Agenda of Parks, Arts, Community and Events Committee

No.	Title	Page
a	Memo: Ngā Hapori Momoho – Draft Thriving Communities Strategy (Under Separate Cover)
b	Memo: Tomarata acquisition for integration into Te Arai Regional Park, 816 Ocean View Road, Te Arai (Under Separate Cover)
c	Memo: Sculpture in the Gardens exhibition and COVID-19 restrictions (Under Separate Cover)
d	Memo: Vaccine mandates and Pools and Leisure Centres (Under Separate Cover)
e	Memo: Update on kauri dieback track programme for regional and local parks (Under Separate Cover)
f	Memo: Welcoming Communities Scoping Project (Under Separate Cover)
g	Memo: Snapshot: Homeless Statistics December 2021 (Under Separate Cover)
h	Memo: WHO Age Friendly signed memo (Under Separate Cover)
i	Memo: Sport and Recreation Programme Grant opening date (Under Separate Cover)
j	Workshop: Review for Rent Pricing Structure for Leases (Under Separate Cover)

No.	Title	Page
a ⇩	Forward Work Programme - Parks, Arts, Community and Events Committee	13

Parks, Arts, Community and Events Committee

10 February 2022

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 February 2020

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 2022
Area of work and Lead Department	Reason for work	Committee role (decision and/or direction)		Feb	No meeting	Apr	No meeting	Jun	No meeting	Aug	Sept
Social, Community, Cultural Services and Infrastructure
The Demographic Advisory Panels Democracy and Engagement	The six demographic panels will engage and report to committee on a regular basis Demographic advisory panels' achievements in the 2019-2022 term – timing to be confirmed	Decision: endorsement of panel strategic work programmes. Expecting this to be split across two meetings. Co-chairs to present where possible Progress to date: Demographic Advisory Panels work programme 13 May 2021 – Link to decision
Golf Investment Plan Community and Social Policy	Council’s strategic approach to outcomes, priorities and investment in golf. Draft plan for public and local board feedback during March-May 2022.	Decision: a draft investment plan
Millwater and Silverdale community needs investigation Community and Social Policy	Gap analysis for community facilities to meet future demand - action in the Community Facilities Network Plan Action Plan	Decision: agree preferred approach and key moves, Progress to date: Local board workshops held November 2021- January 2022.
Consideration of the designation status for Chelsea Estate Heritage Park Community and Social Policy	In response to a request from Kaipatiki Local Board to consider Chelsea Estate Heritage Park and surrounding reserves to become a new regional park.	Decision: consider and approve preferred park designation.
Tāmaki tauawhi kaumātua - Age-friendly Tāmaki Makaurau / Auckland Action Plan Community and Social Policy	Developing an evaluation plan to support monitoring the impact of the Tāmaki tauawhi kaumātua action plan	Decision: approve monitoring and evaluation plan Progress to date: Adopted at November 2021 PACE committee.
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
Community Facilities: Tree Management Protocols – Tree Risk Community Facilities	Report sets out specific practices and processes used by Community Facilities to manage risks from tree failures	Inform: How risk is managed across the tree portfolio and demonstrate alignment with relevant legislation and best practice
Rescinding of 2012 resolution in reference to Robinson Reserve Community Facilities	Procedural report prior to reciprocal licences being issued	Decision: As landowner and successor to Regional Development and Operations Committee
Dedication of service lane on Bute Road Community Facilities	Legalisation of service lane	Decision: Landowner approval
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 Progress to date: Māori outcomes framework – Kia ora Tāmaki Makaurau 20 August 2020 - link to decision Seek approval of Kia Ora Tāmaki Makaurau – Māori outcomes performance measurement framework 8 July 2021 – link to decision present the annual Auckland Council Group Māori Outcomes Report: Te Pūrongo a Te Kaunihera o Tāmaki Makaurau Ngā Huanga Māori 2020-2021. 11 November 2021 – link to decision
Cultural Initiatives Fund / 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.	Decision: adopt revised/updated guidelines for Marae Infrastructure Programme and Cultural Initiatives Fund. Confirm the grants to be made to marae and papakāinga housing from the CIF contestable grant round for 2021/22 Progress to date: Marae Infrastructure Programme – Interim Funding Guideline 13 February 2020 - link to decision June deferred to August Cultural Initiatives Fund grants for marae papakāinga/ Māori housing 2020/2021 20 August 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 To review and approve the Cultural Initiatives Funding grant for marae development and papakāinga/Maori housing for the 2021/2022 financial year. 8 July 2021 – link to decision
Regional Parks Management Plan Review Regional Service Planning, Investment and Partnerships	Statutory review of the omnibus regional parks’ management plan	Decision: ~~consider and approve scope, phasing and engagement approach~~ approve the Regional Parks Management Plan 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 Information Memorandum – Regional Parks Management Plan 11 March 2021 - link to memo Approve public notification of the draft Regional Parks Management Plan 2 December 2021 – link to decision
Regional Parks Management Plan Review Regional Service Planning, Investment and Partnerships	Reserve Act Classification update for Regional Parks	Decision: Reserves Act Classification Progress to date: classify land held under the Local Government Act 2002, classify land held under the Reserves Act 1977, approve public notification where required 2 December 2021 – link to decision
Consideration of the designation status for Ngaroto Lakes Community and Social Policy	In response to a request as part of the review of the regional parks management plan, to consider Ngaroto Lakes to be classified as regional park and form part of Te Arai	Decision: consider and approve preferred park designation
Te Kete Rukuruku site selection - Māori Naming of Regional Parks Regional Service Planning, Investment and Partnerships	Māori naming of regional parks using Te Kete Rukuruku (TKR) process, a Māori naming and storytelling programme. memo update will be provided to PACE with an estimated timeline for delivery of the names.	Progress to date confirm the scope, considerations and recommendations for Māori naming of regional parks confirm the intention to invite mana whenua to provide Māori names as dual names for six regional parks and a sole Māori name for Ōmana Regional Park 11 November 2021 – link to decision
Community Facilities Network Plan and Action Plan Regional Service Planning, Investment and Partnerships	~~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~~ Community Facilities Network Plan Action Plan is reviewed and updated every 3 years	~~Consider:~~ ~~Annual update on progress of the Community Facilities Network Plan Delivery.~~ Decision: approve revised Community Facilities Network Plan Action Plan Progress to date report progress on implementation of the Community Facilities Network Plan Action Plan (2019). 15 October 2020 – link to decision Report progress on implementation of the Community Facilities Network Plan Action Plan (2019) 11 November 2021 – link to decision
Monitoring and scoping a review of Parks and Open Space Strategic Action Plan Commmunity and Social Policy	Timely to review open space, sport, and recreation strategic documents.	Decision: approve the scope for the review of our open space policy, sport and recreation framework. Report back on scope options in June 2022.
Sport and Recreation Strategic Action Plan and Parks and Open Spaces Strategic Action Plan Parks, Sports and Recreation	Status report on implementation plan	Update: implementation and progress update with the Parks and Open Spaces Strategic Action Plan update
Future management of motorised vehicles driving on Muriwai Beach Parks, Sports and Recreation	To provide an update on management of motorised vehicles driving on Muriwai Beach Update / next steps	Decision: Progress to date Approve the implementation measures and control motorised vehicles accessing Muriwai Beach 9 September 2021 – link to decision
Reserve revocation 34R Blanes Road, Weymouth Eke Panuku	Reserve revocation required to contribute to asset recycling target and development outcomes.	Decision: Approve the recommendation of the revocation of reserve status to Department of Conservation Progress to date: approval to commence the reserve revocation process for 34R Blanes Road, Weymouth 8 July 2021 – link to decision
Reserve revocation 9Z St George Street, Papatoetoe Eke Panuku	Reserve revocation required to contribute to asset recycling target and development outcomes.	Decision: Approve the recommendation of the revocation of reserve status to Department of Conservation Progress to date:
Reserve revocation part 27 George Street, Papatoetoe Eke Panuku	Reserve revocation required to contribute to asset recycling target and development outcomes.	Decision: Approve the recommendation of the revocation of reserve status to Department of Conservation. The Finance and Performance Committee approved commencement of reserve revocation process on 21 October Progress to date:
Mobile & access Services Review Connected Communities	Update and endorsement of the new approach for the Mobile and Access service as part of Auckland Libraries Service offering Workshop – before June tbc	Decision: endorsement of approach and potential changes to service will be required once review is completed and recommendations decided.
Citizens Advice bureaux Update Connected Communities	To provide the committee with an update on the implementation of the regional network service provision framework	Information and insights update. No decision required
Welcoming Communities Accreditation Connected Communities	Update on the “Welcoming Communities’ accreditation sought for Auckland Council Memo - august	Information and direction only
Fines Free Removal & Amnesty Campaign Connected Communities	To provide and overview and impact of the removal of library fines from overdue items at Auckland Libraries as part of the Long-Term Plan adopted in June 2021	Information and insights
Arts, & Culture and Heritage Work Programme FY2223 Regional Service Planning, Investment & Partnerships and Connected Communities	Arts, & Culture and Heritage Work Programme FY2223	Decision: approve Arts, & Culture and Heritage Work Programme Progress to date Seek approval of the 2021/2022 Arts and Culture Regional Work Programme 8 July 2021 – link to decision
Regional Events Work Programme FY22 23 Regional Service Planning, Investment & Partnerships	To present the regional events work programme for FY22 23 July 2021 The work programme will be provided as a memo.	Update: Regional Events Work Programme FY22 23
UNESCO Auckland City of Music Strategy Regional Service Planning, Investment and Partnerships and Connected Communities	Provides opportunities for Aucklanders to access. Experience and participate in musical expression. Contributes to Auckland’s status as UNESCO City of Music Auckland’s Cultural identity is celebrated locally and internationally	Update: forward direction and share outcomes from the 2017-2020 report
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 (item will only be reported if there are partnership opportunities to progress)	~~Consider:~~		As required
Graffiti Prevention Action Plan Community Facilities	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
Kia Whai Kainga Tatou Katoa- Regional Cross Sector Homelessness Plan Community and Social Policy	Progress update on Kia Whai Kainga Tatou Katoa and	Decision: receive prpgress report on sector plan and agree council priorities (scope of update subject to homelessness sector response to COVID). Progress to date: Homelessness snapshot provided in December 2021.
Safe Communities Connected Communities	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 Information Memorandum: The Safety Collective 20 August 2020 - link to memo Public Input from the Safety Collective Tamaki Makaurau 15 October 2020 - link to decision
Auckland Foundation Regional Service Planning, Investment and Partnerships	Auckland Foundation is a community foundation that enables impactful giving by generous Aucklanders. Public input session from Auckland Foundation anticipated.	Update: Auckland Foundation funding
Regional Funding and Grants
Regional Event Fund Grants Allocation Regional Service Planning, Investment & Partnerships	Regional Events grants Two grant allocation rounds per year enabling payments in financial year quarters one and three ~~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~~	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 Approve grant allocations for the 2021/2022 Regional Events Grants Programme 9 September 2021 – link to decision
Regional Arts & Culture Grants Regional Service Planning, Investment & Partnerships	Regional Arts & Culture grants 2021/2022 Round 2 - April 2022 2022/2023 Round 1 - Sept 2022 2019/20 Round 2 2020/21 Round 1 Two rounds per year	Decision: Funding allocations for the regional arts and culture fund 2021/2022 Round 2 April 2022 and 2022/2023 round one, 1 September 2022 for approval ~~2019/2020 round two and 2020/2021 round one for approval.~~ Progress to date: 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 Information Memorandum – to provide and update on the outcomes achieved by the Regional Arts and Culture grants programme 2019/2020 13 May 2021 – link to memo Presentation: an overview on outcomes of funding received through the Regional Arts and Culture grants programme round two 2019/2020. 13 May 2021 – link to decision
Regional Community Development Grants Regional Service Planning, Investment & Partnerships Connected Communities	Regional Community Development grants 2019/2020 – one round per year	Decision: Funding allocations for the regional community development 2022/2023fund for approval. Progress to date: Allocations for the Regional Community Development grants 2019/2020 13 February 2020 - link to decision Allocations for the Regional Community Development grants 2020/2021 10 December 2020 - link to decision Approve allocations for the Regional Community Development grants programme 2021/2022 11 November 2021 – link to decision
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 and 2022/2023 Progress to date: allocate the 2021/2022 Sport and Recreation Facility Investment Fund, project delivery costs for the sports field investment programme, 2020/2021 Sport and Recreation Facility Investment Fund. 11 November 2021 – link to decision
Regional Sport and Recreation Facilities Operational Grant Parks, Sport and Recreation	Allocate $1,063,053 per annum (allowed for in the LTP) following community Access Scheme being repurposed to a contestable grant. $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.	Decision: ~~funding allocation approval for 2021/2022~~ Progress / Information Progress to date Allocate the 2021/2022, 2022/2023 and 2023/2024 Regional Sport and Recreation Facilities Operating Grant 8 July 2021 – link to decision
Regional Sport and Recreation grants programme Parks, Sport and Recreation	Review of previous grants allocation and recommendation for next round	Decision: funding allocation approval for 2022/2023 Progress to date Allocate funding 2020/2021 and approve funding 2021/2022 opening and closing dates and funding budget of $508,000. 20 August 2020 – link to decision allocate funding 2021/2022 and approve 2022/2023 opening and closing dates and funding budget of $508,000. 8 July 2021 – link to decision
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 Progress to date approve an approach for investment for 2021/2022 of $552,00 allocated for sport and recreation outcomes, budgeted for in the Long-term plan 2021-2031 8 July 2021 – link to decision
Community Occupancy Guidelines: Leases pricing structure Community & Social Policy	As part of the programme of work to implement the recommendations from the Community Occupancy Guidelines 2018 review	Decision: approve next steps
Ngā Hapori Momoho -Thriving Communities Plan Community & Social Policy	Implementing council approved improvements to the Thriving Communities Strategy.	Direction: approve draft strategy in February 2022 and Implementation and Evaluation Plan April 2022
Toi Whitiki Re-imagined and redevelopment Community and Social Policy	As part of the approved next steps to redevelop Toi Whitiki as collective impact framework	Decision: approve scope of redevelopment Review of current state complete. Redevelopment of Toi Whitiki approved in September 2021. Scoping of redevelopment with sector underway.
Connected Communities
Fines Free Removal & Amnesty Campaign Connected Communities	To provide an overview and impact of the removal of library fines from overdue items at Auckland Libraries as part of the Long-Term Plan adopted in June 2021	Information and insights
Libraries Connected Communities	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)
Indicative business case for Auckland Central Library Community and Social Policy	Options to deliver Committee agreed future role for the Central Library.	Decision: Consider agree preferred option. Progress to date: PACE approved the investigation findings in December 2020 and agreed to the development of an indicative business.
Investment and Annual Plan ~~10-Year Budget work programme~~
Community Facilities Network Plan priorities for ~~Long-term Plan consideration~~ Regional Service Planning, Investment and Partnerships	~~Indicative business cases for CFNP priority actions to consider as part of the 2021-2031 Auckland Council Long-term Plan~~ Indicative business case for Albany Library timing to be confirmed	Decision: on indicative business cases relating to CFNP priorities. ~~LTP – have a separate process~~
Community Facilities Regional Work Programmes Community Facilities	Update on proposed growth funding allocation for 2021-2022	Decision: on growth funding allocation
Strategic acquisition issues and opportunities Community Facilities	Understanding current acquisition issues and options.	Inform:
Economic Development
Green New Deal Community and Social Innovation	A portfolio of economic stimulus missions targeting south and west Auckland and Maori and Pasifika Note: this report will only proceed if external funding is received for the project	Decision: execution proposal
Community and Social Innovation update Community and Social Innovation	Provide an update on both The Southern Initiative and The Western Initiative approach, priorities and achievements. Update will be provided by memo.	Inform: Strategic direction regarding both the Southern Initiative and the Western Initiative approach to social and community innovation in South Auckland and West Auckland.
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:
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): Joint workshop with Finance and Performance

