance participatory democracy	Inform: progress and issues associated with enhancing community engagement and participation (Significance and Engagement Policy) (workshop):

Completed

Lead Department	Area of work	Committee role (decision and/or direction)	Decision
Regional Sport and Recreation grants programme 2018/2020 Parks, Sports and Recreation	Review of previous grants allocation and recommendation for next round Regional Sport and Recreation Grants Programme 2020/2021 · opens for applications on 24 January 2020 closes on 6 March 2020 · allocating $508,00 from July 2020, in accordance with the Community Grants Policy 2014. allocating $508,000 from July 2020, in accordance with the Community Grants Policy 2014.	Decision: on sport and recreation grants programme objectives and approach	allocation of funding 2020/2021. approve funding budget of $508,000. 20 August 2020 link to decision
Youth Centres Review Community & Social Policy	Review councils assistance to youth centres Reports: Youth Centre Investigation	Decision on review findings	council’s support to youth centres and non-council youth services 11 June 2020 - link to decison

Lead Department

Area of work

Committee role

(decision and/or direction)

Decision

Regional Sport and Recreation grants programme 2018/2020

Parks, Sports and Recreation

Review of previous grants allocation and recommendation for next round

Regional Sport and Recreation Grants Programme 2020/2021

· opens for applications on 24 January 2020 closes on 6 March 2020

· allocating $508,00 from July 2020, in accordance with the Community Grants Policy 2014.

allocating $508,000 from July 2020, in accordance with the Community Grants Policy 2014.

Decision: on sport and recreation grants programme objectives and approach

allocation of funding 2020/2021.

approve funding budget of $508,000.

20 August 2020 link to decision

Youth Centres Review

Community & Social Policy

Review councils assistance to youth centres

Reports:

Youth Centre Investigation

Decision on review findings

council’s support to youth centres and non-council youth services

11 June 2020 - link to decison

Parks, Arts, Community and Events Committee

08 July 2021

Economic Development Action Plan 2021-24

File No.: CP2021/06449

Te take mō te pūrongo

Purpose of the report

1. To present a summary of feedback and subsequent changes to the draft Economic Development Action Plan: Auckland Council group’s role in Auckland’s recovery 2021-24 (the Plan) and to present the final Plan for the Parks, Arts, Community and Events Committee approval.

Whakarāpopototanga matua

Executive summary

2. The council and its council-controlled organisations (CCOs) have worked collaboratively to develop the Economic Development Action Plan: Auckland Council group’s role in Auckland’s recovery 2021-24. The Plan defines and agrees, for the next three years, the council group’s economic objectives and priorities and determines a coordinated course of action. The Plan is limited to actions that are within the remit of council and CCO activities.

3. The Plan aligns with the 10-year budget and will inform the work programmes of relevant CCOs. The work is supported by the chief executives of council and all substantive CCOs.

4. The Plan details 25 action areas within six themes as outlined in Attachment A. It reflects the guiding principles of transitioning towards a regenerative and low carbon economy, supporting economic opportunities for Māori, and responding to our communities of greatest need.

5. The Plan framework was workshopped with the PACE committee on 24 March and a draft Plan was presented to this committee on 13 May for receipt and feedback.

6. Since then, there has been targeted engagement on the draft Plan, including with iwi, local boards, advisory panel members and staff across the council group. Feedback was received until 18 June 2021.

7. The most frequent comments received through the feedback were centered around:

· support for the guiding principles and a need for greater visibility of their application in the Plan

· lack of adequate support for local boards in delivering local economic outcomes, including concerns with prioritising some localities over others

· visibility of some communities (e.g., disabled, seniors) and their value add to Auckland’s economy

· support for the group’s sustainable/social procurement objectives

· desire for the Plan to be more ambitious and reflect our changing economic environment

8. Changes have been made to the draft Plan to address this feedback. Key improvements to the document also include development of a comprehensive monitoring framework, application of the guiding principles and future considerations beyond the scope of the Plan.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) approve and adopt the Economic Development Action Plan: Council’s role in Auckland’s recovery 2021-24.

Horopaki

Context

9. In August 2020, the CCO Review Panel delivered its report containing 64 recommendations, which were endorsed in full by the Governing Body. The review stated that council and all substantive council-controlled organisations should together define the economic outcomes for Auckland and agree on how to achieve and measure them. The review also acknowledged the need for better coordination and definition of responsibilities for local economic development within the council group. The Economic Development Action Plan 2021-24 forms part of council group’s response to that review.

10. The Plan is not a long-term strategy. The priorities and focus over the next three years, however, consider direction from our existing strategies i.e., the Auckland Plan 2050, Economic Development Strategy 2012, Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and Kia Ora Tāmaki Makaurau: Council’s Māori Outcomes Framework.

Tātaritanga me ngā tohutohu

Analysis and advice

11. Comprehensive background work to support the development of the Plan was completed by the Chief Economist Unit (CEU), the Auckland Plan Strategy & Research Department (APSR) and Auckland Unlimited. An extensive review of plans and strategies across the council and CCOs to identify common economic development themes was also undertaken. This foundational work formed the basis for six themes:

· Destination Tāmaki Makaurau: attracting people and investment

· Local Tāmaki Makaurau: enabling thriving local economies

· Skilled Tāmaki Makaurau: supporting quality jobs and skill development

· Future Tāmaki Makaurau: preparing businesses for the future

· Enabled Tāmaki Makaurau: infrastructure that enables economic development

· Enabled Tāmaki Makaurau: regulations that enable economic development.

12. This framework was workshopped with the PACE committee on 24 March 2021 and the draft Plan developed and presented to committee on 13 May 2021. Since then, significant work has been done to revise and refine the Plan based on consultation with and feedback received from a range of groups. This has included:

· formal feedback received via workshops and meeting resolutions from 18 Local Boards

· feedback received (via meeting and written) from 5 Auckland Council Advisory Panels

· feedback received from 3 Iwi groups.

· feedback from other groups including the Auckland Policy Office and the Auckland Unlimited Board.

13. Around 350 feedback points were received with local boards representing most of the feedback (74%). Our youth, ethnic, seniors, disability and Pacific People advisory panels and Iwi provided well considered and valuable input. In addition, elected members and staff across the council group contributed at various stages in the development of the Plan.

14. A detailed analysis of the feedback grouped responses by topics of feedback, themes, and sentiment (support/concern). The most mentioned theme of the Plan was Local Tāmaki Makaurau. Concerns were most often expressed in the Destination theme, largely related to too much focus on the City Centre. Least concerns were raised in Skilled Tāmaki Makaurau.

15. Other than general feedback, the most frequently mentioned topics were skills (support for communities of focus), local board support, destination management and local economic places. The most frequent comments were centered around:

· support for the guiding principles and a need for greater visibility of their application in the Plan

· lack of adequate support for local boards in delivering local economic outcomes, including concerns with prioritising some localities over others

· visibility of some communities (e.g., disabled, seniors) and their value add to Auckland’s economy

· support for the group’s sustainable/social procurement objectives

· desire for the Plan to be more ambitious and reflect our changing economic environment

· unclear connections between the commentary, levers, outcomes and actions.

16. As a result of feedback and ongoing Plan refinement, the following key changes have been made:

· consolidation of some actions and addition of some new actions

· providing a clearer link between the actions and the outcomes they aim to achieve

· a clearer link between council levers and the actions

· the introduction of a ‘Plan on a page’ as a one-page overview of key Plan content

· clarity and further detail on the application of the guiding principles

· details of the Plan’s monitoring framework and associated measures.

17. The Plan now contains detailed sub-actions that sit under 25 action areas within the six themes defined in the original framework. Of these sub-actions:

· the majority are led by either Auckland Council or Auckland Unlimited.

· just under half are categorised as current activity (BAU) while the remainder are either an enhancement of current BAU or new activity.

· over half of the actions support one or more of the guiding principles.

18. The monitoring framework is now detailed in the Plan to ensure its successful implementation. This framework includes three layers of evaluation and aligns with existing measures and council group reporting processes and timelines. The three layers are:

· strategic outcomes: measured and reported annually through existing strategy frameworks (i.e. Auckland Plan 2050 scorecard, Māori Outcomes report, and Auckland Climate Plan indicators of progress).

· the Plan’s theme objectives: using measurable progress indicators against the 6 theme objectives. Lack of progress or improvement of these indicators gives us the opportunity to evaluate the influence or focus of our actions.

· the Plan’s actions: The accountable CCO or council directorate (action owner) will report progress on the deliverables. Where applicable, performance measures and targets from the 10-year budget and/or Statement of Intents are aligned to the actions.

19. Reporting against the council group delivered actions, performance measures and progress indicators will occur annually to both the CCO Chief Executive’s group and the Parks, Arts, Community and Events Committee, in line with Annual Plan and Statement of Intent reporting (beginning August 2022 and each year thereafter).

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan provided direction to the development of the Plan, aspiring to a more resilient economy that is regenerative, inclusive, local and enables Aucklanders to thrive.

21. The Plan embedded the guiding principle of ‘transitioning to a regenerative and low carbon economy’ into each of its six themes. The development of actions are underpinned by kaitiakitanga and considers how resources used give back to nature and increase value through reuse and renewal. Where applicable, actions broadly encourage a decrease in greenhouse gas emissions, low carbon products and services, climate innovation, and less dependency on natural resources.

22. The actions presented in the Plan have been assessed by the Chief Sustainability Office to determine how each sub-action contributes to a regenerative and low carbon economy. The results of this assessment have been summarised in the final Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. The Plan responds to the CCO review recommendation for council and all CCOs to together define the economic outcomes for Auckland and agree on how to achieve and measure them. The actions in the Plan have been developed by representatives from a range of council departments and all CCOs. Actions are shared and accountabilities of council and each CCO is well defined. Some CCOs have a more active role than others.

24. The scope of the Plan is limited to actions that are within the remit of council and CCO activities. A review and discussion document of the council groups levers that materially contribute to economic development formed the basis for this Plan.

25. The Plan has been endorsed by the Chief Executives of the council and all substantive CCOs and is reflected in each Statement of Intent (2021-24). The accountable CCO or council directorate are responsible for including the actions in their work programmes and within their existing budgets and will report progress on the deliverables.

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

Local impacts and local board views

26. Each theme of the Plan will have a local impact, acknowledging the interdependency of local economies and the regional economy. The Plan includes the focus area ‘Local Tāmaki Makaurau: enabling thriving local economies’ and has been informed by the recent local board plans’ local economic priorities.

27. The Local Tāmaki Makaurau theme seeks to clarify what the Auckland Council group can do to support the local economies of Auckland within existing resources. This includes actions around regenerating our town centres, support for local boards, establishing a consistent approach to local economic places, and support for local businesses.

28. The draft Plan was considered at all local board business meetings and/or workshops in May and June with written feedback by formal resolution provided to the project leads by 18 June 2021. Feedback from 18 of our local boards represented the majority of all feedback.

29. Most of the feedback was supportive of the overall direction of the Plan, particularly in relation to the Plan’s guiding principles and a focus on our communities of greatest need. However, there remains concerns around the lack of adequate support for local boards in delivering their local economic outcomes, including concerns with prioritising some localities over others.

30. The Plan acknowledges the significant role of local boards in local economic development and the continued concerns raised by local boards for local economic development support from the Auckland Council group. Some of the concerns are in part met through actions within the Plan, however, some issues remain outside of the scope of the Plan and current resourcing.

Tauākī whakaaweawe Māori

Māori impact statement

31. Kia Ora Tāmaki Makaurau has provided direction to the development of the Plan, in particularly, the Kia ora te Umanga mahi objective of supporting economic opportunities for Māori businesses and Iwi organisations. The Plan has also considered direction from the Auckland Plan 2050, the Mana Whenua Forum’s strategic plan and IMSB’s Issues of Significance (2017) as they relate to Māori economic development.

32. The Plan has embedded the guiding principle of ‘supporting economic opportunities for Māori’ into each of its six themes. The actions have been assessed on how they consider partnership opportunities with mana whenua and mataawaka, focus on equity and addressing systemic barriers, and identify new economic opportunities for Māori. A summary of this assessment is provided in the final Plan.

33. The project team have communicated with Iwi from the commencement of the project (January 2021) to determine and initiate the preferred process of engagement for each Iwi. The draft Plan was sent to all Iwi for input and feedback through to 18 June 2021, and all Iwi were individually followed up to prompt feedback.

34. Follow up conversations were had with several Iwi representatives, with formal feedback provided from 3 Iwi groups, providing valuable insight into the significant contribution that mana whenua already make to Auckland’s economy including initiatives underway with Auckland Council. These Iwi have expressed a desire to continue to work with the Council group, particularly in the implementation of this Plan. Some of the matters raised are broader and deeper than the scope of this Plan and will be followed up through existing engagement channels including Relationship Agreements.

Ngā ritenga ā-pūtea

Financial implications

35. The scope of the Economic Development Action Plan 2021-24 states that actions will be funded within the existing 10-year budget 2021-31 and therefore no additional funding is required. The Plan identifies some actions that rely on external funding sources and partnerships.

36. At the advice of the finance division, budget alignment is demonstrated in the Plan by the Long Term Plan 2021-31 activity area and the respective CCO and/or council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. The Plan outlines actions that require a commitment from the responsible CCO / council directorate to include in their work programmes and within their existing budgets. The monitoring framework includes annual progress reporting (deliverables and measures) to ensure effective implementation of the Plan.

38. This Plan is an internal document, outlining work to be done within the remit of council and its CCOs. The content of the Plan builds on earlier consultation undertaken in the development of key strategies that have provided direction. Input and feedback for the Plan has therefore been targeted to key groups.

Ngā koringa ā-muri

Next steps

40. The Plan will require some minor corrections or edits to the attachment presented, including an addition of te reo headings, before being published on the Auckland Council website.

41. The Economic Development Action Plan: Auckland Council group’s role in Auckland’s recovery 2021-24 will be distributed to the groups that have been engaged from the commencement of the project.

42. The project leads will respond, where appropriate, to groups that have provided feedback to follow up on any outstanding issues or further opportunities as they relate to Tāmaki Makaurau’s economic development.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Economic Development Action Plan July 2021	31

Ngā kaihaina

Signatories

Authors

Janelle Breckell - Principal Strategic Advisor

James Robinson - Head of Strategy and Planning, Auckland Unlimited

Authorisers

Jacques Victor – General Manager Auckland Plan Strategy and Research

Claudia Wyss - Director Customer and Community Services

Parks, Arts, Community and Events Committee

08 July 2021

Kia Ora Tāmaki Makaurau - Māori Outcomes Performance Measurement Framework

File No.: CP2021/09458

Te take mō te pūrongo

Purpose of the report

1. To seek approval of ‘Kia Ora Tāmaki Makaurau – Māori Outcomes Performance Measurement Framework’.

Whakarāpopototanga matua

Executive summary

2. This report presents Kia Ora Tāmaki Makaurau – a Māori outcomes performance measurement framework (the Framework) for final approval. The Framework was approved as draft in August 2020 subject to the performance measures being finalised.

3. The Framework aligns with the Auckland Plan’s ‘Māori Identify and Wellbeing outcome’ and the 10 Māori Outcome Strategic Priorities in the 2018-2021 Long-Term Plan (LTP).

4. Included in Kia Ora Tāmaki Makaurau are Mana Outcomes for each priority. The Mana Outcomes identify what matters most for Māori in Tāmaki Makaurau. The Mahi Objectives set out how the council group will contribute to the Mana Outcome.

5. A core purpose of the Framework is to set performance measures to monitor the council group’s progress towards delivering Māori outcomes through the Mahi Objectives and more broadly the Mana Outcomes. The proposed measures are attached in Kia Ora Tāmaki Makaurau (Attachment A).

6. While developing the performance measures, it was critical to consider:

· whether the measure was able to be defined or clearly scoped

· the relevant data was available and accessible to support the measure

· a supporting process was already in place to collect the data, or could be introduced relatively easily

· how the measure aligned across the reporting cycles including the 3-yearly review of the LTP measures.

7. The first year of monitoring the Framework will create an evidence baseline for the council group to assess its performance in delivering on Māori Outcomes. This baseline draws on data and information that is currently being collected across the council group or can be easily introduced.

8. Ongoing refinement and review of the Framework and performance measures will continue to build the evidence base and better reflect progress on the Mana Outcomes. Subsequent reviews will lift the performance reporting standard by including a mix of qualitative and quantitative measures and incorporating key indicators for each priority outcome.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) approve ‘Kia Ora Tāmaki Makaurau – Māori Outcomes Performance Measurement Framework’ including the performance measures.

Horopaki

Context

9. In 2012, the Governing Body confirmed the council’s policy position on the Treaty of Waitangi through Whiria Te Muka Tangata, the Māori responsiveness framework.

10. Ngā Mātārae undertook a review of the Māori Responsiveness Framework and found that while the council’s internal capability to respond to Māori had improved, there was a need to transition from internally focused responsiveness to an external focus on outcomes for and with Māori.

11. Kia Ora Tāmaki Makaurau is an evolution of the Māori responsiveness framework. It is a performance measurement framework named for its overall outcome: holistic wellbeing for Tāmaki Makaurau. The Framework supplements the responsiveness approach to be relevant to the expectations and aspirations of Māori under Te Tiriti o Waitangi and responds to a 2015 Independent Māori Statutory Board Treaty Audit recommendation for council to develop a performance measurement framework.

12. The 10 Māori priorities in the Long-Term Plan 2018-2028 provide the foundation for Kia Ora Tāmaki Makaurau (Attachment B). The priorities seek to accelerate the council group’s role in advancing the Auckland Plan Māori identity and wellbeing outcome.

Tātaritanga me ngā tohutohu

Analysis and advice

Kia Ora Tāmaki Makaurau

13. Kia Ora Tāmaki Makaurau captures how the council group will contribute to the outcomes that Māori have identified as mattering most for their whānau, marae, iwi and communities through the lenses of the 10 Māori Outcomes Strategic Priorities.

14. The Framework supports the evolution and shift in focus from internal facing responsiveness to an outcomes-based lens by enabling a clearer understanding of how the council group can be more effective in achieving outcomes for and with Māori.

15. The Framework includes three components:

· Mana outcomes: includes a high-level aspirational statement developed in consultation with Māori for each priority.

· Mahi objectives sets how the council will contribute towards each Mana Outcome.

· Measures: a group of measures for each mahi objective to monitor performance and report on progress.

16. Each priority is included in the Framework as a Mana Outcome, with te reo Māori titles provided in consultation with a Tāmaki Makaurau Mana Whenua Forum steering group.

17. The Framework is based on ora – wellbeing; promoting positive wellbeing for Māori in Tāmaki Makaurau results in positive wellbeing for all Aucklanders.

18. Kia Ora Tāmaki Makaurau was developed with input from the Mana Whenua Forum steering group, and through engagement and direct input from the secretariat of the Independent Māori Statutory Board, council subject matter experts and Māori outcome leads, CCOs, and Māori communities.

Performance measures

19. Across the 10 priorities, the 32 draft performance measures have been refined to 24 measures.

20. In finalising the measures, the following criteria was considered:

· the measure was able to be defined or clearly scoped

· relevant data was available and accessible to support the measure

· a supporting process is in place to collect the data

· how the measure aligned across the reporting cycles including the 3-yearly review of the LTP measures

· feedback from the relevant Māori outcome lead.