Completed

Lead Department	Area of work	Committee role (decision and/or direction)	Decision
Youth Centres Review Community and Social Policy	Review councils’ assistance to youth centres	Decision: on review findings	council’s support to youth centres and non-council youth services 11 June 2020 - link to decision
Public Art Policy Arts, Community and Events	Review of the Public Arts Policy: what’s working what’s not.	Decision:	To seek approval of the 2020/2021 Public Art Regional Work Programme from the PACE (Parks, Arts, Community and Events) Committee. 15 October 2020 – link to decision
Citizens Advice Bureaux Services Connected Communities	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.	Decision: on review	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 and CAB insights report 15 October 2020 - link to decision
Community Access Scheme Parks, Sport and Recreation	Review of the Community Access Scheme.	Decision: 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.	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
Investigation in North-west Community Provision Community and Social Policy	Investigation to identify any current gaps in services or facilities or in the future	Decision: on investigation findings	Business case for a destination aquatic facility with leisure components 10 December 2020 - link to decision
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	Decision: consider the strategic review and decide on the direction of the plan, as well as receive the strategic review	Approval to develop a indicative business case for the central library / Tāmaki Pātaka Kōreo 10 December 2020 - link to decision
Governance of Colin Dale Park Community and Social Policy	To decide on the governance arrangements for Colin Dale Park. The local board has asked that the committee consider regional governance for the park.	Decision: Agree whether or not Colin Dale Park should be regionally governed.	Approve that the decision-making of the 44.3-hectare motorsport precinct (SEC 1 SO 422986) at Colin Dale Park be allocated to the governing body according with section 17(2) of the Local Government Auckland Council Act and be added to Schedule 1 of the Auckland Council Long-term Plan. 11 March 2021 - link to decision
Alcohol Strategy three yearly review Community and Social Policy	Three year review is due	Decision: approve refreshed alcohol strategy	seek approval to improve the Auckland council whānau approach to minimising alcohol related harm in Auckland communities 13 May 2021 - Link to decision
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	referred this to the LTP/Annual Plan process
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 t	No approval to star
Auckland Paths Parks, Sports and Recreation	Report on implementation plan Nothing to update	Inform: note progress (workshop or memo) - Timing to be confirmed	No update / this work is on going
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
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.	Incorporated into WHO Age Friendly programme
Grant Policy Monitoring Community & Social Policy	Audit of the application of the Grants Policy	Decision: on audit results	No scope approved
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	No scope approved
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	Update elected members on key findings from community engagement we have undertaken to inform the refresh of the Thriving Communities Plan 8 July 2021 - link to memo
Fines and Charges Connected Communities	Case developed for removing overdue fines from Auckland Libraries	Decision: to move case forward for consideration	information Memorandum – Proposal to remove Library Overdue Fines 11 March 2021 – link to memo Information Memorandum – Library Fines Removal Update 8 July 2021 – link to memo
I am Auckland Implementation and Evaluation Plan monitoring Community & Social Policy	Annual implementation and evaluation report	Direction: approve three-year status review	provide an update and start the three yearly review of child and youth activity across the Auckland Council group, in accordance with the I Am Auckland implementation plan and evaluation framework. 9 September 2021 – link to decision
Smokefree Update Report Community and Social Policy	Smokefree report back is due	Decision: approve priorities for 2021/2022	progress update on the implementation of Auahi Kore Hapori Whānui as part of the Implementation Plan of the Council’s Smokefree Policy 2017 – 2025 and seek approval of the 2021/22 priorities. 9 Sept 2021 – link to decision
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 is working well and what needs to change to improve investment and outcomes.	Decision: approve current state review and agree next steps	present the findings of a current state analysis of Toi Whītiki, Auckland’s Arts and Culture Strategic Plan and seek approval to the redevelopment of Toi Whītiki as new collective impact framework for the creative sector. 9 Sept 2021 – Link to decision
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	adopt the Tāmaki Tauawhi Kaumātua- Age-friendly Tāmaki Makaurau / Auckland Action Plan 11 November 2021 – link to decision
Mt Albert Pool Indicative Business Case Community and Social Policy	Indicative Business Case approved for preparation.	Decision: approve preferred option	To consider an indicative business case for the continued provision of aquatic services in the Albert-Eden Local Board area 11 November 2021 – link to decision
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 improvements resulting from the review of the Community Occupancy Guideline 2012.	Decision: current state review and agree next steps	provide an update on the implementation of the recommendations from the Community Occupancy Guidelines 2012 review and seek approval of implementation priorities. 11 November 2021 – link to decision
Homelessness Connected Communities & Community & Social Policy	Implementing position and role on homelessness	Decision: on council commitment and implementation action. Information Memorandum: Snapshot Homelessness 22 December 2021	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 Information Memorandum: Update on COVID19 and post-COVID19 support for people who are homeless 20 August 2020 - link to memo Information Memorandum: A Night Shelter in Auckland 15 October 2020 - link to memo Information Memorandum: Snapshot Homelessness Statistics 13 May 2021 - link to memo

Lead Department

Area of work

Committee role

(decision and/or direction)

Decision

Youth Centres Review

Community and Social Policy

Review councils’ assistance to youth centres

Decision: on review findings

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

11 June 2020 - link to decision

Public Art Policy

Arts, Community and Events

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

Decision:

To seek approval of the 2020/2021 Public Art Regional Work Programme from the PACE (Parks, Arts, Community and Events) Committee.