21. Through refinement of the measures, it is evident that the measures will need to be developed in phases. The first year of monitoring the framework will create an evidence baseline for the council group to assess its performance in delivering on Māori Outcomes. This baseline draws on data and information that is currently collected across council or can be easily introduced.

22. The Framework measures are the first tier of measures for reporting on progress for Kia Ora Tāmaki Makaurau. A second tier of sub-group measures are currently being developed and will also inform progress on the priority outcomes.

23. As the framework matures and as the capacity of the council group to collect data improves, the measures will be refined to better reflect the aspirations of Māori. Subsequent reviews will lift the performance reporting standard by including a mix of qualitative and quantitative measures and incorporating key indicators for each priority outcome.

24. The focus for continued improvement of the performance measurement framework will:

· Lift performance through improved monitoring and reporting

· Evolve the measures to support a growing evidence base

· Improve the evaluation of council performance on the Mana Outcomes

· Share the Māori outcomes story widely

· Integrate intervention logic into the measure methodology.

25. Work continues across the council group to understand what data is currently being collected on Māori Outcome performance and work towards addressing systemic gaps and solutions. The performance measures will be reviewed annually to identify gaps in the framework and areas for improvement.

26. Other than finalising the performance measures, no other changes have been made to Kia Ora Tāmaki Makaurau from the August 2020 draft framework.

Reporting

27. Some of the Framework performance measures are included in the 2021-2031 LTP and form part of the LTP reporting. In addition, a six monthly reporting cycle for Kia Ora Tāmaki Makaurau will be introduced with monitoring commencing in July 2021. The first report will be available in early 2022.

28. The annual review of the measures commences in March 2022 and will inform any changes or additions required to enhance the Framework.

29. Te Pūrongo a Te Kaunihera o Tāmaki Makaurau Ngā Huanga Māori - The Māori Outcomes annual report will then provide both qualitative and quantitative data to report on the council groups progress toward achieving Māori outcomes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

30. Climate change has a significant impact across several of the Māori Outcome Strategic Priorities including Kia Ora Te Taiao and Kia Ora Te Marae. Feedback from the Tāmaki Makaurau Mana Whenua Forum and internal discussions have highlighted the need to have a stronger focus on climate change within the Framework. This will be a core part of the review of Kia Ora Tāmaki Makaurau and the performance measures.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

31. Kia Ora Tāmaki Makaurau provides clarity and guidance to the council group on the delivery of Māori outcomes, and enable the monitoring and measurement of the council group’s contribution towards these outcomes.

32. The Framework and the measures provide clear direction for the council group in the development of their work programmes and Māori Responsiveness Plans.

33. Monitoring and reporting sits across the council group, and discussions with the respective CCO Māori outcome leads will continue as the Framework and measures are reviewed.

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

Local impacts and local board views

34. The Framework provides direction on the council group commitment to the Māori outcome priorities and will assist local boards with their own planning and activities to support Māori outcomes.

35. Further engagement will occur with the local boards as Kia Ora Tāmaki Makaurau and the performance measures are reviewed.

Tauākī whakaaweawe Māori

Māori impact statement

36. Kia Ora Tāmaki Makaurau is a critical mechanism to support the council group delivering outcomes for mana whenua and Māori communities. The Framework was developed with mana whenua and mataawaka to ensure their aspirations are reflected.

37. An alignment exercise was completed to highlight the synergies between the Māori outcomes framework and the strategic documents of mana whenua entities and Māori community groups including:

· Iwi strategic plans

· Iwi management plans

· Mataawaka strategies

· Marae development plans

· Environment management plans.

38. A Tāmaki Makaurau Mana Whenua Forum steering group contributed to the development of the Framework, and feedback from the Forum was sought on the proposed measures. The feedback provided by the Forum on the measures identified several areas for improvement including:

· Inclusion of additional mana whenua specific measures, especially for the Kia Ora Te Taiao outcome

· Enhancing the type of data being collected and including qualitative as well as quantitative measures

· Clarity on the monitoring and reporting process for the Framework, and next steps for the review of the measures

· Ensuring there is sufficient resource available to collect and analyse the data, and review the measures

· Incorporating a te ao Māori perspective

· Clarification on how the Forum, iwi and mataawaka will have access to reporting, and ongoing involvement in the Framework as it evolves and matures.

39. The Forum has requested a further report on Kia Ora Tāmaki Makaurau. The feedback raised by the Forum will form part of ongoing discussions and provide direction on the future development of the Framework.

40. The Framework has previously been presented at the Independent Māori Statutory Board and Governing Body joint meeting. The Framework takes account of the board’s Issues of Significance and includes measures from the Māori Values reports. Officers will continue to work alongside the board’s secretariat as the Framework is implemented, monitored, and reviewed.

Ngā ritenga ā-pūtea

Financial implications

41. The LTP has identified a Māori Outcomes fund of $150m over a 10-year period and is a key enabler for the council group to deliver on Kia Ora Tāmaki Makaurau. In addition to the fund, the Māori outcomes portfolio includes council and CCO baseline budgets used towards programmes and projects specifically targeted at delivering outcomes for Māori.

42. It is expected that Kia Ora Tāmaki Makaurau will drive LTP bids for funding to deliver outcomes and identify opportunities for existing budgets to be reviewed and aligned to the Māori Strategic Priority Outcomes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. There is a risk the council group may be unable to meet its responsibilities to Māori, resulting in a range of significant impacts and consequences including social inequality, breach of statutory obligations and a loss of trust and confidence in council.

44. Māori outcomes is included in council’s top risk register.

45. The framework recommends initiatives under Kia Ora Tāmaki Makaurau be cognisant of the COVID-19 recovery effort. Data to understand the economic, cultural, social and environmental impacts on Māori of Tāmaki Makaurau should be prioritised, collected and reported.

46. The performance measurement framework for Māori outcomes meets the requirements specified in the 2018 Treaty Audit recommendation.

Ngā koringa ā-muri

Next steps

47. Monitoring of the performance measures will commence in July with the first report available in early 2022.

48. The review of the performance measures and the Framework will commence in March 2022.

49. A report will be presented to the Tāmaki Makaurau Mana Whenua Forum and direction sought on the preferred approach to progress the feedback provided by the Forum on the Framework.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Kia Ora Tāmaki Makaurau	85
b ⇩	Māori Outcome Strategic Priorities	99

Ngā kaihaina

Signatories

Author

Lou-Ann Ballantyne - Te Tiriti & Maori Responsiveness Hub Lead

Authorisers

Simone Andersen – General Manager Nga Matarae - Maori Outcomes

Claudia Wyss - Director Customer and Community Services

Parks, Arts, Community and Events Committee

08 July 2021

Cultural Initiatives Fund - 2021/22 Grants

File No.: CP2021/09549

Te take mō te pūrongo

Purpose of the report

1. To review and approve the Cultural Initiatives Funding grants for marae development and papakāinga/Māori housing for the 2021/ 2022 financial year.

Whakarāpopototanga matua

Executive summary

2. Marae offer a range of services that contribute to and support whānau and community well-being. They are a critical cultural connection for mana whenua and Māori communities.

3. In recognition of the critical role marae provide in the community and the wide range of unmet needs of marae, a funding envelope for contestable grants for marae and papakāinga/Māori housing is included in the Long-Term Plan 2018-2028 and the draft Long-Term Plan 2021-31. This is known as the Cultural Initiatives Fund.

4. The Cultural Initiatives Fund for 2021/2022 opened for applications for seven weeks from 1 March 2021.

5. Auckland Council received 16 applications for the 2021/2022 funding round. Eleven of these were for marae development and five were for papakāinga/Māori housing. The total funding requested across the 16 applications was $2,582,196. The available budget for 2021/22 is $1,200,000.

6. It is recommended that 12 of the applications be granted funding. Nine of these are recommended for part funding only, three are recommended for full funding. The reasons for recommendations to grant part funding vary but in general are due to either:

· identifying specific activities within applications that are out of scope (of the grant criteria)

· removing non-essential works

· grants having been given in the recent past

· there is less confidence that the funding will be able to be spent within the year

7. It was necessary to consider these measures to either decline or part fund applications because of the oversubscription of the fund.

8. Of the remaining four applications one was withdrawn after applying and one applicant was ineligible leaving two applications where it is recommended to decline. The reasons for declining are:

· Te Aroha Pā put in two applications (one for marae development and one for papakāinga). They asked that, if there is a need to prioritise due to an oversubscribed fund, priority be given to the marae application.

· Te Kopu Incorporated (Tahuna Marae) application had several discrepancies. The panel had concerns that the funding applied for would not deliver what was intended as there is further work needed on the scope and cost of works.

Ngā tūtohunga

Recommendation

That the Parks, Arts, Community and Events Committee:

a) approve the following 2021/2022 Cultural Initiatives Fund grants, at a total value of $1.2m, for marae and papakāinga/Māori housing development:

*CIF marae development*
Motairehe Marae	$25,000
Ngā Tai Umupuia Te Waka Totara Trust	$105,000
Te Aroha Pā Marae	$100,000
Te Kawerau-ā-Maki	$150,000
Ngāti Ōtara Marae	$75,000
Auckland Tuhoe Society trading as Te Tira Hou Marae	$15,000
Te Herenga Waka ō Ōrewa	$150,000
Ngā Whare Waatea Marae	$55,000
Te Puea Memorial Marae	$35,000
*CIF papakāinga/Māori housing*
Te Motu-ā-Hiaroa	$170,000
Whai Rawa Development Ltd Partnership	$170,000
Manurewa Parish	$150,000
*Total amount of funding*	$1,200,000

b) request that the Director Customer and Community Services set appropriate conditions, including timing for releasing funds, for each of the grants identified in a).

Horopaki

Context

9. The Auckland Plan identifies “investment in marae to be self-sustaining and prosperous” as a priority. Marae are hubs for the Māori community and many marae support the community as a whole. They physically and spiritually anchor Māori identity, and function as focal points for Māori social, economic and cultural leadership. Hapū and iwi marae provide the tūrangawaewae for their people.

10. Marae manaaki (host/welcome) the wider community in times of need. As the region grows and we look to build a more resilient region marae are likely to play an increasing role as community hubs.

11. The Auckland Plan also identifies the need to “grow intergenerational wealth”. The Auckland Plan identifies ways that this can be done including whānau-centric housing models (such as papakāinga which grow hapū and iwi asset bases) and improving regulatory processes and collaboration for Māori land development.

12. The Long-Term Plan (LTP) 2015-2025 established a funding envelope to enable thriving and self-sustaining marae and to support establishment of papakāinga/Māori housing across Auckland. This funding was reaffirmed in the current LTP and is included in the draft LTP 2021-2031. This is known as the Cultural Initiatives Fund (CIF). CIF is a contestable grant fund.

13. In relation to the current financial year (2020/2021) there were nine grants awarded in August 2020. Five of these applicants have fully expended their funding. Three marae and one papakāinga/Māori housing applicant have requested an extension of their contracts due to varying but reasonable circumstances including the ongoing impacts of Covid19. These are currently been varied and funding has been accrued.

14. The funding round for 2021/2022 opened for applications on 1 March 2021 and was kept open until 24 April 2021.

15. Applicants were invited to submit their applications using the Smarty Grants website, which is the platform used for council community grants. The Marae Advisor and Principal Papakāinga/Māori Housing provided guidance and support to applicants throughout the application period.

16. The applications were advertised and assessed under the CIF interim funding guidelines. These guidelines are included as Attachment A and B and summarised here:

· marae or papakāinga/Māori housing applicants must be a trust, authority, or other formally recognized body or gazetted or set apart as a Māori reservation

· the maximum grant value is $170,000

· for marae applications, a marae must be one of the 32 included in the guidelines or be a new marae where they meet the criteria

· marae development grants support:

o capital works (including purchase of small assets and mahi toi/artwork)

o maintenance (including materials and labour)

o project management (contractor or marae staff) up to $20,000

o feasibility and concept design reports

o strategic, financial or business planning

o first year of audited accounts

o governance and asset management planning

· papakāinga/Māori housing grants support:

o planning and regulatory costs

o development costs (development contributions and infrastructure growth charges)

o feasibility and concept design

o strategic planning.

17. At a workshop on 16 June 2021 the PACE Committee discussed options for the review of these guidelines and the potential need for an overall marae investment framework. This will be reported back to PACE Committee at the end of the year.

Assessment panel and process

18. The assessment panel, who have put forward the recommendations in this report, is made up of three members. All three members have previously participated in the CIF grant assessment panel and have experience in working with marae and/or papakāinga development. Two of the panel are staff members and the third is an independent contractor and qualified quantity surveyor.

19. Three subject matter experts: the Marae Advisor; the Principal Papakāinga and Māori Housing, and the Programme Principal Marae Development, provided advice to the panel where needed. They were not involved in assessing applications. This separation of roles enables these specialist staff to be independent of the assessment panel and continue to support applicants through the grant process.

20. The CIF application process for the funding round 2021 / 2022 is included in Attachment D.

Tātaritanga me ngā tohutohu

Analysis and advice

21. 16 applications were received for the 2021/2022 funding round. The total funding requested across the 16 applications was $2,582,196. The available budget for 2021/22 is $1,200,000.

22. One papakāinga/Māori housing applicant was deemed ineligible, and one marae applicant withdrew.

23. A summary of each of the applications, which are considered in this report, are included in Attachment C.

24. The initial assessment identified a number of questions and gaps and these were put back to the applicants to respond to. As a result of the feedback received the assessment panel were able to reach a consensus on the recommendations for funding which are included in this report.

25. It is recommended that twelve applications are supported. Three of these are at the value requested and nine are at a reduced value based on a revised scope of works. The rationale for part funding is varied but in general the reduction in value reflects one or more these elements:

· identifying and removing specific activities within applications which are either out of scope or less essential works

· reducing the value to marae where grants have been given in the recent past

· reducing value where there is less confidence that the funding will be able to be spent within the year.

26. Panel members considered reducing the value across these nine applications was practical, reasonable and preferable to declining more applications given that the fund was significantly oversubscribed.

27. It is recommended that two applicants be declined based on the following assessment:

· Te Aroha Pā Marae applied to both funds this year. They requested that their marae development application for their wharekai be given precedence over their papakāinga/Māori housing application if funding was limited or both applications were not able to be supported. The assessment panel noted that they were eligible and fit the criteria for papakāinga/Māori housing however due to oversubscription have followed through with the marae request and prioritised funding for the wharekai. The application for funding for the wharekai is recommended at a reduced level. This is due to the fact that the wharekai is dependent on multiple funders (as currently designed and consented) and any amount of council funding under the CIF programme would be insufficient to meet their needs. The recommendation provides a reasonable contribution within the budget constraint and knowing there is a risk this funding may not be expended without a range of other funders coming forth.

· Te Kopu Incorporated (Tahuna Marae) application had discrepancies with the documentation provided and the panel had concerns that the funding applied for would not deliver what was intended and there is further work needed on the scope and cost of works. Panel members were also advised that the marae has a Development Agreement in place with council to complete significant works under a parallel programme – the Marae Infrastructure Programme (MIP).

28. The combined recommendations seek to support as many marae as possible, distribute money as widely as possible and favour applications where there is a higher likelihood of completing the works within the financial year. It also seeks to fully expend the available budget ($1,200,000).

29. The graphs below show the recommended distribution of funds by geographic location (figures include papakāinga/Māori housing) and by affiliation as a mana whenua or mataawaka marae (marae only).

Tauākī whakaaweawe āhuarangi

Climate impact statement

30. The CIF grant is a contestable grant intended to enable marae to have the capacity to realise their own vision. Application and assessment criteria include consideration of sustainability. This section of the application is about ensuring that any council investment has an enduring effect, and it also supports the principles of reducing emissions and adapting to climate change, which are goals of the Auckland Climate Plan.

31. No applications were received this year for solar panels, water storage, revegetation or mara kai. The applications predominately were for future planning or replacement of existing assets.

32. Past applications have included raising and upgrading sewerage treatment plants; developing māra kai (food gardens) to enable food sovereignty for the whānau and the community; reducing energy consumption or switching to renewable energy; para kore (a vision for all marae to be working towards zero waste 2025) and ecological restoration.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. Auckland Transport and Watercare Services both partner with marae to support the upgrade of infrastructure from time to time. These are generally more reactive programmes of work and undertaken when marae request support from the council group. These works focus on compliance, safety and ensuring current infrastructure is fit for purpose. There is good communication between the teams running these programmes to ensure a coordinated effort.

34. There are no other council group impacts.

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

Local impacts and local board views

35. Applicants are invited to engage with local boards and include any local board support in their application. Most applicants indicated they have a good working relationship with local boards. This is included in the application summaries in Attachment C.

36. Marae play a critical role in all communities. This was strongly demonstrated over the Covid19 lockdown period when marae mobilised their services quickly to support communities with essential food, social and health services.

Tauākī whakaaweawe Māori

Māori impact statement

37. Kia Ora Tāmaki Makaurau, the Māori Outcomes Performance Framework, includes Kia Ora te Marae as a priority outcome. This framework has had input from mana whenua and mataawaka. This input is captured in the following mana outcome statement:

Marae are centres of excellence for whānau Māori and have an abundant presence in communities.

Marae in Tāmaki Makaurau aspire to be self-sustaining and thriving. They provide cultural connection and kaitiakitanga for mana whenua and Māori communities. Mana whenua marae carry the responsibility of ahikā; mataawaka marae manaaki whānau and the community.

Marae offer services that contribute to and support whānau and community wellbeing, such as civil defence centres, kōhanga reo and early childhood education. Marae often deliver a range of health, education and social services. Marae have a leadership role to manaaki and foster whanaungatanga for Māori and the wider community, this requires appropriate resource and support.

38. Kia Ora Tāmaki Makaurau also includes Kia Ora te Kāinga as a priority outcome. Mana whenua and mataawaka input is captured in the following mana outcome statement:

Whānau Māori live in warm, healthy and safe homes. Housing options meet the individual and communal needs of whānau in Tāmaki Makaurau. Public sector, iwi and communities work together to ensure Māori housing is fit-for-purpose.

39. The scope and intent of the CIF grant aligns closely with these mana statements which capture the aspirations of Māori in Tāmaki Makaurau. The contestable grant was publicly advertised and those organisations most likely to benefit from the grant were contacted directly.

40. The range of benefits and impacts from the proposed grants are included in the summary of applications included in Attachment C.

Ngā ritenga ā-pūtea

Financial implications

41. The 2018-2028 LTP and the draft 2021-2031 LTP both include a Māori outcomes budget of $150m across the 10-year life of the plan. A total of $1.2m has been ringfenced annually within this budget for the contestable Cultural Initiatives Fund.

42. A parallel programme, called the Marae Infrastructure Programme, is also funded as part of the $150m Māori outcomes funding in the LTP. This is a non-contestable programme that seeks to deliver safe, healthy and warm marae as part of the wider council focus of marae being self-sustaining and prosperous. The programme supports the physical infrastructure development of marae.

43. There are other initiatives across council, not included in the Māori outcomes funding line; that contribute towards supporting marae. These include leasing parkland, local grants and support from staff with their time and specialist knowledge.

44. Within the $1.2m annual funding for the CIF grants there is no split between papakāinga/Māori housing and marae development. It is the role of the assessment panel to recommend to the PACE Committee the split between these two outcomes based on the applications received.

45. The value of grant funding sought in 2021/2022 versus the recommended value is detailed

in Attachment E.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. The processes supporting the CIF grants align with the community grants processes which have been audited. These processes include high levels of transparency and accountability.

47. This is a current operational programme and no new risks have been identified.

Ngā koringa ā-muri

Next steps

48. Following the funding decisions made by this committee, staff will work with the relevant councillors and notify all applicants of the outcome.

49. Funding agreements will be prepared for all successful applicants. Recipients must provide council with regular updated reports including photos. Payments will be made on receipt of invoices from third party suppliers in line with applicant’s funding agreements. This will occur throughout the year as work is completed.

50. The funding agreement requires recipients to acknowledge Auckland Council’s support.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Cultural Initiave Fund Marae Guidelines	109
b ⇩	Cultural Initiave Fund Papakāinga and Māori Housing Guidelines	115
c ⇩	Summary of Cultural Initiave Fund applications	121
d ⇩	Cultural Initiave Fund grant funding process	135
e ⇩	Summary of recommended grants	137

Ngā kaihaina

Signatories

Author	Jane Aickin - Māori Outcomes Lead \| Nga Matarae – Customer and Community Services
Authoriser	Claudia Wyss - Director Customer and Community Services

Parks, Arts, Community and Events Committee

08 July 2021

Proposed land exchange - Bellgrove Reserves, Avondale

File No.: CP2021/07735

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the proposal to exchange Bellgrove Reserve West and part of Bellgrove Reserve East for open space located on Bellgrove Place in Avondale.

Whakarāpopototanga matua

Executive summary

2. In March 2021 the Parks, Arts, Community and Events Committee approved the public notification of the proposal to exchange Bellgrove Reserve West and part of Bellgrove Reserve East for open space located on Bellgrove Place in Avondale.

3. The exchange of 397m² of land at Bellgrove Reserve West and part of Bellgrove Reserve East would enable the creation of a new pocket park (1144m²) and accessway (228m²) in the same area.

4. The proposed land exchange could benefit the community by:

· increasing amenity values and open space (net gain of 975m² open space)

· providing a more multifunctional and useable recreational space

· delivering better sightlines and pedestrian access to open space.

5. To inform decision-making on whether to support the land exchange proposal, staff called for objections in accordance with the Reserves Act 1977.

6. Auckland Council received three submissions in support of the proposal and one objection. There were no objections from iwi.

7. The Reserves Act 1977 requires Auckland Council to give full consideration to every objection before deciding to proceed with the proposal.

8. The objector expressed concern the new pocket park would be enclosed within the new development.

9. As the proposal increases access, road frontage and sightlines into the open space, staff recommend the land exchange proposal proceeds.

10. The Whau Local Board supported the proposal at their 27 May 2021 business meeting.

11. There is a low risk of judicial review of council decision-making processes as the process has been run in accordance with section 15(2) of the Reserves Act 1977.

12. The Finance and Performance Committee will consider the land disposal of Bellgrove Reserve West and part Bellgrove Reserve East on 19 August 2021.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) approve the exchange of 397m² of reserve land as follows:

i) Bellgrove Reserve West, 12A Bellgrove Place, 245m², LOT 5 DP 100239

ii) Bellgrove Reserve East in part, 15A Bellgrove Place, 152m², LOT 2 DP 100239

for a 1372m² new pocket park and pedestrian accessway situated on:

iii) part of 30-36 Bellgrove Place, 242m², LOT 6 DP 96572

iv) part of 35-40 Bellgrove Place, 906m², LOT 5 DP 96572

v) part of 27-33 Bellgrove Place, 44m², LOT 4 DP 96572

vi) part of 7-13 Bellgrove Place, 54m², LOT 3 DP 100239

vii) part of Bellgrove Place Road Reserve, 126m²

b) recommend that the Finance and Performance Committee:

i) note that Auckland Council staff have assessed the disposal of Bellgrove Reserve West and part of Bellgrove Reserve East against council’s open space provision policy

ii) note that staff recommend the disposal as the subsequent land exchange will:

A) increase amenity values and open space (net gain of 975m² open space)

B) provide a more multifunctional and useable recreational space

C) deliver better sightlines and pedestrian access to open space

iii) note that the Parks, Arts, Community and Events Committee approved public notification under section 15(2) of the Reserves Act 1977 in March 2021 (PAC/2021/3)

iv) note that staff and the Whau Local Board considered all submissions to the proposal (three in support and one in objection) and recommended the Parks, Arts, Community and Events Committee proceed with the land exchange (WH/2021/50)

v) approve the disposal of Bellgrove Reserve West (245m² / LOT 5 DP 100239) to Kāinga Ora

vi) approve the disposal of part of Bellgrove Reserve East (152m² / LOT 2 DP 100239) to Kāinga Ora

vii) note that if the Finance and Performance Committee approve the disposals, staff will progress the land exchange agreement and apply to the Minister of Conservation to authorise and complete the land exchange.

Horopaki

Context

Kāinga Ora has proposed a land exchange

13. Kāinga Ora is redeveloping the site centred around Bellgrove Place, Avondale. This redevelopment presents opportunities for Auckland Council to improve the amenity and functionality of existing open space around Bellgrove Place.

14. Auckland Council currently owns two small unclassified recreation reserves off Bellgrove Place. Figure 1 shows the location, size, and layout of these two lots.

Figure 1: Bellgrove Reserve East and Bellgrove Reserve West

15. To facilitate the implementation of the masterplan, Kāinga Ora requests to exchange Bellgrove Reserve West (245m²) and parts of Bellgrove Reserve East (152m²) for 1372m² of Kāinga Ora land.

16. This exchange would enable the development of a pocket park and a six-metre wide accessway with footpath wider at the southern end to accommodate an existing tree.

17. Bellgrove Reserve East currently contains a playground and a large Eucalyptus cinerea tree. The proposed land exchange allows for the tree to be retained.

18. Figure 2 shows the proposed Kāinga Ora land (shaded blue) to be exchanged to Auckland Council as a recreational reserve. Shaded in red is Auckland Council reserve land to be exchanged to Kāinga Ora.

Figure 2: Proposed land exchange areas

Land to be exchanged to Auckland Council as local purpose reserve (recreation) (SHADED BLUE)
Shown	Legal Name		Area (Total = 1,372m²)			Current owner
S1 (Lot A)	LOT 6 DP 96572		242m²			Kāinga Ora
S2 (Lot B)	LOT 5 DP 96572		906m²			Kāinga Ora
S3 (Lot C)	LOT 4 DP 96572		44m²			Kāinga Ora
S4 (Road)	ROAD RESERVE (see note)		84m²			Auckland Transport
S5 (Lot D)	LOT 3 DP 100239		54m²			Kāinga Ora
S6 (Road)	ROAD RESERVE (see note)		42m²			Auckland Transport
Note: Kāinga Ora has proposed Bellgrove Place road reserve, including S4 and S6, is stopped and acquired by Kāinga Ora. S4 and S6 would then be exchanged to Auckland Council. This process is already underway with Auckland Transport.

Land to be exchanged to Kāinga Ora (SHADED RED)
Shown		Legal Name		Area (Total = 397m²)	Current owner
S7 (B.R.West)		LOT 5 DP 100239		245m²	Auckland Council
S8 (B.R.East)		LOT 2 DP 100239		81m²	Auckland Council
S9 (B.R.East)		LOT 2 DP 100239		71m²	Auckland Council
Note: S10, currently part of Bellgrove Reserve East, will remain Auckland Council open space.

The proposed land exchange was assessed as high priority against council’s policy

19. Staff assessed the proposed land exchange against the Parks and Open Space Acquisition Policy 2013 and the Open Space Provision Policy 2016. It is deemed high priority due to the potential benefits arising from the proposed exchange.

20. Table 1 provides a summary of the assessment of the proposed disposal of Bellgrove Reserve West and parts of Bellgrove Reserve East in exchange for a new pocket park and pedestrian accessway.

Table 1: Initial assessment of the open space benefits that could result from the proposed land exchange

Acquisition criteria	Comment	Total Rating
Meeting community needs, now and in the future	· Bellgrove Reserve West and Bellgrove Reserve East are currently too small to meet open space provision policy · 1000m² is the smallest suggest size for a pocket park and the current combined Bellgrove reserves are 630m² · The proposed new pocket park would be 1140m² which meets provision policy	The land exchange is a high priority
Connecting parks and open spaces	· Bellgrove Reserve West and Bellgrove Reserve East currently provide no benefit to connecting parks and open spaces · The proposed pocket park and thoroughfare would provide a central pedestrian link across the proposed residential superlot and then further access for the community to Riversdale Road and Reserve
Protecting and restoring Auckland’s unique features and meanings	· Bellgrove Reserve West and Bellgrove Reserve East have no known historic heritage, landscape, geological or cultural values · Bellgrove Reserve East has a large Eucalyptus cinerea which provides a unique ecological feature · The proposed new pocket park and thoroughfare accommodate the retention of this tree on site which aligns with protecting unique features
Improving the parks and open spaces we already have	· Bellgrove West Reserve provides no benefit as a park and is unlikely to in the future · Bellgrove East Reserve currently provides play equipment for the area but does not offer sizable open space. The benefits of the play equipment should be retained. · The proposed pocket park indicative plans include new play equipment, multi-functional outdoor space, seating areas and bike racks. · The proposed pocket park and walkway would provide a larger (+975m²) more useful, and better multifunctional space than the currently split Bellgrove East Reserve and Bellgrove West Reserve

21. The Parks, Arts, Community and Events Committee approved to publicly notify the land exchange in March 2021.

Tātaritanga me ngā tohutohu

Analysis and advice

Public consultation

22. The four-week public notification period ran from 22 March to 18 April 2021.

23. Public notification on the proposal included:

· a public notice in the Western Leader (25 March and 1 April) and NZ Herald (22 March)

· posters in the Whau Local Board office and Avondale Library

· a webpage on the Auckland Council Have Your Say website to be able to provide written submissions.

Consultation feedback

24. Four submissions were received through the online portal. Three supported the proposal and one objected. The submission comments are provided below in Table 2.

Table 2: Comments from public engagement submissions

Support/ Oppose	Comments
Support	“This particular part of Avondale needs a lot of awhina and I think this is a great start. I do however believe the residents in the area need to be consulted in person and not via an online feedback form as they are usually from a low socio-economic background. I'm sure they would appreciate being kept in the loop.”
Support	“I am pleased to see that the tree will be saved and that some of the hard won playing area will be retained. I look forward to the regeneration of the area. I am pleased to see provision for community activities.”
Support	No comment provided
Oppose	“Exchange of public open space for space enclosed within the proposed development.”

Iwi consultation

25. The following 13 iwi were contacted as part of the engagement process:

· Te Kawerau a Maki	· Ngāti Whātua Ōrākei	· Ngāti Whātua o Kaipara
· Waikato-Tainui	· Ngāti Pāoa	· Ngāti Pāoa Trust Board
· Ngāi Tai ki Tāmaki	· Ngāti Maru	· Ngāti Tamaterā
· Ngāti Te Ata	· Te Ahiwaru - Waiohua	· Te Rūnanga o Ngāti Whātua
· Te Ākitai Waiohua

26. A letter was sent on 22 March, followed by two reminder letters on 13 April and 27 April.

27. Nine iwi did not respond to the letters.

28. The following iwi provided responses:

· Te Kawerau a Maki advised that they had no concerns regarding the reserve exchange, and that the transaction does not conflict with any of their culturally significant sites, guiding principles or future projects.

· Ngāti Whātua o Kaipara advised the proposal seems a sensible arrangement, however they defer to those with current connections to the Avondale area.

· Waikato-Tainui advised that they support mana whenua to lead in these localised matters.

29. No iwi voiced any objection to the proposed land exchange.

Staff have considered the objection to the proposal and recommend the exchange of land at Bellgrove Reserves

30. Section 15 of the Reserves Act 1977 requires council to consider the objections to any reserve land exchange.

31. One submitter objected on the ground that the proposed new open space would be enclosed within the future development. Staff have considered this objection and rejected it as the proposed land exchange would increase access, road frontage and sightlines into the open space.

Staff recommend both the disposal and the acquisition of the land exchange proposal

Disposal

32. Assessment against council’s policy indicated that the disposal was recommended as Bellgrove Reserve West and part Bellgrove Reserve East:

· are too small to meet open space provision targets

· provide no benefit to connecting parks and open spaces

· have no unique ecological, historical or heritage features.

Acquisition

33. Assessment against council’s policy indicated that the acquisition would benefit the local community by:

· increasing amenity values and open space (net gain 975m²)

· providing more multifunctional and useable recreational space

· delivering better sightlines and pedestrian access to open space.

34. Staff recommend the Parks, Arts, Community and Events Committee approve the proposed land exchange.

35. Assessment against council’s policy indicated that the land exchange would benefit the local community by:

· increasing amenity values and open space (net gain 975m²)

· providing more multifunctional and useable recreational space

· delivering better sightlines and pedestrian access to open space.

36. Staff recommend the Parks, Arts, Community and Events Committee approve the proposed land exchange.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37. Vegetation on parks and open space can serve as temperature regulators through shade and evapotranspiration. Plants and woodlands can also process and store carbon, helping to offset the accumulation of greenhouse gases in the atmosphere.

38. Parks and open space also act as collection points for surface and run-off water, reducing flood risks during storms.

39. Climate change is expected to bring increasing temperatures, rising sea levels and changing rainfall patterns. Park development proposals will need to reflect these effects and take into consideration the environmentally sensitive ways parks and open space must be managed to achieve their benefits. This includes energy and waste reduction, and conserving water resources.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. Once the land exchange has been completed, Customer and Community Services will be responsible for the ongoing maintenance of the site.

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

Local impacts and local board views

41. The Whau Local Board at their 27 May 2021 business meeting formally supported that the Parks, Arts, Community and Events Committee approve the proposed land exchange.

42. Views from the local community were sought during the public notification process. Four submissions were received, and staff have considered the one objection.

43. The local board has allocated authority for the development of the park. The local board will consider the proposed designs presented by Kāinga Ora after the land exchange process concludes.

44. The Whau Open Space Network Plan 2017 identifies Bellgrove Reserve East and West as low priority for ecological restoration and a need to upgrade play equipment in the next eight to ten years.

Tauākī whakaaweawe Māori

Māori impact statement

45. A total of 13 iwi were contacted as part of the engagement process.

46. Four iwi provided a response, and none objected to the proposed land exchange.

47. The proposed land exchange does not contain any known sites or places of significance to mana whenua.

Ngā ritenga ā-pūtea

Financial implications

48. There are no additional costs to council associated with the exchange process.

49. Should the land exchange proceed, Kāinga Ora has indicated that it would provide capital investment to develop the pocket park with approval from the Whau Local Board.

50. It is estimated that there will be additional maintenance costs associated with the increase in open space area if the land exchange proceeds. The Long-term Plan 2018-2028 provides for maintenance, including for land acquired at no capital cost.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

51. There is a low legal risk to council as the land exchange process has been managed in accordance with section 15 of the Reserves Act 1977.

52. Kāinga Ora will manage any risks associated with their redevelopment projects in Avondale.

Ngā koringa ā-muri

Next steps

53. If the Parks, Arts Community and Events Committee approve the land exchange, the Finance and Performance Committee will consider the disposal of Bellgrove Reserve West and part of Bellgrove Reserve East at their 19 August 2021 meeting.

54. Table 3 below shows the stages of the land exchange process.

Table 3: Land exchange process

Initiation Phase

· Auckland Council receives a formal request to pursue the land exchange

Decision-making to publicly notify the proposed land exchange

· Staff assess the proposed land exchange against council’s policies

· Report to local board to seek support for public notification of the proposed land exchange

· Report to Parks Arts Community and Events committee to seek agreement to publicly notify the proposed land exchange

Public Notification Phase

· Public consultation opens for a month

· Iwi consultation

· Hearing required if requested by a submitter against the proposed land exchange (independent commissioner appointed by Regulatory Committee)

Decision-making to finalise the land exchange

· Staff assess the submissions against the Reserves Act 1977 and make a recommendation

· Report to local board to seek support for or against the proposed land exchange

· Report to PACE to resolve to approve (or not) the proposed land exchange

· Recommendation to Finance & Performance Committee to resolve to dispose of council land

Transaction Phase

· Application to the Minister of Conservation for authorisation

· Gazette notification

· Land Exchange Agreement finalised

· Open space final designs authorised by the local board

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Kāinga Ora indicative designs	149

Ngā kaihaina

Signatories

Author

Maclean Grindell - Policy Analyst

Authorisers

Carole Canler - Senior Policy Manager

Kataraina Maki – General Manager - Community & Social Policy

Claudia Wyss - Director Customer and Community Services

Parks, Arts, Community and Events Committee

08 July 2021

Proposed exchange of reserve land at Murray Halberg Park, Ōwairaka

File No.: CP2021/09375

Te take mō te pūrongo

Purpose of the report

1. To seek approval on the proposal to exchange reserve land at Murray Halberg Park with comparable Kāinga Ora land.

Whakarāpopototanga matua

Executive summary

2. In December 2020, the Parks, Arts, Community and Events Committee approved to publicly notify land exchange proposals for:

· a new pedestrian accessway into Murray Halberg Park from Range View Road (approximately 241m²)

· an exchange of the current Cassino Terrace accessway into Murray Halberg Park (approximately 108m²), for a wider, realigned accessway (approximately 210m²)

· an exchange of the current accessways from Olympus Street and Hargest Terrace for a new park-edge road, providing improved access to Murray Halberg Park.

3. The proposed land exchange would increase accessibility with additional road frontages, enhance amenity value and functionality, improve sightlines into the park and provide environmental design for safer, more visible space.

4. To inform decision-making on whether to support the land exchange proposal, staff called for objections in accordance with the Reserves Act 1977.

5. Auckland Council reviewed four submissions in support of the proposal and four submissions against. There were no objections from iwi.

6. The Reserves Act 1977 requires Auckland Council to give full consideration to every objection before deciding to proceed with the proposal.

7. The four objections are as follows:

· Two submitters expressed concerns with regards to the development of the wider Ōwairaka area.

· One submitter stated that the land exchange was not equitable.

· One submitter did not provide any reason for their objection.

8. Staff considered the four objections to the land exchange.

· The objections related to the development of the wider area were not considered relevant to the proposed land exchange.

· The objection on the ground that the land exchange was not equitable was considered, however council is making a small gain of 1.7m².

9. Staff concluded that the benefits of the proposed land exchange were greater than the objections and recommend the proposed land exchange proceeds.

10. The Albert-Eden Local Board supported the land exchange at their business meeting on 15 June 2021.

11. There is a low risk of judicial review of council decision-making processes as the process has been run in accordance with section 15(2) of the Reserves Act 1977.