15 October 2020 – link to decision

Citizens Advice Bureaux Services

Connected Communities

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.

Decision: on review

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 and CAB insights report

15 October 2020 - link to decision

Community Access Scheme

Parks, Sport and Recreation

Review of the Community Access Scheme.

Decision: 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.

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

Investigation in North-west Community Provision

Community and Social Policy

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

Decision: on investigation findings

Business case for a destination aquatic facility with leisure components

10 December 2020 - link to decision

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

Decision: consider the strategic review and decide on the direction of the plan, as well as receive the strategic review

Approval to develop a indicative business case for the central library / Tāmaki Pātaka Kōreo

10 December 2020 - link to decision

Governance of Colin Dale Park

Community and Social Policy

To decide on the governance arrangements for Colin Dale Park. The local board has asked that the committee consider regional governance for the park.

Decision: Agree whether or not Colin Dale Park should be regionally governed.

Approve that the decision-making of the 44.3-hectare motorsport precinct (SEC 1 SO 422986) at Colin Dale Park be allocated to the governing body according with section 17(2) of the Local Government Auckland Council Act and be added to Schedule 1 of the Auckland Council Long-term Plan.

11 March 2021 - link to decision

Alcohol Strategy three yearly review

Community and Social Policy

Three year review is due

Decision: approve refreshed alcohol strategy

seek approval to improve the Auckland council whānau approach to minimising alcohol related harm in Auckland communities

13 May 2021 - Link to decision

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

referred this to the LTP/Annual Plan process

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

No approval to star

Auckland Paths

Parks, Sports and Recreation

Report on implementation plan

Nothing to update

Inform: note progress (workshop or memo) - Timing to be confirmed

No update / this work is on going

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

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.

Incorporated into WHO Age Friendly programme

Grant Policy Monitoring

Community & Social Policy

Audit of the application of the Grants Policy

Decision: on audit results

No scope approved

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

No scope approved

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

Update elected members on key findings from community engagement we have undertaken to inform the refresh of the Thriving Communities Plan

8 July 2021 - link to memo

Fines and Charges

Connected Communities

Case developed for removing overdue fines from Auckland Libraries

Decision: to move case forward for consideration

information Memorandum – Proposal to remove Library Overdue Fines

11 March 2021 – link to memo

Information Memorandum – Library Fines Removal Update

8 July 2021 – link to memo

I am Auckland Implementation and Evaluation Plan monitoring

Community & Social Policy

Annual implementation and evaluation report

Direction: approve three-year status review

provide an update and start the three yearly review of child and youth activity across the Auckland Council group, in accordance with the I Am Auckland implementation plan and evaluation framework.

9 September 2021 – link to decision

Smokefree Update Report

Community and Social Policy

Smokefree report back is due

Decision: approve priorities for 2021/2022

progress update on the implementation of Auahi Kore Hapori Whānui as part of the Implementation Plan of the Council’s Smokefree Policy 2017 – 2025 and seek approval of the 2021/22 priorities.

9 Sept 2021 – link to decision

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 is working well and what needs to change to improve investment and outcomes.

Decision: approve current state review and agree next steps

present the findings of a current state analysis of Toi Whītiki, Auckland’s Arts and Culture Strategic Plan and seek approval to the redevelopment of Toi Whītiki as new collective impact framework for the creative sector.

9 Sept 2021 – Link to decision

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

adopt the Tāmaki Tauawhi Kaumātua- Age-friendly Tāmaki Makaurau / Auckland Action Plan

11 November 2021 – link to decision

Mt Albert Pool Indicative Business Case

Community and Social Policy

Indicative Business Case approved for preparation.

Decision: approve preferred option

To consider an indicative business case for the continued provision of aquatic services in the Albert-Eden Local Board area

11 November 2021 – link to decision

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 improvements resulting from the review of the Community Occupancy Guideline 2012.

Decision: current state review and agree next steps

provide an update on the implementation of the recommendations from the Community Occupancy Guidelines 2012 review and seek approval of implementation priorities.

11 November 2021 – link to decision

Homelessness

Connected Communities

& Community & Social Policy

Implementing position and role on homelessness

Decision: on council commitment and implementation action.

Information Memorandum: Snapshot Homelessness

22 December 2021

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

Information Memorandum: Update on COVID19 and post-COVID19 support for people who are homeless

20 August 2020 - link to memo

Information Memorandum: A Night Shelter in Auckland

15 October 2020 - link to memo

Information Memorandum: Snapshot Homelessness Statistics

13 May 2021 - link to memo

Parks, Arts, Community and Events Committee

10 February 2022

UNESCO Auckland City of Music

File No.: CP2022/00216

Te take mō te pūrongo

Purpose of the report

1. To provide an update on the outcomes achieved under the UNESCO Auckland City of Music (ACOM) designation between 2017-2021.

Whakarāpopototanga matua

Executive summary

2. This report seeks to update the Parks, Arts, Community and Events Committee of the significant regional and international outcomes achieved under the ACOM designation.

3. In December 2021, the Auckland City of Music office was awarded the Best Global Music Office at the Music Cities Awards 2021. This recognises the strong international reputation of Tāmaki Makaurau's music programming and sector.

4. In November 2021, ACOM published a four-year report on outcomes achieved under the UNESCO Auckland City of Music designation. This report is provided as Attachment A.

5. Tāmaki Makaurau was designated a UNESCO City of Music within the UNESCO Creative Cities Network (UCCN) in 2017. This was supported by the Prime Minister, the Mayor, the city's Governing Body and music sector stakeholders.

6. The City of Music status provides a mechanism for local government and the music sector to work together to solve challenges and maximize opportunities for the music industry and Auckland's communities.

7. The Auckland Music Strategy (Attachment B) was launched in November 2018. It sets the intent for music to be a source of pride and inspiration for Aucklanders, reflecting the culture and character of the region and a music scene that provides a platform for professional success.

8. The strategy identified six key actions:

· Strengthening the music ecosystem

· Collaborate with other UCCN cities

· Championing Māori music

· Supporting pacific music

· Music in public spaces

· Music heritage

9. The wider Auckland Council whanau contributes to Tāmaki Makaurau's City of Music status in a coordinated manner. This is facilitated through the ACOM Governance group, which is constituted by sector leaders and Auckland Council representatives from across the whānau. The group is responsible for the strategic direction and actions that deliver this vision for Tāmaki Makaurau.

10. Auckland Council contributes to Tāmaki Makaurau's City of Music status through Regional Creative, Events and Grants programmes.

11. A signature music programme delivered by the Creative Programmes team at Auckland Council is Stand Up Stand Out, a performing arts competition for youth, showcasing secondary school students' musical and dance talents in Tāmaki Makaurau. It provides pathways for young people to express themselves creatively and develop their professional skills and networks.

12. The Regional Events Programme also contributes through key events such as the Music in Parks series and the International Cultural Festival.

13. Auckland Libraires cares for and manages a significant music archive which has been developed over many years. The collection holds both local and international material and is a key research destination. Auckland Libraries and the Regional Creative Programmes team are piloting Ka Mua Ka Muri this year. The collaboration will leverage the music collection and staff, to bring the collection to life with contemporary musicians and performers.

14. Other regional investment includes the Regional Arts and Culture Grants Programme which supports significant annual events such as the ASB Polyfest, Auckland International Buskers Festival and the Ending HIV Big Gay Out.

15. Local boards also contribute funding towards music events in their communities through their work programmes, partnership grants and contestable grants.

16. Auckland Unlimited also contributes significantly to support music in experiences for Aucklanders through NZ Music Month activations (Britomart pop-up performance space, music heritage tours, piano stairs), Young At Art, Summernova and Summer in the Square.

17. These works programmes align with multiple strategic outcomes under the Auckland Plan, Toi Whītiki Arts and Culture Strategic Action Plan, Auckland Music Strategy and the Events Policy.

18. Other parties also contribute to Auckland's status as a UCCN, including Recorded Music New Zealand, Australasian Performing Right Association, New Zealand Music Commission, Creative New Zealand (CNZ), New Zealand on Air, Auckland Regional Amenities Funding Act-funded organisations, not-for-profit organisations and the private sector.

19. Music sector contributions during the period have included:

· Silver Scroll Awards

· Aotearoa Music Awards

· Pacific Music Awards

· Taite Music Prize

· Going Global / Going Local seminar series

· Girls Rock! Camp Aotearoa (youth gender equality programme)

· Songhubs (professional development workshops)

· Aotearoa Music Producer Series (professional development workshops)

· Aotearoa Sync-Posium (professional development workshops)

· Volume South exhibition in partnership with Auckland Museum

20. The Auckland City of Music office projects during the period have included:

· Play It Stranger (with Bob Geldof & Mick Fleetwood), in partnership with Auckland Unlimited and songwriting charity Play It Strange

· Chorus Cabinet Art – music-themed art in partnership with Chorus telecommunications

· Songlines public music and art installation in Takapuna in partnership with Eke Panuku Development

· Young Gig Makers contestable funding grant & event production support for all-ages shows in association with Auckland Live

· Equaliser, Music and Screen gender equality programme supported by NZ Music Commission and NZ On Air

· Seed-funding for Our Venues, a professional association of grassroots music venues

· Committing human resources to develop and maintain international and domestic UNESCO relationships both with Secretariats in Paris and Wellington and with the vast network of cities.

21. The effect of COVID-19 on the live music industry has been significant. As a music office, the Auckland UNESCO City of Music contributed time and expertise to support sector recovery. MusicHelpsLive was launched to raise money for music workers in need by collaborating with other industry organizations. The appeal raised over $850,000 and assisted nearly 600 musicians and music workers with direct support for 18 grassroots music venues.

22. Council Groups is responding to the current sector and community needs through programmes such as the Reactivate Tāmaki Makaurau Local Activation Programme Fund led in partnership between Auckland Council and Auckland Unlimited. This contestable fund supports free, local events scheduled between December 2021 and April 2022. Auckland Unlimited also supports business resiliency through the Activate Tāmaki Makaurau programme. This programme connects Auckland businesses with resources, advice and grants to adapt and respond to challenges and opportunities in the current environment. Auckland Council is also partnering with Boosted NZ to pilot a crowdraising campaign to support Tāmaki Makaurau's creative sector to build capability and long-term sustainability. This responds to the most significant need identified by the sector: support for creative practitioners. Auckland Council investment provides one to one mentorship for 25 artists to develop promotional, fundraising and networking skills to support creative mahi to reach new Auckland audiences.