12. The Finance and Performance Committee will consider the land disposal aspect of the proposed land exchange on 19 August 2021.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) approve:

i) the transfer of part of Lot 70 DP 38660, comprising approximately 241m², to be transferred from Kāinga Ora to Auckland Council to form a new accessway from Range View Road to Murray Halberg Park

ii) the transfer of part of Lot 49 DP 43547, comprising approximately 200m², to be transferred from Auckland Council to Auckland Transport (receiving 123.8m²) and to Kāinga Ora (receiving 76.1m²) to provide improved access from Olympus Street to Murray Halberg Park

iii) the transfer of part of Lot 49 DP 43547, comprising approximately 142m², to be transferred from Auckland Council to Auckland Transport (receiving 58.1m²) and to Kāinga Ora (receiving two parcels of 29.3m² and 54.4m²) to provide improved access from Hargest Terrace into Murray Halberg Park

iv) the exchange of part of Lot 138 DP 38659, comprising approximately 210m², held by Kāinga Ora to be exchanged for part of Lot 49 DP 43547, comprising of approximately 108m², held by Auckland Council to widen and realign the Cassino Terrace Accessway to Murray Halberg Park.

b) recommend to the Finance Performance Committee to:

i) note that Auckland Council staff have assessed the disposal of part of Murray Halberg Park against council’s open space provision policy

ii) note that staff recommend the disposal as the subsequent land exchange will:

A) increase amenity values and open space (gain of 1.7m²)

B) deliver better sightlines and pedestrian access to open space.

iii) note that the Parks, Arts, Community and Events Committee approved public notification under section 15 (2) of the Reserves Act 1977 in December 2020 (PAC/2020/76)

iv) note that staff and the Albert-Eden Local Board considered all submissions to the proposal (four in support and four in objection) and recommended the Parks, Arts, Community and Events Committee proceed with the land exchange (AE/2021/81)

v) approve the disposal of part of Lot 49 DP 43547, comprising approximately 200m²

vi) approve the disposal of part of Lot 49 DP 43547, comprising approximately 142m²

Horopaki

Context

There are opportunities to improve open space in the Albert-Eden Local Board area

13. Kāinga Ora is redeveloping its housing stock in the Ōwairaka area. An estimated 1061 new dwellings will replace an existing 217 dwellings to provide housing for approximately 2600 additional residents^{^[1]}.

14. Staff have identified opportunities to enhance open space accessibility with exchanges of land with Kāinga Ora. The proposed land exchange areas are provided in Attachment A.

15. Staff assessed the proposed land exchange against Auckland Council’s Parks and Open Space Provision Policy 2016. It is deemed high priority as the land exchange would:

· increase accessibility with additional road frontages

· improve sightlines into the new park

· provide environmental design for safer, more visible space.

16. Table 1 provides a summary of the assessments against the Parks and Open Space Acquisition Policy 2013 and the Open Space Provision Policy 2016.

Table 1 – Assessment of the Murray Halberg Park land exchange

Acquisition criteria	Comment	Rating
Meeting community needs, now and in the future	High priority as the proposed land exchange would increase the accessibility of the park that serves an area of high growth	High priority
Connecting parks and open spaces	Medium priority as it will increase pedestrian and cyclist use of the Ōwairaka Connection
Protecting and restoring Auckland’s unique features and meanings	Not a priority as there is no known ecological, historical heritage, landscape, geological or cultural values of significance
Improving the parks and open spaces we already have	High priority as the proposed land exchange will improve the accessibility and functionality of existing open space
The land exchange would: · increase accessibility with additional road frontages · improve sightlines into the new park · provide environmental design for safer, more visible space.

17. The Parks, Arts, Community and Events Committee approved to publicly notify the land exchange in December 2020.

Tātaritanga me ngā tohutohu

Analysis and advice

Public consultation was carried out from February to March 2021

18. The five-week public notification period ran from 2 February to 9 March 2021.

19. Public notification on the proposal included:

· a public notice in the Central Leader (4 February and 11 February) and NZ Herald (4 February)

· posters in the Mt. Albert Library

· a webpage on the Auckland Council Have Your Say website to be able to provide written submissions.

20. Staff have considered the objections to the proposal. A total of eight submissions were received during that period. No one requested a hearing.

21. Four submissions were in support of the land exchange and four submissions were against.

22. The four objections are as follows:

· Two submitters provided comments on the way the Ōwairaka area was being redeveloped and on the impacts of the redevelopment. Comments included the need for or impacts on surrounding infrastructure such as supermarkets, schools and roads. These matters concern the wider development of the area rather than concerns with the land exchange.

· One submitter stated that the land exchange was not equitable.

23. One submitter did not provide any reason for their objection. The following table provides a summary of the opposing arguments and considerations by staff.

Table 2 - Summary of submissions that opposed the land exchange

Theme	Number of submitters	In scope	Comment
Development of wider area	2	No	Development of wider area not is not in scope for a land exchange under the Reserves Act 1977
Loss of open space provision	1	Yes	Overall, there is no loss of open space. A small gain of 1.7m² in open space area will be made.
No explanation provided	1

24. Section 15 of the Reserves Act 1977 requires council to consider the objections to any land exchange.

· Objections based on the surrounding infrastructure were considered to be out of scope for council.

· Objection based on the loss of land was considered, however, council is making a small gain of 1.7m².

25. After consideration, staff concluded that the improvements to amenity, safety and accessibility were greater than any of the objections raised by members of the public.

There were no objections following iwi consultation

26. The 13 iwi identified as having association with Murray Halberg Park and the Ōwairaka area were invited to provide feedback on the proposed land exchange in a letter outlining the proposal on 9 February 2021. This was followed by e-mails sent on 3 March and 15 March 2021.

27. The following iwi provided responses:

· Ngāi Tai ki Tāmaki advised that they have no issue with the proposed exchange at Murray Halberg Park.

· Te Ahiwaru – Waiohua advised that they have been engaging directly with Kāinga Ora on its development of Ōwairaka and that they do not oppose the exchange.

· Ngāti Whātua o Ōrākei advised that they have reviewed the proposed exchange and no action is needed from them at this stage. They requested being updated as the project goes forward.

· Te Rūnanga o Ngāti Whātua advised that they recognise the primary interest of Ngāti Whātua o Ōrākei in this area which will restrict any engagement on this matter unless specifically requested by Ngāti Whātua o Ōrākei.

· Waikato-Tainui advised that in matters that are of a localised nature such as this, Waikato-Tainui supports mana whenua to take the lead role. To that end Waikato-Tainui withdrew from the discussion.

28. Ngāti Whātua o Kaipara, Ngāti Pāoa, Ngāti Pāoa Trust Board, Ngāti Maru, Ngāti Tamaterā, Ngāti Te Ata, Te Ākitai Waiohua and Te Kawerau ā Maki did not provide feedback on the proposal.

29. No iwi voiced any objection to the proposed land exchange.

Staff recommend the exchange of land at Murray Halberg Park

30. Land exchanges are assessed against criteria in the Parks and Open Space Acquisition Policy 2013 and Parks and Open Space Provision Policy 2016.

31. Staff recommend that the committee support the proposed land exchange:

· they are deemed to be high priority against Auckland Council policy.

· no strategic argument was put forward to stop the land exchange during the consultation with the community and with iwi.

32. The land exchange could benefit the local community by:

· increasing amenity values and open space (small gain of 1.7m²)

· delivering better sightlines and pedestrian access to open space.

33. Staff recommend the Parks, Arts, Community and Events Committee approve the proposed land exchange.

Staff recommend both the disposal and the acquisition of the land exchange proposal

Disposal

34. Staff assessed the entrances of Murray Halberg Park proposed to be disposed of against council policy. The assessment recommended disposal because current entrances:

· do not provide good lines of site into the park

· do contribute to park connection

· have no ecological, historical or heritage features.

Acquisition

35. Staff assessed the proposed land to be acquired at Murray Halberg Park against council policy. The assessment concluded that the acquisition would benefit the local community by:

· increasing amenity values and open space (net gain of 1.7m2)

· providing better, safer park design through improved lines of sight and pedestrian access.

36. Staff recommend the Parks, Art, Community and Events Committee approve the proposed land exchange.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. Parks and open space also act as collection points for surface and run-off water, reducing flood risks during storms.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. Once the land exchange has been completed, Auckland Council’s Customer and Community Services will be responsible for the ongoing maintenance of the site.

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

Local impacts and local board views

41. On 15 June 2021, the Albert-Eden Local Board supported the approval of the proposed land exchange at Murray Halberg Park.

42. Views from the public were sought on the proposed land exchange. Four submissions were received in favour of the land exchange and four submissions were received against.

43. The local board has allocated decision-making for the development of the park. The local board will consider the proposed designs presented by Kāinga Ora after the land exchange process concludes.

Tauākī whakaaweawe Māori

Māori impact statement

44. The following iwi were contacted as part of the engagement process:

· Ngāi Tai ki Tāmaki	· Te Ahiwaru – Waiohua
· Ngāti Whātua o Ōrākei	· Te Rūnanga o Ngāti Whātua
· Waikato-Tainui	· Ngāti Whātua o Kaipara
· Ngāti Pāoa	· Ngāti Pāoa Trust Board
· Ngāti Maru	· Ngāti Tamatera
· Ngāti Te Ata	· Te Ākitai Waiohua
· Te Kawerau ā Maki.

45. Eight iwi did not respond. Those who responded did not voice any objection to the land exchange.

46. The proposed land exchange does not contain any known sites or places of significance to mana whenua.

Ngā ritenga ā-pūtea

Financial implications

47. There are no additional costs to council associated with the exchange process.

48. Should the land exchange proceed, Kāinga Ora has indicated that it will provide capital for the development of the new Murray Halberg Park entrances.

49. It is estimated that there will be minimal changes to the ongoing maintenance costs for the park as a result of the proposed land exchange. The Long-term Plan 2018-2028 provides for maintenance, including for land acquired at no capital cost.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

50. There is a low legal risk to council as the land exchange process has been managed in accordance with section 15 of the Reserves Act 1977.

51. Kāinga Ora will manage any risks associated with their redevelopment projects in Ōwairaka.

Ngā koringa ā-muri

Next steps

52. If the Parks, Arts Community and Events Committee approve the land exchange, the Finance and Performance Committee will consider the disposal of part of Murray Halberg Park at their 19 August 2021 meeting.

53. Table 3 below shows the stages of the land exchange process.

Table 3: Land exchange process

Initiation Phase

· Auckland Council receives a formal request to pursue the land exchange

Decision-making to publicly notify the proposed land exchange

· Staff assess the proposed land exchange against council’s policies

· Report to local board to seek support for public notification of the proposed land exchange

· Report to Parks Arts Community and Events committee to seek agreement to publicly notify the proposed land exchange

Public Notification Phase

· Public consultation opens for a month

· Iwi consultation

· Hearing required if requested by a submitter against the proposed land exchange (independent commissioner appointed by Regulatory Committee)

Decision-making to finalise the land exchange

· Staff assess the submissions against the Reserves Act 1977 and make a recommendation

· Report to local board to seek support for or against the proposed land exchange

· Report to PACE to resolve to approve (or not) the proposed land exchange

· Recommendation to Finance & Performance Committee to resolve to dispose of council land

Transaction Phase

· Application to the Minister of Conservation for authorisation

· Gazette notification

· Land Exchange Agreement finalised

· Open space final designs authorised by the local board

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Indicative plans of proposed exchange of reserve land at Murray Halberg Park.	159

Ngā kaihaina

Signatories

Author

Dillon O'Brien - Policy Advisor

Authorisers

Carole Canler - Senior Policy Manager

Kataraina Maki – General Manager - Community & Social Policy

Claudia Wyss - Director Customer and Community Services

Parks, Arts, Community and Events Committee

08 July 2021

Community Facilities Regional Work Programmes 2021-2024

File No.: CP2021/05181

Te take mō te pūrongo

Purpose of the report

1. To approve the 2021-2024 Community Facilities Regional Capital Work Programmes.

Whakarāpopototanga matua

Executive summary

2. This report sets out the proposed Community Facilities regional capital work programmes, incorporating:

· programmes for parks and facilities for which the Governing Body is the decision maker, including Regional Parks, Holiday Parks, Auckland Botanic Gardens, Auckland Domain and active Cemeteries

· regional programmes that the Governing Body allocate budget to specific projects for which local boards may be the decisions maker, including coastal renewals, slips prevention, and local parks and sports fields development (growth).

3. This report recommends approval of the Community Facilities regional work programmes and associated budgets for the 2021/2022 financial year, and approval in principle for the subsequent two financial years of 2022/2023 and 2023/2024.

4. The work programmes provided in Attachments A - F reflect the projects that were presented at a workshop with the Parks, Arts, Community and Events Committee in March 2021.

5. Projects that form the local and sports field development (growth), coastal, and slips prevention programmes will be incorporated into local board work programmes. Local boards have provisionally approved these projects in their work programmes and provided feedback for the committee’s consideration.

6. Several projects in the 2022/2023 and 2023/2024 work programme have been identified as part of the Risk Adjusted Programme (RAP). Approval is sought for the planning and design of these projects to commence during 2021/2022, so that they are ready to be delivered early if approved projects for delivery in 2021/2022 are delayed for any unforeseen reason.

7. The most significant risk to successful delivery of the 2021/2022 work programme is a change in COVID-19 alert levels that would impact delivery timeframes and budget.

8. To expedite delivery of the work programme, and to manage changes that may be required in a timely way, staff recommend that the committee delegate decision making for amendments to the approved programme to the General Manager Community Facilities.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) approve the 2021/2022 financial year Community Facilities Regional Work Programme and approve in principle the subsequent two financial years of 2022/2023 and 2023/2024 as detailed in the following attachments to the agenda report:

i) Attachment A – Regional Renewals and Development Work Programme

ii) Attachment B – Cemeteries Work Programme

iii) Attachment C – Commercial and Residential Leases Work Programme

iv) Attachment D – Coastal Renewals Work Programme

v) Attachment E – Slips Prevention Work Programme

vi) Attachment F – Local Parks and Sportsfields Development Work Programme

b) approve the Risk Adjusted Programme (RAP) projects identified in the work programme (Attachments A - F 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 2021/2022 financial year.

c) note that approval of budget allocation in the 2021/2022 year for multi-year projects implies the Committee’s support for the projects in their entirety.

d) note that where budget is allocated to a project in the regional work 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 and the local board then has decision making responsibility for that project, within the parameters set by the Governing Body, namely location, scope and budget.

e) note the feedback provided by local boards in relation to the projects funded from the regional coastal renewals, slips prevention and local parks and sportsfields development (growth) budgets in Attachment G to the agenda report.

f) 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.

g) delegate to the General Manager Community Facilities authority to approve amendments to the 2021-2024 Community Facilities Regional Work Programme.

Horopaki

Context

9. Local work programmes are presented to local boards and regional work programmes are presented to the Governing Body for approval each year. The 2021–2024 Community Facilities Work Programme, detailed in the attachments, sets out the proposed regional work programmes to be delivered by Community Facilities.

10. The projects identified in the work programmes have been prioritised for investment based on a combination of local board and Governing Body feedback through a series of workshops, staff assessments of assets and key stakeholder input.

11. The Community Facilities regional programmes include:

· Regional renewals and development

o Regional Parks (including farming and holiday places)

o Holiday Parks

o Botanic Gardens

o Auckland Domain

· Cemeteries

· Residential and commercial leases

· Coastal renewals

· Slips prevention and remediation

· Local parks and sports fields development (growth)

12. The Governing Body (or relevant committee) has two distinct decision-making roles for these programmes:

· For the regional parks and cemetery programme, the Governing Body is allocated full decision making and is responsible for both budget allocation to specific projects and subsequent governance decision making regarding the delivery of those projects.

· For coastal renewals, slips prevention and remediation, and local parks and sports fields development budgets, the Governing Body is responsible for the prioritisation and allocation of budget to specific projects. Where specific projects relate to assets within the local park network, subsequent governance decision making regarding the delivery of those projects is allocated to the relevant local board, who are responsible for delivery within the location, scope and budget defined by the Governing Body.

13. The programmes and related budgets considered in this report refer only to those for which the Community Facilities department is responsible and accountable. Budgets where responsibility and accountability lie with other parts of the organisation are not included in these regional programmes.

14. It should be noted that the Auckland Domain Committee has decision making regarding the Auckland Domain, with funding being allocated from the above regional budgets. The regional work programme was endorsed by the Auckland Domain Committee on 14 May 2021 (ADC/2021/12).

15. Staff engaged with the committee regarding the draft programme at a workshop in March 2021 and the draft work programmes reflect the projects that were presented and the feedback received.

Tātaritanga me ngā tohutohu

Analysis and advice

16. The proposed work programmes are made up of activities continuing from previous financial years and new initiatives.

Regional renewals and development programme

17. The regional renewals and development programme includes all asset investment relating to parks, facilities and activities for which the Governing Body is the allocated decision maker, apart from active cemeteries, which are considered as a separate work programme.

18. These include the Auckland wide network of Regional Parks including areas allocated to farming activities, the Auckland Botanic Gardens, Auckland Domain, three council operated Holiday Parks, and street gardens.

19. Staff have prepared the recommended programmes through an iterative process, in consideration of service outcomes sought, the condition of existing assets and demands for new assets. The process of prioritisation has included engagement with staff responsible for delivering both assets and services ‘on the ground’.

20. Pressures facing this programme include:

· balancing demands across the regional portfolio

· increasing visitation/use and changing visitor profile and expectations

· addressing the impact of historic deferred maintenance.

Regional Parks

21. The Regional Parks programme includes the renewal of existing assets across the region, with a focus on track renewals, park infrastructure and ensuring our holiday place accommodation facilities are fit for purpose.

Botanic Gardens

22. The Botanic Gardens programme focuses on reinstatement of a covered events area and general small-scale renewal of assets such as the nursery, roading, CCTV and car park lighting.

Pukekawa Auckland Domain

23. The Pukekawa Auckland Domain programme includes significant investment for the renewal and seismic remediation of the Wintergardens and a renewing the lighting system throughout the domain.

Holiday parks

24. Priorities for the holiday parks programme include several general renewal projects to address historic deferred maintenance. These include the renewal of the amenities blocks at Martins Bay Holiday Park and the northern amenities block at Orewa Holiday Park.

Regional street gardens

25. The budget allocation is proposed to renew street gardens infrastructure across the region with a focus on tree pits across the region.

Consolidated budget and proposed allocation

26. The regional parks programme budget and proposed allocation is summarised in Table 1 below.

Table 1 – Regional parks programme budget and allocation

Regional park	2021/2022	2022/2023	2023/2024
Consolidated regional renewal budget	$9,015,268	$9,054,317	$9,396,950
Consolidated regional development budget	$900,000	$900,000	$1,900,000
Proposed allocation – Regional Parks	$5,302,092	$4,455,284	$7,647,046
Proposed allocation – Holiday Parks	$700,000	$2,700,000	$2,225,000
Proposed allocation – Botanic Gardens	$1,307,183	$882,929	$822,000
Proposed allocation – Auckland Domain	$2,312,167	$1,492,290	$400,000
Proposed allocation – Street Gardens	$200,000	$250,000	$0
Total proposed allocation	$9,821,442	$9,780,503	$11,094,046
Balance available	$93,826	$173,814	$202,904

27. In addition to the above consolidated regional budgets, two projects funded by LTP discrete budgets are included in the regional parks programme (Attachment A). These are ‘A Million Trees’ planting programme and the ‘Colin-Dale Park Development’ project.

Cemeteries programme

28. The cemeteries work programme (Attachment B) deals with the renewal and development of active cemeteries. Closed cemeteries form part of the local park network and are addressed within local board work programmes. The programme is driven by the intended service outcomes such as demand for lawn burials, as well as asset condition and input from operational staff.

29. Pressures on this programme include the growing demand for burial plots, the modest budget provision available for renewals, and heritage constraints and implications for some projects.