23. The Auckland City of Music Quadrennial Report (Attachment A) provides further detail on the alignment of these initiatives and the strategic actions identified in the Auckland Music Strategy (Attachment B).

24. In December 2021, scoping commenced to review the Auckland Music Strategy (Attachment B). This work will set the forward direction for the Music Office and will be informed by the contributing stakeholders, including Auckland Council. ACOM is also considering the impacts of ongoing restrictions and COVID-19 mitigations in the development of the four-year strategy for music in Auckland.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) endorse the Auckland City of Music Quadrennial Report 2017 – 2021

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland UNESCO City of Music Tāmaki Makaurau UNESCO Pā Puoro	35
b ⇩	Auckland Music Strategy Te Rautaki Puoro o Tāmaki Makaurau 2018-2021	95

Ngā kaihaina

Signatories

Author

Jade Baker – Creative Partnership Lead

Authorisers

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

Claudia Wyss - Director Customer and Community Services

PDF Creator

Parks, Arts, Community and Events Committee

10 February 2022

Regional Event Fund Grants Allocation 2021/2022 Round 2

File No.: CP2022/00096

Te take mō te pūrongo

Purpose of the report

1. To approve grant allocations for the 2021/2022 Regional Event Grants Programme Round 2.

Whakarāpopototanga matua

Executive summary

2. The 2021/2022 Regional Event Grants Programme has a budget allocation of $600,000.

3. On 9 September 2021, the Parks, Arts, Community and Events Committee approved the allocation of $356,000 out of the budget of $600,000 to applications for regional event grants in a first funding round for 2021/2022 (PAC/2021/45).

4. Applications have been sought through a second funding round open during November and December 2021 with a total amount remaining for distribution of $244,000.

5. We received eight applications totalling $270,245 and assessed them using the criteria in the Events Policy 2013.

6. Staff recommend allocating grants to all the eight applications totalling $179,500. While some of these events may be impacted by current COVID Protection Framework Red level restrictions, this approval will provide an opportunity for funding to be available if they are rescheduled.

7. It is also recommended that delegation be given to the General Manager – Regional Service Planning, Investment and Partnerships to apply the unallocated grant programme budget of $64,500, along with the value of any unpaid grants for the year due to event cancellations, to meet additional requests for regional event funding in the current or next financial years supporting recovery of event delivery, and other COVID funding responses, or to meet council savings targets.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) approve the following funding allocations for the 2021/2022 Regional Events Grant Programme Round 2:

Applicant	Event	Recommended funding allocation
YMCA North Incorporated	Raise Up Youth Fest	20,000
Te Pou Theatre Trust	Whānau Day - Te Pou Theatre 2022	12,000
ALAC Inc	Family Day (Latin American)	12,500
Condor Rugby Football Club Incorporated	NZ Secondary Schools Rugby Sevens Championship & Cup Tournaments (Condor Sevens)	20,000
Franklin A & P Society	Franklin A & P Show	15,000
The Polyfest Trust	ASB Polyfest	75,000
YMCA North Incorporated	Walk the Line 2022	7,500
Youthtown	Football Communities Cup	17,500
Total		$179,500

b) delegate authority to the General Manager – Regional Service Planning, Investment and Partnerships to apply the amount of any unallocated or unpaid Regional Event Grants Programme budget for the year to:

i) requests from grant recipients, for additional funding due to increased costs or reduced revenue

ii) short notice requests for funding from regional events which have not applied for grants and are facing a budget deficit

iii) request carry-forward of an amount to the 2022/2023 financial year to provide additional support for the recommencement and recovery of regional event delivery

iv) support other COVID response funding activities

v) meeting council savings targets for the financial year.

Horopaki

Context

8. The 2021/2022 budget includes an allocation of $600,000 for the contestable regional event grants programme. This represents a restoration of the budget to 2019/2020 levels following the reduction to $400,000 last year under the Emergency Budget.

9. On 9 September 2021, the Parks, Arts, Community and Events Committee approved the allocation of $356,000 from the budget of $600,000 to applications for regional event grants in a first funding round for 2021/2022 (PAC/2021/45).

10. Applications for a second funding round opened on 1 November 2021 and closed 6 December 2021 to allocate the remaining budget amount of $244,000.

11. Staff received eight applications (detailed in Attachment A) for this round totalling $270,245.

12. Combined with the 2021/2022 Round 1 applications this gives an annual total of 50 applications for $1,330,021. This compares with 36 applications for $871,976 in 2020/2021 where COVID-19 had a significant impact, and 46 applications for $1,201,449 in 2019/2020 (excluding one application for $1,300,000).

13. The impacts of COVID-19 continue to be an issue for event organisers, leading to the cancellation or postponement of some events. Mitigation of associated funding risk is detailed in the Risks and Mitigations section below.

14. As at the date of this report it is estimated that around 15 (55%) of the 27 events allocated grants in funding round one this year have been, or are highly likely to be, cancelled due to COVID-19 impacts. This represents grants of $242,000 (68%) from $356,000 allocated. Where cancellations occur closer to the scheduled event date some portion of a paid grant may be retained to cover committed costs. A significant proportion of the cancelled grant value will be available for re-allocation.

15. Events deliver on a range of outcomes, and benefit communities through building and maintaining a sense of place and connection which is fundamental to wellbeing and supports recovery. The return of regular annual events is also a sign of positive change as communities return to a sense of normality and use events to build resilience.

16. Maintaining funding to events assists with the economic recovery of businesses in the events and associated sectors, many of which have been facing a major downturn in activity.

Tātaritanga me ngā tohutohu

Analysis and advice

17. Staff assessed each application against regional event funding criteria outlined in the Events Policy 2013 (refer Attachment B).

18. Each application has been assigned an overall score to inform recommendations (refer to Attachment C).

19. The assessment reflects how well the events align with the following criteria, with percentages indicating the weighting applied to each area:

Criteria	Weighting (%)
Supports key priorities	12
Delivers desired impacts	12
Expands the variety or range of events on offer	12
Level of positive community benefits generated	12
Amount of community support, involvement and/or active partnerships	12
How effectively the event was run in the past or how well planned	12
Other considerations as outlined in the policy	12
Alignment with Māori priority	8
Alignment with youth priority	8
TOTAL	100%

20. Staff also considered additional factors such as the event budget, plans, organiser experience, accessibility, previous event outcomes, and alignment with key Auckland dates, such as Matariki, or Auckland Anniversary weekend to determine the amount of funding recommended. Whether the applicant had received significant funding from other areas of council for the same event was also factored into the assessment process.

21. In the current year, grant programmes will continue to be informed by Our Strategy 2022: Kia Manawaroa Tātou -Together we can rise to the challenge. Grants specifically support the goal:

Focus on communities that need us most:

· Use our resources wisely to better serve our communities that need us most

· Back communities, Māori, and other providers to deliver what is needed

22. The events recommended for funding:

· include many that are free/low cost to attend

· deliver to a range of Auckland’s diverse communities

· are distributed across the region

· support a range of sporting, arts and cultural themes.

23. Of the 8 events recommended for funding, 2 are sports related and 6 relate to arts and culture.

24. The geographic spread of applications recommended for funding is shown below:

25. The recommended funding allocations are based on the assessment scores against policy criteria and consideration of the additional factors outlined in paragraph 19.

Applications recommended for funding

26. Staff recommend eight events to be approved for funding and zero to be declined. While some of these events may be impacted by current COVID Protection Framework Red level restrictions this approval will provide an opportunity for funding to be available if they are rescheduled.

27. Some applications align with the criteria for event funding as well as other council grant funds such as arts and culture and sport and recreation.

28. Staff considered overlaps to ensure a coordinated approach is taken to the overall provision of council funding to these events. In some situations, grants will be provided from one grant fund, and in others the total funding may be shared between two or more grant funds.

29. Table 1 outlines the events that are recommended to be approved, including funding amount and their alignment with key priorities as outlined in the funding criteria.

30. The recommended funding amount is intended as a contribution to the total event cost, recognising that council is not the main funding provider.

31. Funding recommendations in this round have also taken into account increased costs for events and reduced availability of sponsorship and grant funding facing event organisers due to COVID-19 impacts.

Table 1: Events recommended for funding and strategic alignment

Event	Alignment with key priorities	Requested funding	Recommended funding
Raise Up Youth Fest	Youth	20,000	20,000
Whānau Day - Te Pou Theatre 2022	Māori, families and children	20,900	12,000
Family Day (Latin American)	Cultural festival, families and children	40,000	12,500
NZ Secondary Schools Rugby Sevens Championship & Cup Tournaments (Condor Sevens)	Māori, Pasifika, youth	20,000	20,000
Franklin A & P Show	Families and children	30,000	15,000
ASB Polyfest	Māori, Pasifika, youth, celebration of excellence	100,000	75,000
Walk the Line 2022	Youth	15,000	7,500
Football Communities Cup	Sport, multicultural communities	24,345	17,500
Total		$270,245	$179,500

32. The allocation of grants totalling $179,500 from the available remaining budget of $244,000 for the year leaves a residual balance of $64,500 unallocated.

33. It is recommended that delegation be given to the General Manager – Regional Service Planning, Investment and Partnerships to apply this amount, along with the value of any unallocated grant funding, plus allocated but unpaid grants for the year due to event cancellations, to:

· requests from grant recipients, for additional funding due to increased costs or reduced revenue

· short notice requests for funding from regional events which have not applied for grants and are facing a budget deficit

· request carry-forward of an amount to the 2022/2023 financial year to provide additional support for the recommencement and recovery of regional event delivery (this option would be subject to obtaining required approvals through the annual plan carry-forward process)

· support other COVID response funding activities

· meeting council savings targets for the current financial year.

34. Any additional funding allocations made under this delegation to regional events would be consistent with the regional event funding criteria outlined in the Events Policy 2013 as used for standard grant applications.

Applications recommended for decline

34. The most common reasons for declining applications are:

· the activity is not within the scope of the grant programme

· the activity is not considered to be of a regional scale

· the activity does not align sufficiently with grant programme priorities

· similar activities are already funded.

35. In some cases, an application may not meet the criteria but may offer potential for a future successful application. Staff will offer to work with these applicants to assist in presenting a more fully developed event concept plan that demonstrates alignment with funding priorities.

36. Staff recommend no applications be declined for this grant round.

Event Evaluation

37. Staff evaluate the delivery of funded events through post event reports prepared by organisers, information from the event facilitation/permitting team, attendance on the day, media and online coverage of the event, along with attendee feedback, including elected members.

38. Evaluation assesses whether:

· the event is delivered largely in the manner described in the funding application

· the event is well supported and enjoyed by participants, audiences, and the wider community; and

· the event aligns with council policy priorities.