30. It should be noted that a separate budget is allocated for new cemetery land purchase and development, and that this is not included in the budget table below.

31. Key renewal priorities in the cemeteries programme include refurbishment of the Manukau Memorial Gardens administration building and assets across the cemeteries network such as cremators, roading, heritage assets, footpaths and furniture, fixtures and fittings.

32. Key development projects include the provision of berms and walls across the Auckland Cemeteries network.

33. The cemeteries budget and proposed allocation summarised in Table 2.

Table 2 – Cemeteries programme budget and allocation

Cemeteries Renewal and Development	2021/2022	2022/2023	2023/2024
Budget	$2,528,504	$4,086,971	$5,607,519
Proposed allocation	$2,494,415	$4,085,000	$5,573,928
Balance available	$34,089	$1,971	$33,591

Commercial and residential leasing renewals programme

34. The commercial and residential leasing renewals programme (Attachment C) includes the properties that were formerly maintained by Panuku Development Auckland (Panuku) and are now the responsibility of Community Facilities to maintain. These properties have either a commercial or residential lease and are situated on either regional or local parks.

35. This programme has an allocated budget which was transferred from Panuku to Community Facilities. As well as necessary renewal work to maintain these assets, the programme will incorporate works required to meet the Healthy Homes Standards 2019.

36. As these buildings are considered non-service assets, the Governing Body is the allocated decision maker over these assets.

37. This budget is summarised in Table 3.

Table 3 – Leasing renewals programme budget and allocation

Residential and Commercial Leasing	2021/2022	2022/2023	2023/2024
Budget	$1,212,521	$1,540,712	$1,280,945
Proposed allocation	$1,212,521	$1,540,712	$1,280,945
Balance available	$0	$0	$0

Coastal renewals programme

38. Projects within the coastal programme (Attachment D) have been identified and prioritised based on asset condition, coastal hazard mitigation and the nature of the use or function of existing assets.

39. Current pressures on this programme include the scale of work required, the challenges of working within the marine environment, continued community expectation for coastal protection structures, and mitigating climate change impacts.

40. The proposed programme is made up of renewals of coastal protection structures such as seawalls, and access structures e.g. boat ramps, wharfs and stairs.

41. In future, the programme will be guided by Coastal Compartment Management Plans.

42. The coastal renewals budget and proposed allocation is summarised in Table 4.

Table 4 – Coastal renewals programme budget and allocation

Coastal renewals	2021/2022	2022/2023	2023/2024
Budget	$7,000,000	$11,500,000	$11,500,000
Proposed allocation	$7,000,000	$11,498,743	$10,764,870
Balance available	$0	$1,257	$735,130

Slip prevention and remediation programme

43. The focus in the slips prevention and remediation programme (Attachment E) is split between remediating existing slips, prioritised according to risk and use, and preventing future slips based on assessments by the Geotechnical team.

44. The current slips programme includes projects arising from previous storm events and needs to remain responsive to possible future events. The focus is on completing priority projects that have already commenced. The programme is under pressure from a general expectation for repair/remediation in all circumstances, the cost and technical challenge for some slips, and mitigating climate change impacts.

45. The slips budget and proposed allocation is summarised in Table 5.

Table 5 – Slips prevention and remediation programme budget and allocation

Slips prevention and remediation	2021/2022	2022/2023	2023/2024
Budget	$1,000,000	$1,000,000	$1,000,000
Proposed allocation	$1,000,000	$985,191	$933,698
Balance available	$0	$14,809	$66,302

Local parks and sportsfields development (growth)

46. The 10-Year Budget 2021-2031 (LTP) includes the ‘Local Parks and Sportsfield Development’ budget. This budget is often referred to as the ‘growth’ budget, and the projects funded from this budget are often collectively referred to as the ‘growth programme’ (Attachment F).

47. The local parks and sportsfield development (growth) budget is 75% funded by development contributions and 25% funded by rates. This funding mix means that the programme delivered by this budget must meet the requirements of the Local Government Act for the use of development contributions.

48. The Local Government Act specifies the type of project that development contributions can be used for and requires that projects can only be funded by the development contribution portion of the budget to the extent that the ‘cause’ and ‘benefit’ from the project is attributable to “new and future communities” (i.e. residential growth only).

49. Development contributions also part-fund other specific projects in the Long-term Plan 2021-2031. The local parks and sportsfield development (growth) budget, however, provides a general budget source that allows council more flexibility in allocating budget to projects that meet the changing demands arising from growth.

50. Projects to be funded from the local parks and sportsfield development budget are prioritised (i.e. included in the programme) based on the:

· alignment with the requirements of the Local Government Act, including assessment of cause and benefit of projects attributable to growth

· alignment with the aims and objectives of the Long-term Plan 2021-2031

· approved Governing Body or local board priorities

· delivery of agreed service outcomes

· assessment of current provision and existing capacity to meet future need

· projects currently committed or with high expectation for delivery.

51. The amount and timing for budget allocation of prioritised projects (i.e. how much budget is allocated when) is based on:

· the appropriate design to meet the needs of new and future communities

· the area in which residential growth is occurring

· delivery dependencies (e.g. third-party development, other funding sources)

· project readiness

· overall budget availability.

52. Where and when future growth will take place is predicted based on:

· projections from the Auckland Plan, the Future Urban Land Supply Strategy and the i11 Auckland Transport (AT) growth model

· analysis of resource consent and building consent applications granted

· ‘on the ground’ knowledge of staff.

53. There are several pressures on this programme, including:

· the scale and phasing of the budget in the short/medium term, which limits the number and extent of projects proposed

· the expectation for growth investment from developers, local boards and the community

· the challenge of adequately meeting additional need generated by dispersed growth

· providing for the development of new open space in an appropriate timeframe following acquisition.

54. Local boards were asked to provide their formal feedback relating to the growth programme at their June business meetings. A copy of all resolutions is included as Attachment G to this report, along with an initial staff responses.

55. Key themes from local board feedback include:

· support for those projects included in the programme

· a desire from some local boards to change proposed projects to better meet local needs or to address local community concerns, including deferring some proposed projects’ start dates, or swapping one project with another

· requests that staff consult with iwi before proceeding any further with some projects, particularly in the coastal renewals programme

· requests to add new projects to the programme, or to increase the budget for some projects

56. Staff have provided an initial response to feedback received. Staff will undertake further and ongoing refinement of the programme, which will include responding to the relevant local board proposal for new or expanded projects, and additional funding allocations.

57. The local parks and sportsfields development budget and proposed allocation is summarised in Table 6.

Table 6 – Local parks and sportsfields development programme budget and allocation

Local parks and sports field development	2021/2022	2022/2023	2023/2024
Budget	$17,913,965	$14,333,320	$10,310,321
Proposed allocation	$16,534,631	$13,877,305	$9,479,785
Balance available	$1,379,334*	$456,015	$830,356

* $1,200,000 has been left as unallocated in 2021/2022 to cover early delivery in 2020/2021 and will be removed as a part of the year end process.

Capital programme delivery

Cost estimates subject to change

58. 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.

59. The delivery of individual projects is managed within the overall work programme budget. 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.

Locational mapping of projects

60. The capital works programmes have been geo-spatially mapped to indicate the location of projects across the region.

61. Attachment H includes two maps indicating the location of projects in the proposed three year work programme that capital budget is proposed to be allocated to, and indicates the main funding source for each project. The first map is for those programmes reported to local boards including Growth, Coastal and Slips and the second includes the Regional parks network, cemeteries and leases.

62. Some projects are unable to be mapped as they reference multiple locations, or the work locations are yet to be determined.

Risk adjusted programme

63. The Risk Adjusted Programme was implemented in 2019 and is designed to mitigate risk so that the total budget is delivered.

64. Several capex projects in the 2022/2023 and 2023/2024 work programme have been identified as part of the Risk Adjusted Programme as highlighted in Attachments A-F.

65. Approval is sought for the commencement of these projects in the 2021/2022 financial year, so that they can replace delays in projects that may not be delivered for unforeseen reasons.

Delegation for approval of changes to the work programme

66. The delivery of the proposed work programme in an efficient and timely manner may require amendments to be made to the agreed work programme during the year. Such amendments could include:

· changes to project scope, budgets, timing

· addition of new projects within available budget

· cancelling or putting approved projects on hold

67. Any changes to the approved work programme would normally require approval from the committee by resolution at a business meeting. However, the committee can delegate authority to approve some or all amendments to the work programme to the chairperson, to another member of the committee, or to staff. Such delegation would allow changes to be made without the timeframes required to provide formal reports and would support the efficient delivery of the work programme.

68. It is requested that the Parks, Arts, Community and Events Committee delegate authority to staff to approve changes to the work programme, in this case the General Manager Community Facilities.

Tauākī whakaaweawe āhuarangi

Climate impact statement

69. In June 2019, council declared a climate emergency and in response to this, council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020.

70. Each activity in the work programme is assessed to identify whether it will have a positive, negative, or neutral impact on greenhouse gas emissions and impact on resilience to climate change.

71. To deliver on climate goals, Te Tāruke-ā-Tāwhiri includes eight priorities for action:

· natural environment

· built environment

· transport

· economy

· communities and coast

· food

· Te Puāwaitanga ō te Tātai

· energy and industry.

72. Many of the activities in the 2021/2022 work programme will have impacts on greenhouse gas emissions and contribute towards climate change adaptation. The sorts of impacts to be considered include:

· maximum upcycling and recycling of old material

· installation of energy efficiency measures

· building design to ensure the maximum lifetime and efficiency of the building is obtained

· lifecycle impacts of construction materials (embodied emissions)

· exposure of building location to climate change hazards (sea level rise, flooding (floodplains), drought, heat island effect)

· anticipated increase in carbon emissions from construction, including contractor emissions

· lifecycle impacts of construction materials.

73. These impacts will be considered as projects progress and will be reported at future reporting opportunities.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

74. The 2021-2024 Community Facilities regional work programme has been developed in consultation with other council departments such as Parks Sports and Recreation, Regional Service Planning Investments and Partnerships, the Development Programme Office, and Engineering and Technical Services.

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

Local impacts and local board views

75. The Community Facilities regional work programme has been considered by the local boards in a series of workshops from November 2020 to May 2021. The views expressed by local board members during the workshops have informed the recommended work programme.

76. 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.

77. All relevant regional work programme projects have been included in local board work programmes for approval, subject to committee approval. Formal feedback on the regional programmes has also been sought from local boards. A copy of all resolved feedback has been included in Attachment G to this report created.

78. The feedback has been discussed in Attachment G and in the Analysis and Advice section of this report, and any necessary changes as a result have been incorporated into the recommendations.

Tauākī whakaaweawe Māori

Māori impact statement

79. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

80. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2012-2022, the Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework, Kia Ora Tāmaki Makaurau - Māori Outcomes Performance Measurement Framework and Local Board Plans.

81. The projects in the Community Facilities Work Programme will benefit Māori and the wider community. The benefits will be realised through the provision and continued maintenance of quality facilities and open spaces that promote good health, the fostering of whānau and community relationships and connection to the natural environment.

82. When developing and delivering work programmes, consideration is given to how the activities can contribute to Māori well-being, values, culture and traditions.

83. Where aspects of the work programme are anticipated to have an impact on an activity, facility, or location of importance to Māori, appropriate and meaningful engagement will then be undertaken.

Ngā ritenga ā-pūtea

Financial implications

84. The proposed budgets are based on the budget allocations from the Long-term Plan 2021-2031.

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

86. Table 7 outlines the overall budget summary:

Table 7: Budget

Programme	2021/2022	2022/2023	2023/2024
Regional parks – developments	$900,000	$900,000	$1,900,000
Regional parks – renewals	$9,015,268	$9,054,317	$9,396,950
Auckland Cemeteries – developments	$850,000	$2,500,000	$4,000,000
Auckland Cemeteries – renewals	$1,678,504	$1,586,971	$1,607,519
Coastal asset renewals	$7,000,000	$11,500,000	$11,500,000
Slips remediation and prevention	$1,000,000	$1,000,000	$1,000,000
Local parks and sports fields development	$17,913,965	$14,333,320	$10,310,321

87. Any 2020/2021 capex budget unspent on 30 June 2021 will be assessed for carry-forward to the 2021/2022 work programme. Carry forwards will be added to the work programme as separate activity lines.

88. Where an activity is cancelled or no longer required, this budget can be reallocated to an existing work programme activity or to a new activity within that financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

89. If approval of the Community Facilities work programme is not obtained, there is significant risk that the activities within it will be delayed or not delivered.

90. There have been some delivery delays in the FY2021 capital work programme due to the impact of COVID-19. An internal review has been conducted and a plan has been developed to mitigate the risk of further delays as much as possible. These plans include assessing and planning for sufficient resourcing and a coordinated procurement process across suppliers. Market delays continue to be monitored and local sourcing progressed where possible.

91. 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 Committee’s attention alongside consideration of implications and options to address challenges.

92. The COVID-19 pandemic could have a further negative impact on the delivery of 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.

Ngā koringa ā-muri

Next steps

93. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2022.

94. Where the work programme identifies further decisions and milestones for each activity, or should there be any changes to regional programmes that affect local board work programmes, these will be reported to the relevant local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Regional renewals and Development Work Programme	181
b ⇩	Cemeteries Work Programme	199
c ⇩	Commercial and Residential Leases Work Programme	203
d ⇩	Coastal Renewals Work Programme	205
e ⇩	Slips Prevention Work Programme	215
f ⇩	Local Parks and Sportsfields Development Work Programme	219
g ⇩	Local board feedback on regional programmes	231
h ⇩	Work Programme Maps	241

Ngā kaihaina

Signatories

Author

Kathryn Martin - Manager Work Programme

Authorisers

Taryn Crewe - Acting General Manager Community Facilities

Claudia Wyss - Director Customer and Community Services

Parks, Arts, Community and Events Committee

08 July 2021

2021/2022 Arts and Culture Regional Work Programme

File No.: CP2021/09555

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the 2021/2022 Arts and Culture Regional Work Programme.

Whakarāpopototanga matua

Executive summary

2. This report seeks approval of the 2021/22 Arts and Culture Regional Work Programme (Attachment A).

3. This report also seeks to inform Parks, Arts, Community and Events Committee of other regional funding programmes which do not require approval (Attachment B).

4. The regional arts and culture work programme and associated budget allocations align to the Auckland Plan, the Long-term Plan 2021-31 (LTP), Toi Whītiki Arts and Culture Strategic Action Plan and endorsed strategies, policies and plans.

5. The Arts and Culture 2021/2022 Regional Work Programme includes the following activity for approval summarised in Table 1:

Table 1: Arts and Culture Regional Work Programme summary

Activity	FY21/22 Budget - OPEX	FY21/22 Budget - CAPEX
Regional creative programmes	$1,410,000
Public Art City Centre Targeted Rate (CCTR) projects		$440,000
Public art regional programme	$33,727	$1,020,000
Public art collections and asset management functions	$738,818	$120,000
Regional funding (incl art organisation funding)	$1,583,028
TOTAL	$3,765,573	$1,580,000

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) approve the 2021/2022 Arts and Culture Regional Work Programme (Attachment A to the agenda report)

b) approve the following regional arts organisations’ funding allocations for a three-year term:

i) Q Theatre, $943,944 (approved in February by Finance and Performance Committee FIN/2021/12, with inflation applied)

ii) Te Tuhi, $604,673

c) approve delegation of authority to the General Manager, Regional Service Planning, Investment and Partnerships for public art and regional funding and General Manager, Connected Communities for creative programmes to approve changes to regional funding or individual items on the work programme throughout the year, provided such changes do not significantly affect the intent of the programme, noting that any significant changes will be presented to the committee for consideration.

Horopaki

Context

6. The Regional Arts and Culture Work Programme presents the projects to be undertaken in 2021/22, including the associated budget allocations and timelines.

7. The Parks, Arts, Community and Events Committee has the delegation to approve the work programme.

Tātaritanga me ngā tohutohu

Analysis and advice

Regional Creative Programming

8. The creative programming regional budget is $1,410,000 OPEX per annum. Regional programmes for 2021/2022 include signature events and festivals such as Matariki Festival, Stand Up Stand Out and Waitangi Day commemorations and focus on the following key areas of delivery:

· Toi Māori

· Inclusion & Representation

· Placemaking & Activation

· Music

· Digital & Online

· Sector Responsiveness

9. Matariki Festival is a significant event in the Arts and Culture Regional Work Programme. In 2021 Ngāti Whātua Ōrākei is leading the hosting of Matariki Festival.

10. Other programmes focus on growing target audiences that traditionally have lower levels of participation in, and access to, arts and culture.

11. The work programme aligns with multiple strategic outcomes under the Auckland Plan, Toi Whītiki Arts and Culture Strategic Action Plan, Auckland Music Strategy, Events Policy and Public Art Policy.

12. Auckland Council’s creative programming team deliver arts and culture-related programming as part of Auckland’s creative sector. The regional programmes budget of $1,410,000 OPEX per annum comprises a small portion of the overall council family investment, but plays a critical role in supporting and providing experiences to those Aucklanders currently not participating in or accessing arts and culture.

13. Other parties that support the delivery of arts and culture-related programming include; local boards, Creative New Zealand (CNZ), Auckland Unlimited, Auckland Regional Amenities Funding Act-funded organisations, not-for-profit organisations and the private sector.

14. Auckland Council’s arts and culture staff provide a regional overview and work with these other parties to seek alignment and partnership in our work to increase impact for our communities.

Public Art City Centre Targeted Rate projects

15. In May 2018, Public Art presented the City Centre Public Art Plan to the Auckland City Centre Advisory Board.

16. There were seven public artwork projects provisionally identified for City Centre Targeted Rate (CCTR) spend from the City Centre Public Art Plan.

17. Of those seven, Myers Park, Federal Street South and the Wynyard Quarter projects have sufficient funding from the Public Art Regional Work Programme CAPEX budget and /or the parent project. The Lower Queen Street and Ferry Basin opportunities have not progressed in the way originally envisaged and any further movement will occur outside the current funding period. CRL and Te Hā Noa – Victoria Street Linear Park project opportunities are continuing to be explored.

18. Staff have worked to identify additional new opportunities for delivery by 30 June 2025, that will complement and strengthen the public art portfolio, be of value to the people of Auckland, and align to the City Centre Public Art Plan.

19. On 19 May 2021, staff shared information on the revised projects to be implemented in the period July 2022 to June 2025 through the City Centre in Focus forum, facilitated by the Development Programme office. Invitation to the City Centre in Focus forum include the members of the Auckland City Centre Advisory Board, Waitematā Local Board, and Demographic Advisory Panel members.

20. The amount set aside to support the Auckland City Centre Public Art Plan for FY22–FY25 is $3,000,000.

21. Table 2 summarizes the anticipated spending by year across proposed projects. The anticipated spend will be incorporated into the 2021 update of the city centre targeted rate portfolio which is part of the Annual Plan process.