39. Staff attend funded events to obtain insights on the event delivery and to inform feedback provided to organisers on what is working well and areas that may be improved.

40. This evaluation process then informs future funding application assessments and recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

41. The main climate impacts of most regional events are with waste management and transportation to or from an event.

42. The event permitting process and grant funding agreements promote and encourage a range of transport options and zero waste.

43. The impact of climate change may progressively affect events through increased weather variability and severity. This may result in an increasing number of event cancellations, greater costs to mitigate weather impact, and impact on availability of certain sites for events.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

44. Some applications include events taking place in council venues, on council land or receive council funding for other aspects of their work. In these cases, staff consult relevant departments that may have an interest in the events and take this information into account when presenting recommendations for funding.

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

Local impacts and local board views

45. Local boards provided formal feedback to inform the development of the Events Policy 2013. The administrative process associated with the assessment and allocation of the regional event fund applies principles and criteria outlined within the policy.

46. Regional event funding occurs in parallel with, and is complementary to, local event funding rounds operated by local boards.

Tauākī whakaaweawe Māori

Māori impact statement

47. The Events Policy recognises a responsibility to engage and build relationships with Māori in designing, planning and delivering regional events of mutual interest.

48. The Events Action Plan in the policy places a particular focus on support for Māori events in the context of a diverse, balanced region-wide programme. This priority is indicated in application information and guides to encourage applications for Māori events.

49. Table 2 shows comparative analysis of grants provided to events with a Māori focus including having significant Māori content, participation and/or audience.

Table 2 – Regional funding provided to events with a Māori focus

Funded regional events with a Māori focus	2021/22 Round 2 (proposed)	2021/22 Round 1	2021/22 Total	2020/21 Total	2019/20 Total	2018/19 Total
Number	3 / 8	5 / 27	8 / 35	7 / 36	8 / 41	9 / 44
Total value	$107,000	$66,000	$173,000	$103,000	$136,000	$143,000
Percentage of total round value	59.6%	18.5%	32.3%	25.8%	22.7%	23.8%

50. The three events considered to have a Māori focus in this 2021/2022 round are:

· Whānau Day - Te Pou Theatre 2022

· NZ Secondary Schools Rugby Sevens Championship & Cup Tournaments (Condor Sevens)

· ASB Polyfest.

Ngā ritenga ā-pūtea

Financial implications

51. Staff recommend confirming grants totalling $179,500 as the proposed allocation for the second round from the remaining $244,000 balance of the 2021/2022 contestable regional event grants budget of $600,000.

52. Staff recommend that the unallocated 2021/2022 budget balance of $64,500 and the funding for any events which do not proceed due to COVID impacts or other reasons, be applied to meet additional requests for regional event funding in the current or next financial years supporting recovery of event delivery, or to meet council savings targets.

53. The option to carry-forward an amount to the 2022/2023 financial year, to provide additional support for the recommencement and recovery of regional event delivery, would be subject to obtaining required approvals through the annual plan carry-forward process.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54. There is a risk that events will not be successfully delivered in accordance with event plans submitted in grant applications. Staff mitigate this risk through the assessment process, considering the experience of event organisers, prior experience of holding the event and by attendance at events.

55. In many cases, council is one of several funders of an event and the ability of event organisers to raise funding from multiple sources increases confidence in the event proposal, based on the independent assessment of other funders.

56. With the activation of Red level of the COVID Protection Framework on 24 January 2022 there is a high level of risk that a number of upcoming funded events will not be able to be held. Modelling of the transmission of the Omicron variant based on overseas experience indicates that Red level restrictions on events will be in place for a significant number of weeks.

57. The status of events will be monitored closely, and payment of grants will be made only where there is a reasonable likelihood that events will be able to proceed and the ability to postpone the event to an alternate date.

Ngā koringa ā-muri

Next steps

58. Following approval from the PACE Committee, funding agreements will be prepared, including conditions for payment of funding subject to appropriate event planning proceeding and COVID Protection Framework conditions.

59. Staff will, while at Red level of the Framework, maintain contact with the recipients of regional event grant funding to keep current with the plans of event organisers relating to changes to event proposals, and postponements or cancellations.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Application Summaries	135
b ⇩	Prioritisation Criteria	155
c ⇩	Summary Schedule	157

Ngā kaihaina

Signatories

Author

David McIntosh - Senior Business Advisor

Authorisers

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

Claudia Wyss - Director Customer and Community Services

No.	Title	Page
a ⇩	Property location and aerial view	163
b ⇩	Iwi notification	165
c ⇩	Public notification	167
d ⇩	Adjacent owner letter	169

Parks, Arts, Community and Events Committee

10 February 2022

Adoption of Ngā Hapori Momoho | Thriving Communities Strategy 2022-2032

File No.: CP2022/00057

Te take mō te pūrongo

Purpose of the report

1. To tango/adopt the Ngā Hapori Momoho/Thriving Communities Strategy 2022-2032.

Whakarāpopototanga matua

Executive summary

2. In 2014 council adopted Ngā Hapori Momoho | Thriving Communities as council’s strategic action plan for community and social wellbeing. A 2018 review identified a need to align with the Auckland Plan 2050 outcomes and address current and future challenges:

· growing wealth and income inequality where many whānau do not thrive

· scale and pace of growth/social change undermines Aucklander’s belonging and connection

· changing climate can make outcomes worse for those already struggling.

3. A refreshed draft Ngā Hapori Momoho | Thriving Communities strategy (the strategy) is proposed for adoption. It sets out the high-level direction for the next 10 years: ‘a fairer, more sustainable Tāmaki Makaurau where every Aucklander belongs’.

4. The draft strategy has four main outcomes that form the building blocks for thriving communities. They align to the Auckland Plan 2050 themes of connection, belonging, wellbeing and the Māori Plan values of: Manaakitanga, Kaitiakitanga and Whanaungatanga.

5. The high-level outcomes are supported by six objectives to focus our actions on:

· financial security and health outcomes

· community leadership, access, and participation

· resilience, sustainability, and innovation.

· Four investment principles will focus resources to deliver for impact. This will ensure there is a strong, intentional link between aspiration, investment and action, and that we will focus on communities who experience the greatest inequities.

6. Collectively the outcomes and objectives target three key shifts council will make in the way we will work to deliver the strategy from:

· ad hoc to tailored: leverage our collective resource across the council and our partners, so resources are used more efficiently, and communities have a consistent experience

· one size fits all to targeted: to reduce disparity in outcomes and better meet community need

· council as expert to enabler: communities use their knowledge to develop the best responses for their local needs and take greater ownership of the solutions.

7. Feedback from local boards and community engagement was supportive of the strategy outcomes and objectives. A common concern is how the strategy will be funded and implemented.

8. The strength of the strategy is that it sets a long-term vision for a thriving Tāmaki Makaurau and allows for flexibility in the response to the intended outcomes. Future implementation planning can adapt to address new challenges as they arise.

9. A key constraint is that many of the barriers to people thriving relate to complex socio-economic factors where council does not hold all the levers. Success will require significant cooperation and commitment across the council family, and community partners.

10. There is a risk that the draft strategy may fail to have any meaningful impact. An effective implementation plan guided by strong leadership to coordinate and drive action will be an essential element to mitigate this risk and ensure successful delivery of the strategy.

11. Once the strategy is adopted, staff will focus on the implementation plan and monitoring framework which will be reported to the committee for adoption by July 2022.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) tango / adopt the Ngā Hapori Momoho | Thriving Communities Strategy 2022 – 2032 as set out in Attachment A to this report.

b) tuku mana / delegate authority through the Chief Executive to the manager responsible for strategy implementation to make changes to the design, and minor amendments to wording before publishing Ngā Hapori Momoho | Thriving Communities Strategy 2022 – 2032 and to update the context section annually to reflect the most recent data and insights.

c) whakaae / agree that staff, as delegated by the Chief Executive report back to the Committee with an implementation plan, monitoring/evaluation framework and business case for additional investment in August 2022.

Horopaki

Context

12. In 2018 there were nearly 1.6 million usual residents in Auckland, an increase of eleven per cent since the 2013 Census, and this is projected to grow to 2.4 million by 2050^{^[1]}.

13. Tāmaki Makaurau is very diverse – it is home to the largest Polynesian population of any city in the world, and forty per cent of the population were born overseas.

14. The Auckland Plan 2050 sets a strong vision for our city that celebrates this diversity, is inclusive and where all its residents have the chance to thrive.

15. The aspiration of the Participation and Belonging outcome within the Auckland Plan is that ‘All Aucklanders will be part of and contribute to society, access opportunities, and have the chance to develop to their full potential’.

16. Ngā Hapori Momoho | Thriving Communities was adopted in 2014 as council’s community and social wellbeing strategic plan and is a core plan to deliver the Auckland Plan 2050.

17. A 2018 review of Ngā Hapori Momoho however identified several improvement areas. This included refreshing the strategy to better align it to the new Auckland Plan 2050 and to address the changes and growing challenges facing Aucklanders.

18. A refreshed draft Ngā Hapori Momoho | Thriving Communities strategy (the strategy) is proposed for adoption. It sets out the high-level direction for the next 10 years: ‘a fairer, more sustainable Tāmaki Makaurau where every Aucklander belongs’ (Attachment A).

Tātaritanga me ngā tohutohu

Analysis and advice

Auckland is a great place for many but not everyone is thriving

19. Auckland is a great city for most of its residents to live in and was named by the Economist Intelligence Unit as the world’s most liveable city for 2021^{^[2]}.

20. But not all communities are prospering and Tāmaki Makaurau’s strong economic growth has not been shared equitably.

21. Some whānau do not have the same access to social & economic resources and opportunities compared to the general population. This restricts their ability to fully participate in society and in activities that have meaning and value to them.

22. Some examples of this inequity include:

· Māori and Pacific Peoples in Auckland making less than the median income of Auckland as a whole^{^[3]}

· over a third (thirty-eight per cent) of Pacific people and forty-six per cent of young people in Auckland are living in overcrowded and unsuitable homes^{^[4]}

· only

· fifty per cent of Aucklanders feel a sense of belonging in their neighbourhoods, and forty-nine per cent have felt isolated and lonely^{^[5]}.

23. Evidence shows that everyone benefits when society has higher levels of social cohesion and diversity as this leads to greater innovation and economic performance as well as improved health and justice outcomes^{^[6]}.

24. These benefits are only realised however where there are low levels of inequity and where there is strong intercultural connectedness^{^[7]}.

Local and global events make existing problems worse and present new challenges

25. Issues and events such as climate change, COVID-19, violent & extremist ideologies and greater urban intensification present a range of new challenges and opportunities that will require us all to think and work in new ways.

26. Evidence shows that communities with greater resilience, social cohesion and civic engagement recover from significant societal disruptions such as terror attacks and the pandemic faster. They are also better equipped to face future challenges^{^[8]}.

27. Some communities also face institutional racism and structural discrimination which is a contributor to the inequitable outcomes they experience.

28. Tāmaki Makaurau is facing three key challenges over the next 10-20 years that provide the strategic drivers for the refreshed strategy.

Challenge 1	Challenge 2	Challenge 3
Growing wealth and income inequality will mean too many whānau cannot thrive.	The pace and scale of growth and social change could undermine Aucklander’s sense of belonging and connection.	Our changing climate will make outcomes worse for those communities already struggling.

29. The draft strategy presents an opportunity to examine system, process and practice barriers to participation and show visible leadership to address this.

30. Local government plays an important role in supporting communities through these challenges and other significant transitions^{^[9]}.

31. An intentional approach to the investment of resources and targeted initiatives will equitably contribute to thriving, inclusive and sustainable Auckland communities.

Four outcomes summarise community views about what’s needed to thrive not just survive

32. To guide how we respond to the identified challenges the draft strategy sets out four outcomes and six objectives. The outcomes set out where communities want to be in the future. Objectives identify where to focus to get there.

33. The four draft strategy outcomes summarise what Aucklanders told us they need, to feel like they have a sense of community wellbeing. They form the essential building blocks of what individuals and communities said they need thrive not just survive.

34. These outcomes are also informed by Kaupapa Māori values and are closely aligned to the Independent Māori Statutory Board Māori Plan values for Tāmaki Makaurau.

35. The draft strategy proposes four main outcome areas that will serve as a guide for what the council group should be working towards achieving to ensure a fairer, more sustainable city where everyone feels they belong.

Objectives: six areas to focus council and community action

36. To help us focus on the things that can achieve the intended outcomes, six strategy objectives have been identified for the council and communities to work towards.

37. These objectives provide the context and direction to support the kind of actions and activities the council will do to deliver the outcomes.

38. The draft strategy lists several actions under each objective however many of them will contribute to more than one objective. This is because the objectives are addressing complex societal challenges that are often impacted by multiple factors.

39. Whilst the actions provide direction, they are not prescriptive which allows for services across to council to respond in ways that are suitable to their area.

Council holds many levers to affect change over multiple outcomes- but not all

40. The council group already contribute significantly to the Ngā Hapori Momoho outcomes. The ongoing challenge is to continue to use all the roles and levers available to us more effectively to serve those with the greatest need in communities.

41. The complex and entrenched social issues addressed through this strategy cannot be solved by Auckland Council alone. The council does however hold a range of roles and levers:

· council services are rooted in communities with public access across the city focused on connecting people and places

· our size and scale mean council naturally serves as an anchor organisation for Auckland

· council influences community wellbeing through our significant presence and influence, connecting with and between communities, iwi, government and business

· we invest locally and responsibly across our activities such as procurement, planning and transport.

42. Using our roles and levers in conjunction with partners envisaged by the strategy will a ensure collective prioritisation of action that delivers against multiple outcomes and objectives.

Four Investment Principles to guide and target resource allocation for equitable outcomes

43. To make the biggest impact for the people who need it the most, the strategy outlines an approach to use our role and levers and to invest our limited resource effectively. The investment principles below are designed help the council achieve this:

	1. Invest to improve the wellbeing of people planet		2. Invest based on evidence of need and the voices of Aucklanders
Using resources wisely to positively impact well-being of people and planet for current and future generations.		Ensuring we are focusing resources so that our investment is evidenced and meets the needs of communities experiencing the worst outcomes.
	3. Invest to honour our Te Tiriti o Waitangi obligations		4. Invest in communities to determine their own priorities and solutions
Using resource to ensure Māori experience equitable outcomes and enabling Mana Māori Motuhake through by Māori-for Māori solutions.		Allowing greater flexibility and creativity for communities to define priorities and develop solutions to adapt to changing environments and need.

Council doing differently – integrate, connect, target, enable will better address community challenges

44. To effectively deliver the strategy, there will need to be some key shifts in the underlying thinking and approach of the council. Collectively the outcomes, objectives and investment principles target three key changes or shifts in the way the council work to address challenges. The key shifts proposed are summarised below:

	FROM	TO	WHAT CHANGES WILL WE MAKE AND WHY?
1	Ad hoc and siloed	Integrated and connected	Working across the Auckland Council group, central government and across communities. Sharing data, evidence and learning. Prioritising interventions that support coordination and collective impact.
1	By working in this way, we better leverage our collective resource across the council and our partners. This not only uses resources more efficiently but also means communities have a consistent experience across the council group.
2	One-size-fits all	Targeted approaches	Focusing services, activities and ways of working on those experiencing the greatest disparity in outcomes. Tailoring services and activities to meet local needs and opportunities.
2	This will mean that interventions and services provided within communities are responding to the specific needs they have and therefore are more likely to have a positive impact.
3	Council as expert	Council as enabler	Supporting communities to lead their own responses. Enabling them to define, deliver, and monitor the things that enable them to thrive. Measuring success based on the outcomes we enable rather than just the services and activities that we deliver.
3	This will allow communities to utilise the knowledge they have of their people to develop the best responses for their local needs as well as take greater ownership of the solutions which is more sustainable in the long term.

Adapting to new challenges and scope for innovation key strengths of the draft strategy

45. Creating an environment in which everyone can thrive involves addressing many complex societal issues. There will never be one single way to achieve the vision of the strategy, however by focusing on the identified outcomes and objectives this will contribute significantly to long lasting positive change for Auckland. As an outcome focused strategy, it:

· provides focus and direction but is not prescriptive on process or action

· as scope for creative and innovative responses to challenges

· allows flexibility to respond to emerging challenges in the future

· presents an opportunity to partner with our communities to incorporate existing and emerging approaches from global research as well as those generated in Aotearoa

· encourages new approaches and have the flexibility to respond to local needs in ways that are appropriate and effective.

46. The high-level outcomes and objectives in the draft strategy cascade to key shifts, investment principles and to three-year implementation plans. This will ensure there is a strong and intentional link between aspiration, investment and action.

Limited change resource and the complexity of issues a key constraint of the draft strategy

47. Ngā Hapori Momoho | Thriving Communities is a 10-year strategy focused on long-term outcomes. It will take some time to see progress and the impact of actions, especially given the complexity of the challenges.

48. A key limitation is that many of the barriers to people thriving relate to complex socio-economic factors that council does not hold the primary levers for.

49. Council is, however, well-placed to use the resources and levers we do have more effectively and work alongside central government and communities to support change.

50. There is currently no additional budget to support delivery of the draft strategy, so the pace of change initially will be subject to how effectively existing resources and budget can be realigned and directed to the draft strategy’s new objectives.

51. This provides the opportunity, however, for reprioritisation of resource and new investment to be considered as part of implementation planning.

52. The effectiveness of the draft strategy relies heavily on significant cooperation and commitment across the council, elected members and community partners. This in turn relies on visible and active leadership, and ongoing monitoring of progress and impact.

53. An effective implementation plan with strong leadership will therefore be essential to the success of the strategy.

Bringing the strategy to life through implementation and evaluation

54. The outcomes and objectives of the strategy provide a 10-year horizon for what we are aiming to achieve. To respond appropriately to the changes that will naturally occur in communities over that time frame, the strategy it will be supported by three-yearly implementation plans.

55. The implementation plans will include more detail on specific actions and initiatives as well as leadership & collaboration, decision-making & action.

56. A monitoring and evaluation framework will be developed to align with existing frameworks and reporting measurements including the Long-Term Plan. This will ensure consistent measures across strategies and to reduce the amount of reporting required by operational teams.

Community views

Diverse community voices have shaped the draft strategy and approach

57. During 2019 and 2020 staff reviewed feedback from over 50 previous public engagements, and then undertook face to-face interviews, focus groups and online hui. We heard from over 400 community groups and leaders from across the region on what it means to thrive and what council can do to support that.

58. The draft strategy was developed based on the input and feedback of the diverse communities of Tāmaki Makaurau, key sector stakeholders, partners, and mana whenua. These voices are central to both the content of the draft strategy and how it will be used.

59. The draft strategy was taken back to the community and everyone who had contributed for final feedback and to test if it reflected what they had told us previously.

Advisory panels provided feedback on behalf of a range of communities

60. Staff ran a cross-panel hui with representatives from council’s advisory panels to present the draft strategy. The panel members were broadly supportive of the strategy and felt it would be relevant to the communities they represented.

61. They panel members provided further feedback which included recognising the diversity within their communities (such as disability communities or Pacific people), the importance of naming communities within the document and expressed their excitement for taking an active role in its implementation.

Community feedback on the draft strategy

62. The draft strategy was open for public consultation from 18 November to 5 December 2021. We also completed a People’s Panel survey which ran from 19 to 30 November 2021.

63. Detail of the feedback and our response is in Appendix B and a summary is below.

Support for the outcomes, but more detail wanted on how they would be delivered

64. There was a common theme of support for the strategy and the intended outcomes, but respondents wanted to see more information around how we proposed to achieve them.

65. Fifty seven percent of respondents supported the strategy overall with a further twenty one percent were neutral. Seventy one percent supported the four intended outcomes.

66. Those that were supportive particularly liked the targeted approach of the strategy.
“Tāmaki Makaurau is in a constant state of change and as each community is different, the approach will need to be relevant to that area”

67. There were several comments that were broadly supportive of the aims and vision of the strategy but wanted more detail on how it will be actioned.
“This looks fine, as far as it goes, but it needs more details before I could really say it’s worthwhile. As in, how would you be increasing accessibility?”

68. In support for various aspects of the strategy, people told us:

Some expressed concerns about the council’s role, funding, the plan being too focused on some groups, and the use of te reo Māori

69. Some of the feedback raised concerns about council’s role, funding constraints and the need for the plan to be for everyone.

70. Concerns over the use of te reo and the perceived focus on some groups over others were raised. This suggests there is still work to do to build wider community understanding of the importance for everyone of addressing inequities and meeting Te Tiriti obligations.

71.

There was also recognition that the entire council group would need to be involved for the strategy to have a meaningful impact. People also told us:

Proposed changes to the strategy in response to community feedback

72. The draft strategy has been developed over the course of this year incorporating feedback and comment from a wide range of sources.

73. We are not proposing any substantive changes to the draft strategy in response to recent feedback, however we have added some further detail to provide clarification, as follows:

· Added detail in the draft strategy to make it clear that we are focused on all communities currently experiencing inequitable outcomes.