Table 2 - Anticipated spending by year against proposed projects

Project	FY 22	FY 23	FY 24	FY 25	Total
Fort St West and Jean Batten Place	$200,000	$400,000	$250,000		$850,000
Mana Whenua Cultural Marker Te Hā Noa – Victoria Street Linear Park project Block B Stage 1 (Permanent)	$150,000	$450,000	$300,000		$900,000
Activating Sculptures Te Hā Noa – Victoria Street Linear Park project Block C Stage 1 (Temporary public art intervention)	$40,000	$160,000			$200,000
International artist collaboration (Scoping)	$50,000				$50,000
FY22 – Revisit ACCAB with proposal for further expenditure FY23-FY25		$100,000	$350,000	$550,000	$1,000,000
TOTAL	$440,000	$1,110,000	$900,000	$550,000	$3,000,000

A brief summary of the proposed projects follows (refer to Attachment C for project context and objectives):

Fort St West and Jean Batten Place

22. The preliminary design work for the initial project identified the Jean Batten Place streetscape as an opportunity to contrast the rigid grid of the lower CBD streetscape and architecture with an exciting and engaging public art experience by a contemporary feminist artist. The aim of this artwork would be to reflect the adventurism and individuality of Jean Batten, as a pioneering feminist icon, and reference a historical cultural landscape in a contemporary way.

Mana Whenua Cultural Marker (Te Hā Noa – Victoria Street Linear Park and Aotea Station Block B Stage 1 - Permanent)

23. The underlying ambition of the Victoria Street linear park project is to create a linear pedestrian focused public space along the length of Victoria Street.

24. The project will be transformative for the Auckland city centre streetscape and will create quality opportunities for public art development.

25. Public Art would aim to deliver a significant mana whenua artwork in conjunction with CRL’s Aotea (Te Wai Horotiu) Station where it overlaps with the Te Hā Noa – Victoria Street Linear Park project initiative.

26. The Public Art team would also aim to work alongside the Victoria Street linear park team to look for opportunities to develop public artworks (‘activating sculptures’) by various artists for Victoria Street linear park project with adherence to the unique set of te ao Māori principles developed by mana whenua for the project.

International artist collaboration project with local Māori or Pacific artists (Scoping)

27. In line with the City Centre Public Art Plan objective to deliver “high profile signature works of public art” and “activate relationships and connections”, Public Art propose to commence a strategic assessment for an international artist commission in collaboration with Māori or Pacific artists, utilising CCTR funding in FY22 for this scoping work.

28. Public Art will update PACE regarding further expenditure against this project (or alternate proposals) in late 2021/2022.

Public Art Regional Work Programme

29. The 2021/2022 Public art regional programme is a continuation of the 2020/2021 work programme previously approved by the PACE Committee in October 2020 (PAC/2020/53).

30. Auckland Council’s Emergency Budget was adopted on 30 July 2020; the impact to public art was a 69 per cent reduction to the public art regional CAPEX budget from $3.28 million to $1 million in 2020/2021. This reduction has continued for the 2021/2022 period with a $1,167,433 CAPEX budget.

31. No new CAPEX projects will be onboarded to the 2021/2022 work programme from the regional CAPEX budget; staff will instead utilise city centre targeted rate (CCTR) funding to progress projects in the city centre ($3,000,000 over the 2021/2022 to 2024/2025 period).

32. Responding to this budget restriction, priority has been given to progress projects associated with a parent project, which currently encompasses three major projects - Myers Park, Federal Street (both in the CBD), and Jubilee Bridge (in Panmure) – in total comprising 67 per cent of the public art budget for 2021/2022 ($785,000).

33. Lower-priority projects already in progress in 2019/2020 were deferred due to the reduction of the 2020/2021 budget. Progression of these lower-priority projects comprises 20 per cent of 2021/2022 Public Art Regional Work Programme CAPEX expenditure ($230,000).

34. Public art CAPEX renewals comprise the final 13 per cent of the budget ($155,000), with a minimal allocation reserved against the monuments workstream.

Update on non-CAPEX workstreams on 2020/2021 Public Art Regional Work Programme

Monuments workstream

35. The Waitematā Local Board resolved (WTM/2020/127) to request the Public Art team and Heritage unit to investigate existing monuments located in the Waitematā Local Board area that commemorate historic events or figures such as Governor Grey and consult with mana whenua before providing advice on the appropriateness of re-siting or moving the works.

36. The teams were also requested to investigate options for additional or alternative signage to provide context and interpretation of the works and $26,000 was allocated to this work from the Waitematā Local Board’s locally delivered initiatives (LDI) budget for the 2020/2021 period.

37. The Waitematā Local Board was advised in June 2021 that the process to remove or re-site a monument would be long, expensive, and with no guarantee that consent would be granted, and therefore removal or re-siting is not recommended.

38. Current indications are that this workstream is not a priority for mana whenua, however a small allocation of CAPEX funding against possible alternate signage and OPEX funding for hui has been provisioned against this workstream from Public Art Regional Funding to address any concerns raised from mana whenua in the 2021/2022 period. LDI funding ($26,000) is also recommended to be carried over to the 2021/2022 financial year.

Māori public art plan

39. Public Art is continuing the development of an Auckland-wide te ao māori public art plan, to act as a ‘blueprint’ for public art in partnership with mana whenua. $5,000 OPEX budget has been allocated to commence development this financial year.

Watercare Central Interceptor artworks

40. A series of six integrated artworks in sites across the route of Watercare’s Central Interceptor is now in concept design stage. This is a 14.5 km tunnel running from Grey Lynn to Watercare Services Limited’s Māngere treatment plant, and is a partnership project with Watercare and council’s Public Art team. Watercare will assume all CAPEX costs for the works.

Completed/imminently due to be completed projects

41. Flight Support for Albatross, by artist Greer Twiss, was installed at its new home on Victoria Wharf in Devonport in March 2020. The completion of the work was celebrated on the wharf with a karakia and speeches. More than 60 people attended the opening.

42. Ngā Manu, by artist Dion Hitchens, is an artwork celebrating 50 years of Pakuranga Rotary service, in partnership with Pakuranga Rotary. It is due to be completed in the first quarter of 2021/2022.

Regional Funding

43. The confirmed regional funding budget for 2021/2022 is $1,583,028 OPEX.

44. Auckland Council’s regional arts and culture funding and partnerships programme for approval is summarised in Table 3:

Table 3 Regional Funding

Area of investment	Description/comment	Amount
Contestable Funding - Assessment and contract administration	Assessment and administration of the Creative Communities Scheme from Creative New Zealand (CNZ).	$34,411
Non-contestable funding	The budgets for these asset-based grants are set via the LTP and support regional organisations to provide communities with access to arts experiences, and creative practitioners opportunities to develop.	$1,548, 617
Total		$1,583,028

45. Staff continue to work with Q Theatre to improve its business development and financial management. The increase to their base operational funding was approved in February 2021 by the Finance and Performance Committee (FIN/2021/12).

Other Regional Funding Programmes (not requiring approval)

46. The Advisory team administers the contestable funding programme which has a budget of $1,134,272 for 2021/2022 (refer to Attachment B). The scheme allocates grants through two funding rounds each year, at which time Advisory staff will recommend the allocation of the grants to the PACE committee.

47. The Regional Arts and Culture Grants programme (contestable funding) is designed to enable organisations, communities and artists to deliver arts and culture projects and activities across the Auckland region. Grants delivered through this programme support the implementation of Toi Whītiki, Auckland’s Arts and Culture Strategic Action Plan and the Community Grants policy.

48. The Advisory Team also administers Creative New Zealand’s Creative Communities Scheme, which has a budget of $1,032,540 and is not subject to PACE committee approval.

49. Other regional funding programmes administered by Auckland Council but not subject to approval at this time are summarised in Table 4:

Table 4 Other Regional Funding Programmes

Area of investment	Description/comment	Amount
Contestable funding	Contestable scheme that enables organisations, communities and artists to deliver arts and culture projects and activities across the Auckland region. Funding includes strategic relationship, audience development, and business capacity and development grants.	$1,134,272
Creative New Zealand’s Creative Communities Scheme (not subject to approval)	Administer the Creative Communities Scheme under contract from Creative New Zealand (CNZ).	$1,032,540
Total		$2,166,812

Tauākī whakaaweawe āhuarangi

Climate impact statement

50. The Service and Asset Management Plan for Arts and Culture 2020 describes the following outcomes that continue to be a key measure for prioritisation as arts and culture work in a reduced capacity due to the effects of COVID-19 and the emergency/recovery budgets:

· Arts grants, investments and activities that advocate for sustainable environmental practice.

· Arts and culture programmes and experiences that help to advocate and build awareness of environmental issues.

· Develop strong relationships with communities to build capacity; and determine transfer of operations from council to community when appropriate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

51. In November 2020, the Customer and Community Services Directorate established two new departments: Regional Service Planning, Investment and Partnerships and Connected Communities.

52. The functions previously within Arts, Community and Events (ACE) are distributed across the two new departments in Customer and Community Services to position our teams to best support the experiences of Aucklanders, elected members and our partners to align to the investment approach recommended in the 10-year budget.

53. These changes will strengthen the professional network of specialised creative staff across the directorate, creating a value chain that reflects and delivers to the needs and aspirations of the community and sector, and supports creative practice in the region. This will position Auckland Council to work with other sector leadership parties, such as Creative New Zealand more effectively, to inform and align with national directions regionally. Specific workflows, roles, and responsibilities will be further articulated during 2021/2022 as the departments are further embedded. This is a key strategic focus of the directorate.

54. The new structure went live on 29 May 2021 and will change the way that these work programmes are reported in the future.

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

Local impacts and local board views

55. Implementing the Regional Arts and Culture Work Programme for 2021/22 involves working with individual local boards throughout the year to identify synergies between the regional programme and local work programmes that align to local board plans and priorities.

56. During Arts and culture work programme workshops local boards have indicated that they are interested in contributing financially to local events or projects as part of regional events, festivals and programmes.

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

Tauākī whakaaweawe Māori

Māori impact statement

58. As a key strategic objective of Toi Whītiki, arts and culture projects prioritise activities that deliver on Māori outcomes. This continues to be a key measure for prioritisation as arts and culture work in a reduced capacity due to the effects of COVID-19 and the emergency/recovery budgets.

59. Council has a commitment to partner with mana whenua, Māori creative practitioners, and other Māori groups to ensure that arts and culture activities contribute to the visibility and celebration of their stories and histories. An example of this is the 2021 hosting of Matariki by Ngāti Whātua Ōrākei.

60. Staff intend to engage with mana whenua and the Tāmaki Makaurau Mana Whenua Forum on development of an Auckland-wide te ao māori public art plan.

Ngā ritenga ā-pūtea

Financial implications

61. Auckland Council’s Emergency Budget was adopted on 30 July 2020; the impact to public art was a 69 per cent reduction to the public art regional CAPEX budget from $3.28 million to $1 million in 2020/2021.

62. Auckland Council’s Recovery Budget will be adopted imminently; the impact to the arts and culture work programme was a slight increase to OPEX and CAPEX budgets but not a return to previous levels of investment. As a result, arts and culture programming continues to require careful consideration and prioritisation.

63. No new CAPEX projects will be onboarded to the 2021/2022 work programme from the regional CAPEX budget; staff will instead utilise CCTR funding to progress projects in the city centre.

64. Table 4 provides comparison of the arts and culture budgets for 2020/2021 and 2021/2022.

Table 4 – Overall Budgets for 2020/2021 and 2021/2022

Financial year	Work programme	OPEX	CAPEX
2020/2021	Arts and Culture Regional	$4,237,607	$1,000,000
2021/2022	Arts and Culture Regional	$5,014,137	$1,167,433

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

65. Staff have ongoing consideration for COVID-19 risks and implications on the sector, services and delivery, and will continue to follow council and central government advice.

66. Examples of risks arising from COVID-19 include financial impact on suppliers and partners, impacts to timelines due to lockdown periods, ongoing impact to material supplies due to worldwide impacts from COVID-19, difficulty with public access, event cancellations, site visits and consultation due to lockdown periods, as well as increased health and safety considerations e.g. mask-wearing and physical distancing. All of these are mitigated in accordance with ongoing legal, procurement, and health and safety guidance from council.

67. Staff will continue to mitigate risk within individual projects as appropriate and identify change in status through council’s IDF (Investment Delivery Framework) process, which has provision for capturing and escalating risk.

68. Staff will continue to manage relationships and partnerships on behalf of the Directorate to monitor arts and culture sector wellbeing to ensure that council is informed and prepared for the future.

Ngā koringa ā-muri

Next steps

69. If approved staff will progress the work programme within the 2021/2022 budget

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Arts and Culture Regional Work Programme 2021-2022	253
b ⇩	Arts and Culture Other Regional Funding Programmes 2021-2022	259
c ⇩	Summary of City Centre Public Art Plan Programme 2021-2022	261

Ngā kaihaina

Signatories

Authors

Hayley Wolters – Manager, Public Art

Jade Baker – Project Lead, Arts and Culture

Authorisers

Emily Trent, Head of Arts, Culture and Heritage

Justine Haves - General Manager Regional Services Planning, Investment and Partnership

Mirla Edmundson - General Manager Connected Communities

Claudia Wyss - Director Customer and Community Services

Parks, Arts, Community and Events Committee

08 July 2021

Regional Sport and Recreation Facilities Operating Grant

File No.: CP2021/07541

Te take mō te pūrongo

Purpose of the report

1. To allocate the 2021/2022, 2022/2023 and 2023/2024 Regional Sport and Recreation Facilities Operating Grant.

Whakarāpopototanga matua

Executive summary

2. The Regional Sport and Recreation Facilities Operating Grant was established to support subregional or regional non-council operated sport and recreation facilities that help increase Aucklander’s participation in sport and recreation.

3. There is $1,063,053 available in each financial year through a contestable grants process, but funding may be awarded in three-year cycles to provide recipients with financial certainty for business planning.

4. Grant criteria is aligned to ‘Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039’, which outlines council’s approach to sport investment over the next 20 years.

5. Staff assessed applications for eligibility against the Community Grants Policy and the Assessment Matrix criteria in Attachment A.

6. Twenty grant applications were received, of which twelve sport and recreation facilities are recommended to receive funding in this round.

7. A drop-in session for councillors was held on 28 June 2021, to provide information about the applications, assessment process, and funding allocation recommendations.

8. Successful applicants will enter into funding agreements with the council that include agreed outcomes and reporting requirements.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) approve the Regional Sport and Recreation Facilities Operating Grant preliminary allocation programme for 2022-2024 as follows:

No.	Organisation	2021/22	2022/23	2023/24
i)	Kolmar Charitable Trust (1567130)	173,053	173,053	170,000
ii)	Auckland Netball Centre Inc. (221532)	150,000	150,000	140,000
iii)	The Otara Rugby League and Sports Club Inc. (224283)	25,000	25,000	25,000
iv)	Bruce Pullman Park Trust (1153007)	150,000	150,000	140,000
v)	AUT/Millennium Ownership Trust (2222630)	50,000	50,000	45,000
vi)	Avondale College (Ministry of Education)	40,000	40,000	38,053
vii)	East City Community Trust (212282)	80,000	80,000	75,000
viii)	Te Puru Community Charitable Trust (1279292)	200,000	200,000	160,000
ix)	North Harbour Badminton Inc. (459164)	35,000	35,000	30,000
x)	The Woodhill Sands Trust (2643711)	70,000	70,000	60,000
xi)	The Waiheke Recreation Centre Trust (1101483)	70,000	70,000	60,000
xii)	North Harbour Softball Association Inc. (224804)	20,000	20,000	20,000

b) authorise the General Manager, Parks, Sport and Recreation to prepare and execute development funding agreements for the approved projects.

c) authorise, through the Chief Executive, that the General Manager, Parks, Sports and Recreation to allocate up to $100,000 in 2023/2024 to a regional facility or facilities that align with the criteria used to assess all grant applications, as specified in Attachment A.

Horopaki

Context

9. On 10 December 2020 the Parks, Arts, Community and Events Committee [PAC/2020/65] approved the repurposing of the Community Access Scheme (CAS) to a contestable operational grant for non-council operated sport and recreation facilities.

10. The Regional Sport and Recreation Facilities Operating Grant was established to support subregional or regional non-council operated sport and recreation facilities that help increase Aucklander’s participation in sport and recreation.

11. The operating grant focuses primarily on sub-regional facilities that provide easy and affordable community access for populations with low participation rates in sport and recreation and require an operational subsidy to sustain and improve their on-going operations.

12. Low participant communities include Māori, girls aged 5-18 years, Pacific Peoples, Asians, people with disabilities and those living in areas of high deprivation.

13. The Regional Sport and Recreation Facility Operating Grant is one of a range of investments that the council provides to the sport and recreation sector.

14. In addition to the Regional Facility Operating Grant the following range of grants allow groups to apply for the funding that will meet their needs:

· Regional Sport and Recreation Facility Investment Fund – significant facility development costs,

· Regional Sport and Recreation Programming Grants – operational project costs,

· Local Board Community Grants – varies for each local board,

· Local Board Discretionary funding – locally-driven initiatives.

15. The Parks, Sport and Recreation department maintains strategic oversight over all sport and recreation investments for facilities, programmes, and partnerships.

16. Decision making for this regionally contested fund sits with the Parks, Arts, Community and Events Committee.

17. On 28 June 2021, a drop-in session for councillors was held to provide more detail on the assessment process, applications received and next steps.

Tātaritanga me ngā tohutohu

Analysis and advice

18. The Community Access Scheme had a budget of $1,023,000 per annum through the 10-year budget 2018-2028. This Scheme was not contestable.

19. $1,063,053 is available in the new contestable operations grant budget. This is inclusive of both the Community Access Scheme budget and $40,053 that has been transferred from the Regional Transitional Rates Grants, which comes to an end in June 2021.

20. Applications for grants opened 12 February 2021 and closed 19 March 2021.

21. Applications for funding received from eligible organisations came to a total of $1.6 million for the 2021/2022 funding round.

22. Eligible organisations included:

· community organisations with a formal legal structure, for example, charitable trust operating a sport and recreation facility,

· national or regional sport and recreation organisations,

· schools and churches providing wider community access to their facilities,

· iwi and other Māori organisations providing sport and recreation facilities,

· commercial entities operating sport and recreation facilities that clearly and directly benefit the wider community.

23. The contestable grant opportunity was promoted through:

· the Regional Sports Trust Network. Aktive promoted the Fund to 5,000+ Auckland-based RSOs, NSOs and RSTs as well as facilities, clubs and individuals,

· all local boards received a memo about the contestable grant opportunity via memo on 3 February 2021 to cascade to their constituents, community facility networks and contacts. The grant was advertised on the Auckland Council website,

· Sport and Recreation Leads offered direct support to previous Community Access Scheme recipients as required.

24. An assessment panel comprised of Sport New Zealand, Aktive, CLM Community Sport and council staff reviewed applications.

25. Applications were assessed in the context of the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039, adopted in July 2019 [ENV/2019/93] and the following four investment principles, which equated to 80% of the overall assessment score:

· 40 per cent – Equity: ensures equity of outcomes across the population regardless of age, gender, ethnicity, socio-economic status or location,

· 30 per cent – Outcome-focused: there is a clear ‘line of sight’ between the investment and the outcomes it delivers,

· 20 per cent – Financial sustainability: projects need to be financially viable and affordable for the public,

· 10 per cent – Accountability: investment should be efficient, effective, transparent and consistent.

26. Applications were also assessed in terms of organisational capability (20% of the overall assessment score) as shown in the Assessment Matrix in Attachment A.

27. An overview of applications received can be found in the table below.

Table 1: number of Sport and Recreation Facilities Operating Grant applications received.

Grant Round	Applicants
Completed applications received	20
Eligible applications (based on alignment to grant criteria)	14 (of 20 completed)
Organisations recommended to receive funding	12

28. Organisations that were not eligible to receive funding will be redirected to alternative sources of funding were possible, including local board community grants and legacy Hillary Commission funding in the Central-West area. Applications that failed to meet eligibility criteria included those who applied for a capital development purpose or, operated a facility that served a local (rather than regional or sub-regional) catchment.

29. There are five options in respect to the funding recommendations presented:

i. fund all recipients as recommended in this report,

ii. fund some of the recipients,

iii. fund the recommended recipients to a greater or lesser extent than recommended,

iv. fund recipients for one or two years (instead of three), meaning the contestable grant process would need to be run again,

v. fund none of the recommended recipients.

30. The table below shows the recommendations for allocation of the Sport and Recreation Facilities Operating Grant over the next three years alongside the amount requested by each organisation (in their funding application) and Community Access Scheme (CAS) funding granted in 2020/2021.

Table 2: Summary of Sport and Recreation Facilities Operating Grant recommendations.

Applicant	Location	Criteria Alignment	CAS (2020/21)	Requested	2021/22	2022/23	2023/24
Kolmar Trust	Ōtara-Papatoetoe	Strongly aligned	150,000	200,000	173,053	173,053	170,000
Auckland Netball Centre	Ōrākei	Strongly aligned	150,000	150,000	150,000	150,000	140,000
Otara Rugby League	Ōtara-Papatoetoe	Strongly aligned	0	25,000	25,000	25,000	25,000
Bruce Pullman Park Trust	Papakura	Strongly aligned	0	150,000	150,000	150,000	140,000
AUT Millennium Trust	Upper Harbour	Aligned	60,000	100,000	50,000	50,000	45,000
Avondale College	Whau	Aligned	40,000	40,000	40,000	40,000	38,053
East City Com. Trust	Ōrākei	Aligned	90,000	150,000	80,000	80,000	75,000
Te Puru Charitable Trust	Franklin	Aligned	325,000	325,000	200,000	200,000	160,000
North Harbour Badminton	Devonport-Takapuna	Aligned	0	50,000	35,000	35,000	30,000
The Woodhill Sands Trust	Rodney	Aligned	0	122,000	70,000	70,000	60,000
Waiheke Rec Centre Trust	Waiheke	Aligned	80,000	80,000	70,000	70,000	60,000
North Harbour Softball	Upper Harbour	Aligned	0	25,000	20,000	20,000	20,000
Howick Gymnastics	Howick	Partially aligned	0	77,000	0	0	0
Hyundai Marine Centre	Ōrākei	Partially aligned	0	100,000	0	0	0
Total Requested / Recommended				1,594,000	1,063,053	1,063,053	963,053
Regional Sport & Rec Facility Operations Grant Budget				1,063,053	1,063,053	1,063,053	1,063,053
Total Requested / Recommended vs Budget				-530,947	0	0	100,000

31. It is recommended that the grants be allocated for three years to provide recipients with financial certainty for business planning. Allocation of funding in a three-year cycle also aligns with 10-year budget cycles.

32. The recommendations in Table 2 show grant amounts reduce in year three for some recipients. This is to encourage organisations to become less reliant on council over time and to create financial capacity to fund new facilities as they are developed.

33. Table 2 shows that of the nine Community Access Scheme recipients, seven applied for and are recommended to receive Regional Sport and Recreation Facilities Operating Grants. Netball North Harbour and Tamaki College Community Recreation Centre Trust did not apply in this funding round.

34. Table 2 shows that five new organisations are recommended to receive Regional Sport and Recreation Facilities Operating Grants.

35. The most significant change in respect to funding at an organisation level is with the Te Puru Community Charitable Trust in Beachlands, Franklin. The staged reduction of funding recommended is to allow Te Puru to put in place a financial transition plan. The organisation is currently in a strong cash position.

36. The possibility of funding allocation changes (in line with new facility operations grant criteria) were made clear to previous Community Access Scheme recipients throughout the grant review process.

37. The proposed underspend in 2023/2024 is to create capacity within the grant to fund new regional sport and recreation facilities that are built in the next two years or, to provide emergency funding for a regional sport and recreation facility or facilities suffering financial hardship.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38. At this time there are no particular funding agreement KPI’s in respect to climate impact mitigation for community groups who are awarded funding.

39. A number of grant recipients are exploring or have implemented waste minimisation, rain-water capture, LED lighting and other more environmentally sustainable building operating practices.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. Council departments inputted into the recommendations of this report, key stakeholder relationships and input are shown below.

Table 3: council department input to report recommendations

Department	Input to recommendations
Community Facilities	Input into projects that have a cross-over with Sports Parks Maintenance and Community Leasing.
Finance	Consulted on matters relating to budgets, cashflows and taxation. Support for the way these arrangements are approached.

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

Local impacts and local board views

41. Attachment D of the Community Access Scheme Review [CP2020/17180] reported to the summarised local board feedback in respect to repurposing the existing Community Access Scheme to a contestable operational grant.

42. There was general support for the review and the need to align with the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039.

43. Nineteen local boards formally endorsed the investment plan, one local board endorsed the key components of the plan and one local board carried the agenda without feedback.

44. Most local boards wanted the fund to extend to eligible facilities in all local board areas.

45. Some local boards felt the fund offers insufficient funding to meet community need.

46. Some local boards were concerned about the financial viability of facilities that had previously received Community Access Scheme if the grant was changed.

47. Table 2 shows that of the nine Community Access Scheme recipients, all seven that applied for funding are recommended to receive grants.

48. Netball North Harbour and Tamaki College Community Recreation Centre Trust (the other two Community Access Scheme recipients) did not apply.

Tauākī whakaaweawe Māori

Māori impact statement

49. Grant assessment criteria has a stronger weighting for projects that are Māori-led, can demonstrate strong collaboration with Māori, increase the participation of Māori in sport or recreation, and/or focus on activities with the likelihood of high Māori participation.

50. In completing the Community Access Scheme review staff attended the Central-South Parks, Sport and Recreation mana whenua forum, at which the summarised feedback below was received:

· mana whenua were generally supportive of the review and supported using the lens of equity.

· mana whenua were keen to see increased measurement of Māori outcomes within the reporting for grants awarded.

· mana whenua would like to see an increase in programming in facilities targeted at Māori participation.

· a specific comment was noted regarding the opportunity for bilingual signage at Te Puru relating to the cultural significance of the site.

Ngā ritenga ā-pūtea

Financial implications

51. The grant is a regional budget allocated through the 10-year budget 2018-2028. The grant is budgeted at $1,063,053 in 2021/2022, 2022/2023 and 2023/2024.

52. The total budget is inclusive of $1,023,000 from the Community Access Scheme and $40,053 transferred from the Regional Transitional Rates Grants, which came to an end in June 2021.

53. Transitional rates grants provided financial support for 17 regional community organisations that received rates relief prior to the adoption of the Rates Remission and Postponement Policy 2018. Three of those (17) groups that have previously received a rate remission grant operate sport and recreation assets:

Table 4: rates relief grants

Organisation	Rates Relief Grants
AUT Millennium Ownership Trust	26,946
East City Community Trust	1,200
Eden Park Trust Board	11,907
Total	40,053

54. The budget associated with the regional transitional rates grants will be retained in the most relevant regional grants programme, and available on a contestable basis in accordance with the criteria for these programmes.

55. Staff recommendations for 2021/2022 and 2022/2023 are within grant budget parameters.

56. Staff recommendations for 2023/2024 will create an underspend of $100,000.

57. The proposed underspend in 2023/2024 is to create capacity within the grant to fund new regional sport and recreation facilities that are built in the next two years or, to provide emergency funding for a regional sport and recreation facility or facilities suffering financial hardship.

58. Successful applicants enter into a funding agreement with the council which enables us to monitor the organisations performance through reporting and accountability requirements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

59. Staff mitigate risks associated with funding applicants by carrying out an assessment process that uses criteria aligned to Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039, when considering the applications.

60. The financial risk to the council is mitigated through the practice of paying the annual grant in part-payments. This enables staff to withhold payment if late or substandard reports are received, if the organisation’s performance is poor, if facilities are closed for extended periods as shown during the Covid-19 lockdown, or in the event of organisation failure.

61. The impact of the Covid-19 pandemic is still being felt operationally at some facilities as some participants are yet to return to play. The wider social impact will affect some areas and facilities more than others.

62. There are currently a number of new contestable funds available to support programmes, staff costs and equipment purchases such as Aktive’s fund: Tū Manawa Active Aotearoa.

63. As new sport and recreation facilities are built, they may need operational funding too, which will create more demand for the regional facility operations grant. It is important that when allocating capital development funding to community-led facility development projects, that the operational funding requirements of that facility are considered and where possible approved at the same time.

64. The most significant change for any organisation, in respect to funding allocated through the Regional Sport & Recreation Facilities Operations Grant as opposed to the Community Access Scheme is the Te Puru Community Charitable Trust. The staged reduction of funding (recommended) is to allow the Trust time to implement necessary budget changes.

65. The possibility of funding allocation changes (in line with new facility operations grant criteria) were made clear to previous Community Access Scheme recipients throughout the grant review process.

Ngā koringa ā-muri

Next steps

66. Following allocation of funding through the grant programme staff will prepare funding agreements and complete a review of the first contestable grant process to improve processes and applicant experience.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Assessment Matrix - Regional Sport and Recreation Facility Operations Grant	273

Ngā kaihaina

Signatories

Author

Neil Coventry - Sport & Recreation Team Leader

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Claudia Wyss - Director Customer and Community Services

Parks, Arts, Community and Events Committee

08 July 2021

Allocation of the Regional Sport and Recreation Grants Programme 2021/2022

File No.: CP2021/03000

Te take mō te pūrongo

Purpose of the report

1. To allocate funding from the Regional Sport and Recreation Grants Programme 2021/2022.

2. To approve the Regional Sport and Recreation Grants Programme 2022/2023 opening and closing dates and funding budget of $508,000.

Whakarāpopototanga matua

Executive summary

3. The Regional Sport and Recreation Grants Programme supports regional sport and recreation organisations to deliver regional projects through the allocation of grants for operational project costs.

4. Twenty-two applications were received requesting a total of $1,221,171 from an available funding pool of $508,000.

5. Staff assessed applications for eligibility against the Community Grants Policy and the assessment matrix criteria.

6. Eleven applications from sport and recreation organisations are recommended for funding allocation following the assessment process.

7. We held a drop-in session for councillors on 28 June 2021, to provide information about the applications, process, and funding allocation recommendations.

8. We will contact all applicants to advise them of the decision following the 8 July 2021 committee meeting and allocation of funding.

9. Successful applicants will enter into funding agreements with the council that include agreed outcomes and reporting requirements.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) approve the following allocation of funding from the Regional Sport and Recreation Grants Programme 2021/2022 budget, for the amounts outlined below:

Organisation	Project description	Funding Allocation $
Auckland Table Tennis	Tables in Communities Project	$20,000
Auckland Basketball Services Ltd	Community Basketball – subject to full funding being secured	$40,000
John Walker Find Your Field of Dreams Foundation	Children and young people swimming, sports, and recreation programmes. ($180,000 each year for three years FY22 – FY24)	$180,000
Aktive - Greater Auckland Aquatic Action Plan	Water Skills for Life swimming lessons	$40,000
Auckland Paraplegic and Physically Disabled Association (Parafed)	Junior Disability Sport Inclusion and Diversity programme	$22,600
Aktive – He Oranga Poutama	Pouwhakahaere Kārapu - building the capacity of Māori sports organisations	$40,000
Tuileapa Youth Mentoring Services	Youth basketball programme	$35,000
Kolmar Charitable Trust	Sports programme delivery	$20,000
Bike on New Zealand Charitable Trust	Bikes in schools project	$20,000
Time to Train	Mātātoa Kura Programme	$54,400
Tai Chi Earth	Tai Chi and wellbeing programme	$36,000
Total		$508,000

b) approve the allocation of funding of $40,000 to Auckland Basketball Services Limited subject to the satisfaction of the General Manager, Parks, Sport and Recreation that full programme funding has been achieved.

c) approve the Regional Sport and Recreation Grants Programme 2022/2023 to open for applications on 28 January 2022 and close on 4 March 2022, allocating $508,000 from July 2022, in accordance with the Community Grants Policy (2014).

Horopaki

Context

10. Auckland Council’s region-wide investment programme in sport and recreation seeks to inspire Aucklander’s to be more physically active.

11. The Regional Sport and Recreation Grants Programme primarily grants operational funding for regional initiatives delivered by community sport and recreation groups.

12. The purpose of the programme is predominantly to enable children and young people to participate in sport and recreation.

13. The programme also provides affordable access to low participant communities including Māori, girls aged 5-18 years, Pacific peoples, people of Asian ethnicity, people with disabilities and those living in areas of high deprivation.

14. The following strategic documents inform the outcomes and implementation of the programme:

· Community Grants Policy 2014

· Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039

· Auckland Sport and Recreation Strategic Action Plan.

15. The Regional Sport and Recreation Grants Programme is one of a range of investments that the council provides to the sport and recreation sector.

16. The following range of grants allow groups to apply for the funding that will meet their needs:

· Regional Sport and Recreation Investment Fund – supports significant facility development costs

· Regional Sport and Recreation Facility Operating Grant – supports facility operating costs

· Local Board Grants – varies for each local board

· Local Board Discretionary funding – supports locally-driven initiatives.

17. The Parks, Sport and Recreation department maintains a strategic oversight of all sport and recreation investments for facilities, programmes, and partnerships.

Tātaritanga me ngā tohutohu

Analysis and advice

18. The 2021/2022 grants programme opened to applicants on 29 January 2021 and closed on 5 March 2021. Twenty-two applications were received requesting a total of $1,221,171 from an available funding pool of $508,000.

19. Alignment to the Community Grants Policy and the Auckland Sport and Recreation Strategic Action Plan is considered through the assessment process.

20. Eleven applications are considered strongly aligned (Attachment A), nine partially aligned and two not aligned.

21. There is a wide range in both the quality and size of applications received and amounts requested ranged from $20,000 to $260,000. Funding requests are for salary, programme costs and equipment costs.

22. Eleven strongly aligned applicants are recommended to be funded, increasing the reach, and spread of investment into Auckland communities.

23. The eligible applications are assessed using the Regional Sport and Recreation Grants Programme’s assessment matrix detailed in table one.

Table one: assessment matrix for the grant programme

Assessment area	Weighting
Inputs and outputs: financial and non-financial contribution required / explanation of project outputs	20%
Evidence of demand: how the project will target groups in need	25%
Evidence that the programme will result in an increase in sport and recreation participation and other benefits	25%
Alignment with strategic priorities: how the project will address ASARSAP outcomes and target the grants purposes	15%
Detailed project information	15%

24. Staff considered the applications and grouped them into three categories: strongly aligned, partially aligned, and not aligned, as determined by the Community Grants Policy:

· ‘strongly aligned’ applications received from regional sector organisations, showed clear regional benefit and alignment to policy outcomes

· ‘partially aligned’ applications are not as strongly aligned to the policy outcomes and in most cases did not demonstrate strong regional impact

· ineligible applications are ‘not aligned’ to the policy outcomes, not considered to provide regional impact and had underdeveloped project plans.

25. There are four options in respect to the funding recommendations presented:

i. fund all recipients as recommended in this report

ii. fund some of the recipients

iii. fund the recommended recipients to a greater or lesser extent than recommended

iv. fund none of the recommended recipients.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. Staff consider there is no immediate climate change impact associated with the recommendation presented in the report however bikes in schools may positively contribute to climate emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. Staff from Community and Social Policy and Parks, Sport and Recreation provided input to the assessment of the applications.

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

Local impacts and local board views

28. Projects supported through the programme are primarily regional, however they are often delivered at a local level in schools, sports centres, and facilities.

29. The projects positively impact local communities by offering affordable access to physical activity opportunities and experiences to children and young people with low participation rates.

30. Two strongly aligned projects provide ongoing access to table tennis tables and bike tracks in local communities:

· Auckland Table Tennis’ Tables in Communities project

· Bike on New Zealand’s Bikes in schools’ project

31. These policies and plans inform the outcomes and implementation of the programme.

32. During consultation, local boards acknowledged that there are organisations and projects that do not qualify for local board funding and need a regional funding option that is offered through the programme.

Tauākī whakaaweawe Māori

Māori impact statement

33. Sport and recreation participation contributes directly to the following Māori Identity and Wellbeing outcome in the Auckland Plan 2050:

Māori Identity and Wellbeing

· Direction 1 – Advance Māori wellbeing

· Focus area 1 – Meet the needs and support the aspirations of tamariki and their whanau

34. Two recommended projects’ primary outcomes include increasing Māori participation in sport and recreation activities. These are:

· Time to Train’s Mātātoa Kura programme is delivered in te reo and English and connects tamariki and rangatahi with their whakapapa and te taiao (environment) to improve whānau hauora (wellbeing).

· He Oranga Poutama’s Pouwhakahaere Kārapu project supports Māori sports clubs to increase their capacity and capability through developing leadership and collective planning.

Ngā ritenga ā-pūtea

Financial implications

35. The programme has a budget of $508,000 each year in the 10-year budget 2018-2028.

36. Successful applicants enter into a funding agreement with the council which enables council to monitor the organisations performance through reporting and accountability requirements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. Staff mitigate risks associated with funding applicants by carrying out an assessment process when considering the applications.

38. The financial risk to the council is mitigated through the practice of paying the annual grant in part-payments. This enables staff to withhold payment if late or substandard reports are received or the organisation’s performance is poor.

39. The impact of the Covid-19 pandemic is still being felt as not all participants have returned to physical activity programmes. The wider social impact on jobs and income will affect some areas and programmes more than others.

40. There are currently several contestable funds available to support programmes, staff costs and equipment purchases such as other grants available through council and Aktive’s fund: Tū Manawa Active Aotearoa.

Ngā koringa ā-muri

Next steps

41. We notify all applicants about the funding allocation decisions made by the committee.

42. We offer support to unsuccessful applicants by referring them to other funds or providing advice for future funding applications.

43. We meet with successful applicants to discuss project plans, funding agreement outcomes, measures, and reporting requirements. Funding is available to applicants from July 2021 or when funding agreements are signed.

44. Previous funding recipients will present their project outcomes during 2020/2021 to the Parks, Arts, Community and Events committee.

45. The Regional Sport and Recreation Grants Programme 2022/2023 opens 28 January 2022 and closes on 4 March 2022, allocating $508,000 from July 2022, in accordance with the Community Grants Policy.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Regional Sport and Recreation Grants Programme Applications 2021/2022	283

Ngā kaihaina

Signatories

Author

Geraldine Wilson - Sport & Recreation Investment Advisor

Authorisers

Dave Stewart - Manager Sport & Recreation

Mace Ward - General Manager Parks, Sports and Recreation

Claudia Wyss - Director Customer and Community Services

Parks, Arts, Community and Events Committee

08 July 2021

Supporting Auckland's sport sector

File No.: CP2021/06876

Te take mō te pūrongo

Purpose of the report

1. To approve an approach for investment for 2021/2022 of $552,000 allocated for sport and recreation outcomes, budgeted for in the Long-term plan 2021-2031

Whakarāpopototanga matua

Executive summary

2. On 30 June 2021, the Parks, Arts, Community and Events Committee considered advice and options of how to invest the $552,000 allocated in the Long-term plan previously allocated to Aktive and Regional Sports Trusts (RSTs¹).