· Inclusion of a glossary of terms for words in both English and Māori

· More detail on the next steps and how we intend to implement the strategy.

Tauākī whakaaweawe āhuarangi

Climate impact statement

74. We consistently heard from communities that the environment was a significant contributor to their wellbeing. Climate change and environmental degradation are seen as a threat by communities to the way they aspire to live in Tāmaki Makaurau.

75. The Kaitiakitanga outcome is included to reflect the voices of mana whenua and community, through prioritising environmental wellbeing and encouraging community action.

76. Actions developed in the Thriving Communities three-year implementation plans will need to consider the connection between the wellbeing of our communities and the environment.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

77. This is a strategy for the whole council group and will also be used to challenge and guide council teams and CCO’s in their implementation roles.

78. Staff and teams from across the council and CCO’s have been involved in the refresh process, peer reviewing and helped identify existing and future actions to support what communities told us.

79. Going forward staff will work closely with the council group on implementation planning and the development of the first three-year implementation plan.

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

Local impacts and local board views

80. Local boards have a strong interest, and play a key role, in supporting their communities to thrive. All local boards have local board plan outcomes that support community wellbeing, and many are already working towards several Thriving Communities objectives.

81. Local board workshops to share the high-level draft strategy were held in October 2021. The draft strategy was considered at business meetings in November/ December 2021.

82. 19 local boards formally supported the plan with the other two receiving it. 13 local boards provided feedback on various elements of the draft strategy. A full summary of this feedback with staff responses are set out in Attachment C.

83. Some common themes included concerns around meaningful implementation and ensuring their communities of need were reflected in the strategy.

Tauākī whakaaweawe Māori

Māori impact statement

84. To ensure the strategy is relevant and effective for Māori, staff undertook individual engagement interviews with 17 mana whenua iwi and two mataawaka organisations. The draft strategy was circulated to mana whenua and mataawaka for comment in November 2021. We did not receive any feedback on the final draft from these groups.

85. Feedback from this process helped shaped the draft strategy as well as incorporating the outcomes from the council document Kia Ora Tāmaki Makaurau.

86. The draft strategy aligns with the Independent Māori Statutory Board, Māori Plan values of: Manaakitanga, Kaitiakitanga and Whanaungatanga which are incorporated as the strategy outcomes The Schedule of Issues of Significance 2021 is supported by aligning to the four pou of social, cultural, economic, and environmental wellbeing for Māori in Tāmaki Makaurau.

87. The draft strategy has a strong focus on equity and eliminating disparities of outcomes and calls for action that addresses the institutional and systemic discrimination Māori face in Auckland.

88. The strategy implementation plan will draw actions and indicators from the Māori Values reports to build a strength-based approach to action, data and reporting on Māori wellbeing

Ngā ritenga ā-pūtea

Financial implications

89. There is currently no additional budget attached to the proposed Ngā Hapori Momoho | Thriving Communities strategy. This means in the short term it will need to be delivered within existing budgets and resources of council and CCOs.

90. Staff will report back to committee with a business case and funding options to support implementation of any new initiatives, as part of the first 3-year implementation plan.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

If <event>:

Then <impact>:

Possible mitigations:

If the draft strategy does not provide clear enough direction.

The draft strategy may fail to have any meaningful impact on the way the organisation delivers services and therefore would have no meaningful impact on the desired outcomes.

Develop a strong implementation plan and ensure there is visible and active senior leadership to drive implementation. The plan also will include annual reporting to assess progress.

The objectives will provide appropriate level of direction without being too prescriptive.

Incorporating a measurement framework in the implementation plan to help understand impact.

Ngā koringa ā-muri

Next steps

91. The draft strategy will be supported by a three-year implementation plan with tailored actions, and a monitoring and evaluation framework to track progress and impact. The initial three-year implementation plan (FY22-25) will be presented back to the Committee in July 2022 for adoption. This will include a business case with options for additional funding to support implementation of any new or unfunded initiatives.

92. Alongside the implementation plan staff will also update the context section of the strategy regularly to ensure that we are basing our action on the latest data and insights available.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Ngā Hapori Momoho \| Thriving Communities Strategy 2022-2032	183
b ⇩	General themes and responses from the community feedback	217
c ⇩	Local board views	221

Ngā kaihaina

Signatories

Author

Dave Jaggs - Senior Policy Advisor

Authorisers

Kataraina Maki - General Manager - Community and Social Policy

Claudia Wyss - Director Customer and Community Services

Parks, Arts, Community and Events Committee

10 February 2022

Initial findings – Community lease rent pricing structure

File No.: CP2022/00023

Te take mō te pūrongo

Purpose of the report

1. To present the initial findings of the rent pricing structure review for community leases and seek approval to provide an in-depth information report on domestic and international community lease rent pricing options.

Whakarāpopototanga matua

Executive summary

2. The Environment and Community Committee directed staff to conduct a review of rent pricing structure for community leases [ENV/2018/150], as part of the work programme from a 2018 review of the Community Occupancy Guidelines 2012 (the guiding document for community leases).

3. Staff have conducted preliminary research and considered international and domestic examples of rent pricing structures. Initial findings are:

· community leases are one of the biggest investments the council makes to deliver positive outcomes to Aucklanders with 1300 leases, 38 per cent related to sports

· the council currently charges a nominal flat rate for rent – $1 per annum in most cases, which is likely to be insufficient to cover administration costs or contribute to renewal and maintenance costs with the shortfall covered by the general rate. Further investigation on the size of the costs and variations between leases is required

· insufficient contribution towards administration, maintenance and renewal costs can impact on the long-term financial sustainability for council to operate community leases

· there is currently little consideration between those who pay and those who benefit from community leases, which creates a perceived transparency and fairness issue

· there is no real incentive for leaseholders to maximise utilisation of assets as rents are very low, which leads to lower levels of community benefits from the leases

· other local authorities use a wide range of rent pricing methods. Some of these methods reflect the costs of operating community leases or the value of assets. In some cases, a rebate system is used to incentivise leaseholders to deliver benefits to the community.

4. At the November 2021 workshop, the committee expressed a desire to obtain more detailed information on the current rent pricing structure and relevant options.

5. Staff seek approval to carry out a more detailed options information report to share with the proposed joint working group with local board chairs and for consideration at a direction setting workshop with the Committee in August 2022.

6. There is a low reputational risk that community groups may believe council is proposing changes to current lease pricing rather than obtaining further information on rent pricing options. Staff will ensure that that we provide clear communication about the information sought, its purpose and next steps.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) whiwhi / receive the report that highlights the initial findings for Auckland Council’s current rent pricing structure for community leases:

i) rents on most community leases are likely to be insufficient to cover administration costs or contribute to renewal and maintenance costs, can impact the long-term financial sustainability for the council to operate community leases

ii) there is no consideration between those who pay and those who benefit from community leases, which creates a perceived transparency and fairness issue

iii) there is no real incentive for leaseholders to maximise utilisation of assets as rents are very low, which leads to lower levels of community benefits from the leases.

b) whakaae/ agree that staff as delegated by the Chief Executive, provide an in-depth information report on relevant domestic and international community lease rent pricing options and organise a direction setting workshop with the Committee in August 2022.

c) whakarite / appoint a joint working group, comprising of up to two councillors, two local board chairs (or their delegates) and one Independent Māori Statutory Board member to consider domestic and international community lease rent pricing options as part of the information report back to the Committee.

Horopaki

Context

The need to review the rent pricing structure was previously established

7. The Environment Committee directed staff to conduct a review of rent pricing structure for community leases [ENV/2018/150], as part of the work programme for a 2018 review of the Community Occupancy Guidelines 2012 (the guiding document for community leases).

8. This report presents the high-level findings from preliminary desktop research and examples of rent pricing methods used by local authorities in New Zealand and overseas.

Tātaritanga me ngā tohutohu

Analysis and advice

Community leases are one of the biggest investments the council makes to deliver positive outcomes to Aucklanders

9. Auckland Council manages approximately 1,300 community leases that grant community organisations access to council land and / or buildings. These leases aim to enable community organisations to deliver activities and services to the benefit of Aucklanders.

10. Leaseholders deliver a wide range of activities and services, with 38 per cent of leases relating to sports activities. Figure 1 below shows the broad categories of the leases.

Figure 1: Broad categories of council community leases

Chart, pie chart

Description automatically generated

11. The underlying value of the leased council assets makes it one of the most significant forms of investment that council makes to support local communities.

Rent levels are set in the Community Occupancy Guidelines 2012 at a nominal rate

12. The Community Occupancy Guidelines 2012 sets the standard rental amount for community leases to be peppercorn rental of $1.00 per annum, if requested.

13. Currently around 70 per cent of community leases are ground leases, for which the assets or buildings are owned by the community groups with no obligation on council to maintain. The remaining 30 per cent are community leases of council-owned buildings where the council is responsible for maintaining and renewing the asset. Community groups with exclusive occupancy of council-owned buildings are required to pay an annual subsidised maintenance fee, as outlined in the Table 1 below:

Table 1: Maintenance cost schedule

Leasing building/space size	Proposed maintenance fee (per annum)
Less than 100m²	$250
Over 100m²and less than 500m²	$500
Larger than 500m²	$1000

14. Groups that do not have exclusive use are required to pay an operational charge for the space occupied. The operational charge comprises costs of building insurance, share of overheads and maintenance. The operational charge is fixed at $25 per square metre.

15. Additionally, leaseholders are required to meet any necessary compliance costs associated with the agreement (for example, resource consents, building consents, liquor licenses, food licenses etc.). If a community group generates significant revenue over expenditure, the relevant local board may choose to charge a percentage of the revenue as part of the rental charge.

Most current rent levels are likely be insufficient to cover administration costs or contribute to renewal and maintenance costs

16. Auckland Council meets two types of costs associated with community leases: administration cost, and maintenance and renewal costs (Table 2). Further investigation (within available data) is required to better understand the size of these costs and variations based on location, type, size, and responsibility.

Table 2: Costs associated with community leases

Administration cost

Maintenance costs

Renewal costs

Specific to community leases

For many assets, these costs would incur regardless of whether leased or not

Estimated at several thousand dollars per lease per annum on average.

Vary across leases depending on responsibility.

Analysis for a small sample of leases shows that maintenance costs range from $20,000 to over $200,000 per lease per annum.

Vary across leases depending on responsibility.

Renewal costs are likely to be significant for larger premises as the asset portfolio ages over time. Other costs considerations include asbestos removal, seismic and weather tightness strengthening etc.

17. Most current rent levels are likely be insufficient to cover administration costs or contribute to renewal and maintenance costs. Table 3 below shows that most leaseholders are charged a nominal amount of rent. Around 70 per cent of leaseholders are charged rents under $10 a year, and 78 per cent under $100 a year.

Table 3: Total rental charge per lease

Rent range	Number of leases
≤$1.00	819
$2.00 - $9.99	25
$10.00 - $49.99	80
$50.00 - $99.99	5
$100.00 - $499.99	135
$500.00 - $999.99	94
$1000.00 +	34

18. The current rental charges are also only paid if requested. Currently around 74 per cent of rent charges are not requested and therefore not collected.

19. In total, the council charges around $441,000 to leaseholders each year, including rent, maintenance, operating and other costs (Table 4).

Table 4: Total amount charged to leaseholders

Category	Total amount charged
Rent	$249,526.83
Operating expenses	$162,526.78
Maintenance fees	$ 26,203.91
Licence fees	$1,503.00
Water and waste charge	$1,328.23
Total	$ 441,088.75

Insufficient contribution towards maintenance and renewal costs can impact on the council’s long-term financial sustainability

20. Overall, the revenue collected from leaseholders is negligible. The costs associated with community leases are therefore primarily covered by general rates.

21. The insufficient contribution to costs, particularly towards maintenance and renewal costs, can have an impact on the council’s ability to operate community leases and look after the assets in the long-term.

Examples from other local authorities point to a wide range of rent pricing methods from a nominal flat rate to cost recovery, market rent and rebates

22. Desktop research pointed to a spectrum of rent pricing methods used in New Zealand, Australia and Canada, as shown in Figure 2 below. More details on the rent pricing structure of each local authority below are provided in Attachment A.

Figure 2: Spectrum of community lease rent pricing methods

Timeline

Description automatically generated

23. At one end of the spectrum, some local authorities, including Auckland Council, charge a nominal flat rate. This rate varies but is generally low and unlikely to cover the costs to administer the community leases. Nor does this rate reflect asset value or the costs of maintenance and renewal.

24. Other local authorities, such as Hamilton and Wellington, reflect assets value in the rent charged, as described in Table 5. Both local authorities apply a significant rebate to the market rate. Hamilton City Council also considers leaseholders’ total revenue in calculating the level of rebate.

Table 5: Rent calculation and rebate system for Hamilton and Wellington City Council

Local authority

Rent calculation

Rebate system

Hamilton City Council

Applies a rate per square meters.

Buildings with better amenity, location and market value charge a higher rate.

A rental subsidy of 87.5% applies to standard leases.

Community groups with total revenue over $2 million (and surplus over $100,000) receive only 50% subsidy.

Wellington City Council

Applies a rate per square meter.

Triennial rent reviews are undertaken in accordance with inflation and market-based reviews by an independent registered valuer.

A rental subsidy of 86.67% applies to all leases.

Further reduction is possible if the leased area is open to the public.

25. Similarly, the City of Stoninngton in Australia bases it rental charge on market rate and applies a rebate. In this case the rebate is applied if, and only if, leaseholders meet performance criteria such as strategic alignment, public access, use of volunteers and external funding. The rebate is therefore used as a lever to ensure benefits from the community leases are realised.

26. Another example to highlight is Brisbane City, which operates a cost recovery model in additional to a rent pricing model that reflect asset types. Leaseholders are responsible for repairs and maintenance costs of the facility with additional charges applicable under each particular lease arrangement.

27. In Figure 2 above, the cost of administration increases when moving along the spectrum of options, with a flat rate being simpler and less costly to administer. This is because applying rebates or charging market rates require the administrative authority to tailor the rent level to each individual leaseholder rather than apply a blanket approach across all leaseholders.

In comparison, our current rent pricing mechanism lacks consideration of lease costs, public/private benefit and incentives to maximise asset utilisation and community benefit

28. The current nominal flat rate for rent ($1 per annum in most cases) is likely to be insufficient to cover costs. There is also no consideration between those who pay and those who benefit from community lease, which creates a perceived transparency and fairness issue.^{^[10]}

29. Furthermore, there is no real incentive for leaseholders to maximise utilisation of assets as rents are very low, which leads to lower levels of community benefits from the leases.

Further information requested on community lease costs and rent pricing options

30. Staff presented the high-level rent review findings and discussed next steps with the committee at a workshop held in November 2021. The committee requested further information to better understand rent pricing options, in particular:

· what are the costs associated with community leases? How do they vary across the community leases portfolio?

· how to ensure rent is charged in a fair and transparent manner?

· how do the rent and rebate systems work in different examples? Can it be adapted in the Auckland context as a lever to deliver desired outcomes?

· what are the potential impacts of different pricing models on community groups?

· what are the complexity and administration costs associated with different approaches?

31. Staff propose to carry out an in-depth information report. This report would include:

· investigation (within data constraints) of current lease costs across different types of leases, types of organisations and local boards

· an assessment of relevant domestic and international rent pricing structure options against best practice guidelines such as equity, consistency, transparency, financial sustainability, as well as ease of implementation.

32. When assessing the pros and cons of relevant domestic and international rent pricing options, a key consideration is the potential financial impact of various models on leaseholders and the effect on their ability to deliver community benefits.

33. Community groups may also be less likely to develop facilities (under a ground lease) where the forecasted rentals are likely to be significant. Targeted engagement will be conducted with a cross-section of leaseholders to ensure a variety of views are considered.

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. There are no climate impacts above standard staff operational impacts arising from the approval of an information report on relevant domestic and international community lease rent pricing options.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. There is no council group impact from providing in-depth information report. Implementation requirements for options will be provided for the committee’s consideration at the proposed August 2022 workshop. Staff will consider the costs and impacts of various options on council budgets and operations processes.

36. Experts from across the council will be engaged to ensure that a good mix of financial and operational knowledge contributes to the development of the information report.

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

Local impacts and local board views

37. Local boards have the delegated responsibilities to make community lease decisions. The proposed investigation of lease rent pricing options is of high significance and interest for the local boards, as it could potentially impact financial sustainability of leaseholders and the delivery of community benefits in their local areas.

38. In October 2019, the council approved a new regional policy initiation process. As required in this process, staff need to assess the impact on local governance of exploring options for community leasing rent structures. Staff have assessed that some options to be explored (depending on future decision-making) could have a high impact on local governance and will be of high interest.

39. Staff recommend that a joint working group be established to consider the community leasing rent structure options. The joint working group is proposed to comprise up to two councillors, two local board chairs (or their delegates) and one Independent Māori Statutory Board member.

The local boards previously raised issues bout recouping the loss of rent revenue from legacy leases

40. Current around a third (or 464) of current community leases are being charged more than the $1 (statistical) rate. Most of these were legacy leases granted before the Community Occupancy Guidelines 2012.

41. Local boards recently reported the following issue: when legacy leases are renewed and rents are adjusted to $1 in line with the Community Occupancy Guidelines 2012, local boards are required to cover the loss of rent revenue, as outlined in the Local Board Financial Policy 2018.

42. The scale of the issue is not significant at this stage. Only 24 legacy leases will be renewed within the next five years and their rent changed to $1. Out of the 24, only five are currently charging more than $10.

Tauākī whakaaweawe Māori

Māori impact statement

43. Māori health and well-being are an important focus in the Auckland Plan.

44. Access to high quality community facilities helps facilitate physical activity and civic participation for Māori. Rent level is a crucial factor for access. Staff will consider impacts of various options specific to Māori communities as part of the information report.

45. Other concerns raised by the Mana Whenua Forum during the review in 2018 include:

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

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

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

46. These concerns were addressed in the 2018 review recommendations. Changes implemented so far include:

· amendments to the expression of interest (EOI) process to allow better engagement with relevant iwi and Māori organisations

· changes made to the Community Outcomes Plans to enable better and consistent measurement, monitoring and reporting of Māori outcomes over time.

Ngā ritenga ā-pūtea

Financial implications

47. There are no financial implications in carrying out this work. The costs associated with the proposed information report can be met within existing department budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. There is a low reputational risk that community leases groups might misunderstand the purpose of producing an information report on rent pricing structures as an indication that the council is proposing that current lease pricing will change. Staff will provide clear information about the type of information being sought, its purpose, and the proposed next steps.

Ngā koringa ā-muri

Next steps

49. Staff will provide an in-depth information report on relevant domestic and international community lease rent pricing options, to share with the proposed joint working group and for consideration at a direction setting workshop with the Committee in August 2022.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Summary of pricing models from councils in New Zealand and abroad	245

Ngā kaihaina

Signatories

Author

Nancy Chu - Principal Policy Analyst

Authorisers

Carole Canler - Senior Policy Manager

Kataraina Maki - General Manager - Community and Social Policy

Claudia Wyss - Director Customer and Community Services

Chairperson	Cr Alf Filipaina, MNZM
Deputy Chairperson	Cr Dr Cathy Casey
Members	Cr Josephine Bartley	IMSB Member Tony Kake, MNZM
	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	IMSB Member Glenn Wilcox
	Cr Shane Henderson	Cr Paul Young
	Cr Richard Hills

Date	Subject
10/11/2021	Ngā Hapori Momoho – Draft Thriving Communities Strategy
11/11/2021	Tomarata acquisition for integration into Te Arai Regional Park, 816 Ocean View Road, Te Arai
18/11/2021	Sculpture in the Gardens exhibition and COVID-19 restrictions
23/11/2021	Vaccine mandates and Pools and Leisure Centres
07/12/2021	Update on kauri dieback track programme for regional and local parks
14/12/2021	Welcoming Communities Scoping Project
22/12/2021	Snapshot: Homeless Statistics December 2021
22/12/2021	WHO Age Friendly signed Memo
25/01/2022	Regional Sport and Recreation Programme Grant opening date

Date	Workshop/briefing
24/11/2021	Review of Rent Pricing Structure for Leases
01/12/2021	CONFIDENTIAL DRAFT Golf Investment Plan

	Theme	Comment
Strengths	Whole-of-region direction	· The existing policy framework provides consistent direction for the whole Auckland region, ensuring a consistency of approach and delivering equitable investment · The existing framework is seen to have a strong mandate both internally and externally · It is used to support decisions and ensures accountability of decision-makers
	Endurance	· Some areas of the existing framework have endured well over time (e.g., objectives, provision guidelines and investment priorities) · The 10-year planning horizon of the Parks and Open Spaces Strategic Action Plan (POSSAP) and the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) is seen as a strength · Current provision policy is broadly meeting community needs
	Cross-sector collaboration in sport sector	· ASARSAP is seen as a key tool in strengthening cross-sector collaboration in the sport sector
Limitations

Author	Maea Petherick - Kaitohutohu Mana Whakahaere Matua / Senior Governance Advisor
Authoriser	Claudia Wyss - Director Customer and Community Services