3. The funding forms part of the council’s investment strategy to support sport and recreation outcomes outlined in the Auckland Sport and Recreation Strategic Plan (ASARSAP).

4. All options recommend the allocation of funding for one year only to allow time for the Aktive and the RSTs to demonstrate performance and collective impact on the sector. This will allow staff to review performance at the end of the year.

5. All options will also require increased levels of specificity of deliverables and accountability in the funding agreement.

6. The options are:

Option 1: investment of $552,000 into Aktive and the local RSTs for one year; 2021-2022. Of this funding a minimum of $476,000 will be distributed to RSTs while Aktive will use $76,000 for the delivery of regional work programmes. This option delivers both regional and local outcomes.

Option 2: invest $552,000 directly to the local RSTs through an Expression of Interest process. This option only delivers local outcomes.

Option 3: invest $552,000 to the RSTs, through Aktive but with no funds allocated to Aktive for the regional elements of delivery of ASARSAP. This option only delivers local outcomes.

7. Council staff recommend Option 1 as it provides continuity of investment and delivery of regional and local initiatives, while ensuring Aktive continues to deliver in partnership with the council.

8. A report will be brought to a PACE committee meeting in early FY23 reviewing the investment performance against key performance indicators and a recommended on-going investment plan.

9. Auckland Council’s future sector investment, under all options, will be strengthened through:

· the council and Sport New Zealand’s new memorandum of understanding, formalising a collaborative relationship based on shared priorities.

· the ASARSAP partners performing a review of our strategies for play, active recreation, and sport outcomes to understand relative positioning and support the ongoing delivery of ASARSAP.

¹ For the purpose of this paper local Regional Sport Trusts (RSTs) are defined the Aktive delivery partners: Harbour Sport, Sport Waitakere, Sport Auckland, and CLM Community Sport.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

EITHER

a) option one: approve $552,000 for 2021-2022 to Aktive - Auckland Sport & Recreation, for sport and recreation outcomes. Aktive are required to distribute a minimum of $476,000 between their delivery partners: Harbour Sport, Sport Waitakere, Sport Auckland, and CLM Community Sport. Aktive can retain up to $76,000 for regional work programmes.

b) option two: approve the allocation of $552,000 for 2021-2022 between Harbour Sport, Sport Auckland, Sport Waitakere and CLM Community Sport following an expression of interest process, for sport and recreation outcomes.

c) option three: approve $552,000 for 2021-2022 to Aktive - Auckland Sport & Recreation, for sport and recreation outcomes. Aktive must distribute all $552,000 between Harbour Sport, Sport Auckland, Sport Waitakere and CLM Community Sport.

Horopaki

Context

10. The Auckland Plan 2050 recognises the value of sport and recreation to the quality of life of Aucklanders. Within this reference the Auckland Plan identifies the Auckland Sport and Recreation Strategic Action Plan 2014 – 2024 (ASARSAP) as a key informing document as to how these outcomes can be achieved for Aucklanders.

11. ASARSAP is a sector document and plan with shared responsibilities across the broader play, active recreation, and sport sector for its delivery. The leadership of this plan is shared between Auckland Council, Sport New Zealand and Aktive.

12. Auckland Council supports the delivery of ASARSAP outcomes through a variety of mechanisms, including providing facilities, delivery of services and investment into sector partners to provide outcomes under this plan.

13. The Long-term Plan 2021-2031 allows for $552,000 of investment that has previously been allocated to Aktive and the local Regional Sports Trusts (RSTs) for the delivery of key deliverables identified in ASARSAP.

The North Harbour Sports Council review of Community Sport

14. In October 2020, North Harbour Sports Council commissioned an independent review to explore community sport strategy, structure, delivery, funding, operations, systems, and partnerships in greater Auckland.

15. The review focussed on the organised sport sector in Auckland rather than a broader view of participation that would include play and active recreation. Many of the issues identified are not unique to Auckland and are well understood in the sector. There are several programmes of work to continuously improve, to support the sport and recreation sector to deliver for Auckland.

16. On 27 April 2021, a workshop was held with the Parks, Arts, Community and Events Committee where Rob Smith presented a review of the sport sector commissioned by North Harbour Sports Council.

17. At the workshop staff presented an update about how the council is working to support Auckland’s sports sector.

18. The North Harbour Sports Council report had many recommendations including a need for Aktive to rebuild trust and relationships across the sports sector.

19. The Council’s three-year funding agreement with Aktive is due to expire on 30 June 2021 and provides an opportunity to reassess investment into the Auckland sports sector.

20. On 30 June 2021, a workshop was held with the Parks, Arts, Community and Events Committee where we presented three options of investment to Aktive and the RST’s.

Council’s current investment into Auckland’s sport sector

21. In 2018 Aktive and the RSTs (CLM Community Sport in the Counties Manukau area) received a three-year strategic partnership grant from the council for initiatives set out in the sector wide ASARSAP. These focus areas are:

· a fit-for-purpose network of facilities

· facility partnerships

· skilled and growing volunteer base

· organisational capability

· a knowledgeable sector

22. Investment has been distributed across Aktive and the RSTs to deliver sport and recreation programmes and services. The allocation per annum has been as follows:

· Harbour Sport ($116,620)

· Sport Auckland ($123,760)

· Sport Waitakere ($97,580)

· CLM Community Sport ($138,040)

· Aktive ($76,000)

23. This investment complements other regional investment from the council which includes contestable grants schemes for community sport and recreation programming, facility development and facility operations.

Reporting from Aktive

24. Staff summarised Aktive’s history and performance in a Memorandum presented to a PACE committee workshop on 21 October 2020. The Memorandum summarises:

· Aktive’s compliance with reporting has been good and reporting quality is high. Staff have assessed reporting from Aktive and the RST group to be returning good value for money for the investment.

· Aktive has an important strategic leadership role in Auckland as Sport New Zealand’s lead investment partner in the Auckland region. This allows for leverage of the council investment and increased collective impact in the delivery of strategy.

· Activity undertaken with council investment is of strategic value and increases sector knowledge, capability, and skills to deliver to community.

25. Aktive and the group have recently submitted an Interim Report from July-December 2020. Examples of deliverables include:

· delivering regional and local sector development opportunities and initiatives including the chairs roundtable, sector developer courses, and workshops facilitating grant acquisition, coach development, club development, cultural engagement, and youth engagement

· leading the sector and improving communication through initiatives such as, ‘Future of Sport’ webinar’s, online workshops, sharing Sport New Zealand insights, and pre-recorded presentations

· supporting facility development in Auckland through the development of the Facility Planning Roadmap, and contributions to Indoor Courts Planning Group and the Motorsport and Diamond Sports Facility Plans development processes

· supporting community/school partnerships through the Healthy Active Learning initiative and Aktive’s recruitment of a secondary school's manager and the trusts ongoing coordination between local schools, clubs, and the community

· Implementing the regional Volunteer Action Plan e.g., New Zealand Rugby’s Voice of the Volunteer survey

· leading the Active Citizens Worldwide initiative in New Zealand

· The four RSTs work with local sports clubs and organisations to improve facilities and develop sports code facility plans.

· The delivery partners include:

o CLM Community Sport – Support of numerous clubs and organisations e.g., Otara Scorpions Rugby League and Sports Clubs, Manukau Taniwha BMX, Weymouth RFC.

o Harbour Sport provide ongoing advocacy and support to Basketball North Harbour, Badminton North Harbour, Metro Park and Volleyball North Harbour.

o Sport Auckland provide advice to various sports organisations, eg, softball, football, badminton, squash and other user groups and steering groups (Lloyd Elsmore Park Multi Sport facility steering group).

o Sport Waitakere work with Waitemata Table Tennis, Te Pai Tennis, and various schools bike track projects.

26. Aktive is due to submit their final annual report by 31 July 2021 to report on the group deliverables under the funding agreement.

Improving councils sports sector investment

27. Staff are drafting a memorandum of understanding with Sport New Zealand.

28. The memorandum will formalise a collaboration between Sport New Zealand and the council. The collaboration will be based on shared priorities in governance, strategy and planning, specialist expertise and operational delivery.

29. The memorandum will be provided to the committee for information when completed.

30. Sport New Zealand, Council and Aktive are currently performing a review of our strategies for play, active recreation, and sport outcomes to understand relative positioning and support the ongoing delivery of ASARSAP.

31. Future investment into sector organisations such as Aktive and the RSTs will reflect both ASARSAP and council’s investment plan priorities.

Tātaritanga me ngā tohutohu

Analysis and advice

Council staff have assessed three options to directly improve the outcomes of council’s sports sector investment.

32. All options recommend the allocation of funding for one year only to allow time for the Aktive and the RSTs to demonstrate performance and collective impact on the sector. All options will also require increased levels of specificity of deliverables and accountability in the funding agreement.

33. The options are:

· Option 1 – continue to invest $552,000 into Aktive and the RSTs for one review year (2021-2022). Option 1 will:

o require Aktive to distribute $476,000 to RST’s while using $76,000 for the delivery of regional work programmes (regional work programmes are outlined in attachment 1).

o allow for Aktive to continue to invest more into regional outcomes while rebuilding trust and relationships within the sector, as recommended in the North Harbour Sports Council report.

· Option 2 – invest $552,000 directly to the trusts through an Expression of Interest process. Option 2 will:

o Require RSTs to submit expressions of interest to be assessed against ASARSAP and the council’s investment plan priorities

o require council staff to report back to committee in November 2021 for decision on the allocation of funding direct to the RSTs

· Option 3 – invest $552,000 to RSTs, through Aktive, but Aktive retain no funding. Option 3 will:

o require Aktive to distribute all $552,000 of funding to the RST’s

o require Aktive to be responsible for reporting against the investment

o Aktive will not be funded by Auckland Council for regional initiatives

34. Staff recommend Option 1 as it provides continuity of investment into regional initiatives that benefit Auckland’s sports sector organisations.

Option Analysis

Option 1

35. Continues to deliver regional work programmes as identified in attachment 1.

36. Allows the council continued regional oversight of sports sector led initiatives and a positive partnership with Aktive, Sport New Zealand’s lead agency in Auckland.

37. Ensures Aktive's continued contribution and expertise on significant regional Council programmes of work eg. regional facility planning

38. Allows time for Aktive to rebuild trust and relationships across the sports sector.

39. Council will also improve accountability of the investment through improved key performance indicators with strong, quantitative deliverables.

40. Council can use Aktive’s stakeholder survey, facilitated by Sport New Zealand, as a mechanism to understand sector sentiment towards Aktive.

41. Aktive’s performance will be reviewed regularly to ensure improved relationships and accountability. A report will be bought to the PACE committee meeting in early FY23 reviewing Aktive’s and the RST’s performance against key performance indicators.

Option 2

42. Increases the available investment for RSTs by $76,000 through the expression of interest (EOI) process.

43. Additional council staff resources will be required to manage the EOI process and monitor delivery.

44. Additional RST staff time will be required to apply through an EOI process.

45. Regional initiatives may be under-delivered and unfunded. The council will likely also experience reduced influence over sector initiatives and partnership with Aktive.

46. Option 2 potentially reduces regional strategic alignment of delivery and delays the available time for delivery of outcomes due to the delay of an EOI process.

Option 3

47. Increases investment into each RST by an average of $19,000.

48. Regional initiatives may be under-delivered and unfunded. The council may also experience reduced influence over sector initiatives and partnership with Aktive.

49. Tables one and two outline the advantages and disadvantages of the three options.

Table 1: main advantages and disadvantages of options 1, 2, and 3

Option 1

Continuation of grant to Aktive for one transitional year

Advantages

Disadvantages

· Continuity of investment into regional initiatives and impacts

· Council oversight and influence of sector led initiatives

· Council’s continued partnership with Aktive

· Aktive oversees regional deliverables

· Aktive manages the distribution of investment to trusts on behalf of the council

· No increase in direct Council / Regional Sports Trust investment and relationship

· Status quo of investment levels

Option 2

Grant direct to Regional Sports Trusts through an Expression of Interest process

· Increase in direct Council / Regional Sports Trust relationship

· Targeted, local needs driven, investment

· Potential additional investment of $76,000 across four RST’s

· Reduced regional strategic alignment and council sector influence

· Reduced council / Aktive partnership and collaboration

· Additional council staff resource needed to manage EOI process and monitoring. Estimated to be 0.2 of a full-time-equivalent for the year

· Additional Regional Sports Trust staff resource required

· Duplication of existing funding mechanisms to trusts

Option 3

Continuation of grant but no funds retained by Aktive

· Additional investment of $76,000 across four RST’s (an average of $19,000 for each trust)

· Aktive to manage the distribution of council investment to Regional Sports Trusts

· Regional initiatives may be under delivered and unfunded

· Reduced council / Aktive partnership and collaboration

· Existing regional programmes of work may pause or stop

Table 2: Comparison of options 1, 2, and 3

	ASASRSAP contribution	Strategic alignment	RST effort	Council effort	Accountability to Council	Regional Outcomes	Local Outcomes
Option 1
Option 2
Option 3

Tauākī whakaaweawe āhuarangi

Climate impact statement

50. Staff consider there is no immediate climate change impact associated with the options presented in the report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

51. The ongoing administration of the sport and recreation investment is managed by Parks, Sport and Recreation staff.

52. Parks, Sport and Recreation staff continue to:

· meet regularly to track progress of ASARSAP and consider prioritisation of action to support our collective purpose

· attend sector leadership meetings eg, the Auckland Approach to Community Sport, where CEO’s of Aktive and the RST’s meet, to ensure organisational cooperation

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

Local impacts and local board views

53. Specific local board views have not been sought on the options presented in this report.

54. The recommended option 1 aligns with the ASARSAP and the Auckland Plan priorities and initiatives.

55. Local boards feedback was incorporated in the development of ASARSAP and the Auckland Plan.

56. Initiatives supported through this investment are both regional and local and can involve local level schools, sports, and facilities.

57. Aktive and the RST’s will continue to work together and collaborate to ensure alignment between strategic priorities and community led delivery in local board areas.

58. There is no impact or proposed change to funding RST's currently receive directly from Local Boards

Tauākī whakaaweawe Māori

Māori impact statement

59. Increasing Māori participation in sport and recreation is supported through to the following ‘Māori Identity and Wellbeing’ outcome in Auckland Plan 2050:

Māori Identity and Wellbeing

· Direction 1 – ‘Advance Māori wellbeing’

· Focus area 1 – ‘Meet the needs and support the aspirations of tamariki and their whanau’

60. ASARSAP is a key sector delivery plan for outcomes highlighted in the Auckland Plan.

61. The ASARSAP focusses on improving the health and well-being of Māori through:

· 3.2 is to develop Te Whai Oranga – Māori Sport and Recreation Framework which identifies how to support improved health and wellbeing for Māori

· 7.2 is to develop and support marae-based sport and recreation facilities in response to evidence of demand

62. Sport New Zealand’s, Spotlight on Deprivation report, 2019, shows Māori are over-represented in the most deprived areas of New Zealand and people from high deprivation areas participate in fewer sports and activities.

63. Aktive acknowledges this through its strategic priority to partner with Māori and to enable underactive Aucklanders to be more active with a focus on tamariki and rangatahi from high deprivation area.

64. Option 1 supports Aktive and the trust’s strategic priorities in the sector.

Ngā ritenga ā-pūtea

Financial implications

65. The investment currently has a budget of $552,000 each year in the 10-year budget 2021-2031. The budget amount will remain unchanged.

66. Option 1 will improve council’s ability to deliver regional sport and recreation strategic outcomes and encourage business continuity.

67. The recommendation to provide one year of investment does not give rise to any major financial risks.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

68. Staff have identified reputational, operational, and financial risks associated with the recommended option 1 shown in table three.

Table 3: Risk and mitigation of the recommended option 1

Type	Risk	Mitigation
Reputational	Moderate risk – If Aktive fail to deliver regional outcomes and rebuild trust and relationships across the sports sector.	Sport and Recreation staff will: · require six monthly reporting against performance indicators · continue to build partnerships with sector organisations and attend leadership meetings · draft memorandum of understanding with Sport New Zealand · improve Aktive’s accountability through improved key performance indicators with strong, quantitative deliverables · regularly discuss performance with Aktive.
Operational	Moderate risk – Additional resource required to work with Aktive to improve sector relationships and performance.	Existing Sport and Recreation staff will: · prioritise monitoring Aktive and the RST’s performance indicators · ensure KPI’s are strategically aligned and contribute to ASARSAP outcomes and priorities.
Financial (Regional Sports Trusts only)	Moderate risk – No increase to the RST’s funding	Auckland council may continue to provide funding through contestable grants eg, Local Board and multi-board community funding into locally led initiatives.

69. The main risk associated with status quo is reputational. Some in the sports sector may consider continuing to provide investment to Aktive is not adequately addressing the recommendations in the North Harbour Sports Council report.

70. The risk of status quo can be mitigated by approving option 1 which includes staff closely monitoring performance and aligning with Sport New Zealand through the memorandum of understand.

Ngā koringa ā-muri

Next steps

71. A funding agreement will be implemented between the council and Aktive.

72. The memorandum of understanding between the council and Sport New Zealand and the Sport New Zealand review of current plans and strategies will be reported to the committee for information once completed.

73. Staff report to the Parks, Arts, Community and Events committee in early FY23 on the performance of investment against agreed key performance indicators and recommended ongoing investment.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Aktive regional work programme items under ASARSAP	295

Ngā kaihaina

Signatories

Author

Dave Stewart - Manager Sport & Recreation

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Claudia Wyss - Director Customer and Community Services

[1] Based on assumed average household size of 2.5

Chairperson	Cr Alf Filipaina
Deputy Chairperson	Cr Dr Cathy Casey
Members	Cr Josephine Bartley	IMSB Member Tony Kake
	Deputy Mayor Cr Bill Cashmore	Cr Tracy Mulholland
	Cr Fa’anana Efeso Collins	Cr Daniel Newman, JP
	Cr Pippa Coom	Cr Greg Sayers
	Cr Linda Cooper, JP	Cr Desley Simpson, JP
	Cr Angela Dalton	Cr Sharon Stewart, QSM
	Cr Chris Darby	Cr Wayne Walker
	Cr Christine Fletcher, QSO	Cr John Watson
	Mayor Hon Phil Goff, CNZM, JP	Cr Paul Young
	Cr Shane Henderson
	Cr Richard Hills
	IMSB Member Mr Terrence Hohneck

Date	Subject
18/5/2021	Boarding House Inspection Programme Update
16/6/2021	New Zealanders and the Arts
29/6/2021	Thriving Communities Engagement Findings
30/6/2021	Library Fines Removal Update

Date	Workshop/briefing
26/5/2021	Regional Parks Management Plan Review: Key Shifts
16/6/2021	Marae Infrastructure Programme & Cultural Initiatives Operational Policy
30/6/2021	Auckland Council Investment ($552k) into Regional Sports Trusts

Author	Maea Petherick - Kaitohutohu Mana Whakahaere Matua / Senior Governance Advisor
Authoriser	Claudia Wyss - Director Customer and Community Services