Agenda of Parks, Arts, Community and Events Committee

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

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

3 Confirmation of Minutes

That the Parks, Arts, Community and Events Committee:

a) confirm the ordinary minutes of its meeting, held on Thursday, 10 February 2022, as a true and correct record.

4 Petitions

4.1 Lorenzo Fauolo - Petition relating to A Place For The Siren Scene In Auckland

Te take mō te pūrongo

Purpose of the report

1. To present a petition to the Parks, Arts, Community and Events Committee (PACE).

Whakarāpopototanga matua

Executive summary

2. Lorenzo Fauolo has organised a petition to the PACE Committee. The prayer of the petition is as follows:

“This petition is for those with sirens to have a place to battle and play their music without annoying others. Week in and week-out, those in the Siren Scene travel to industrial places and parks away from homes to battle but still it is not suffice and the recent media backlash mirrors the frustration of the public.

Children have parks to play on, there are fields and turfs for sports, there are bars for those who consume alcohol, all we are asking for is a designated place where we are able to play our music and not be in the way.”

The petition can be found online here:https://chng.it/qzsL4C8DC2

3. Standing Order 7.6.1 allows for the presentation of a petition to the Governing Body and its committees.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) mihi / thank Lorenzo Fauolo for attending the meeting

b) tūtohi / receive the petition in relation to A Place for the Siren Scene in Auckland

c) pukapuka / forward the petition to the Director Customer and Community Services for consideration.

5 Public Input

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

5.1 Public Input: General Manager Auckland Foundation - Review funding agreement with Auckland Foundation

Te take mō te pūrongo

Purpose of the report

1. Melody Mobsby, General Manager - Auckland Foundation will address the Parks, Arts, Community and Events Committee.

Whakarāpopototanga matua

Executive summary

2. Melody Mobsby will address the Parks, Arts, Community and Events Committee in support of the review of the funding agreement with the Auckland Foundation.

3. A report titled “Review funding agreement with Auckland Foundation” is an item for consideration later in the agenda.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) tūtohi / receive the public input from the Auckland Foundation General Manager, Melody Mobsby and mihi / thank Melody Mobsby for attending the meeting

6 Local Board Input

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

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

6.1 Local Board Input: Kaipātiki Local Board - Chelsea Estate Heritage Park

Te take mō te pūrongo

Purpose of the report

1. Kaipātiki Local Board Chair, John Gillon and Member Melanie Kenrick will address the committee regarding the designation status for Chelsea Estate Heritage Park.

Whakarāpopototanga matua

Executive summary

2. This input relates to a report titled “Assessment of Chelsea Estate Heritage Park designation” an item for consideration later in the agenda.

3. Kaipātiki Local Board resolutions from Wednesday, 16 March 2022 are provided as Attachment A.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) tūtohi / receive the Kaipātiki Local Board input in relation to the Assessment of Chelsea Estate Heritage Park designation report and mihi / thank Kaipātiki Local Board Chair John Gillon and Member Melanie Kenrick for their attendance.

Attachments

a Kaipātiki Local Board resolutions 16 March 2022........................................ 429

6.2 Local Board Input: Rodney Local Board - Millwater and Silverdale community needs investigation

Te take mō te pūrongo

Purpose of the report

1. Rodney Local Board Chair, Phelan Pirrie and Member Louise Johnston will address the Parks, Arts, Community and Events committee regarding Millwater and Silverdale community needs.

Whakarāpopototanga matua

Executive summary

2. This input relates to a report titled “Millwater and Silverdale community needs investigation”, an item for consideration later in the agenda.

3. Rodney Local Board resolutions from Wednesday, 16 March 2022 are provided as Attachment A.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) tūtohi / receive the Rodney Local Board input regarding Millwater and Silverdale community needs and thank Rodney Local Board Chair Phelan Pirrie and Member Louise Johnston for attending the meeting.

Attachments

a Rodney Local Board resolutions 16 March 2022........................................ 433

6.3 Local Board Input: Hibiscus and Bays Local Board - Millwater and Silverdale community needs investigation

Te take mō te pūrongo

Purpose of the report

1. Hibiscus and Bays Local Board Chair, Gary Brown and Deputy Chair Victoria Short will address the Parks, Arts, Community and Events committee regarding Millwater and Silverdale community needs.

Whakarāpopototanga matua

Executive summary

2. This input relates to a report titled “Millwater and Silverdale community needs investigation”, an item for consideration later in the agenda.

3. Hibiscus and Bays Local Board resolutions from Thursday, 17 March 2022 are provided as Attachment A.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) tūtohi / receive the Hibiscus and Bays Local Board input regarding Millwater and Silverdale community needs and thank Chair Gary Brown and Deputy Chair Victoria Short for attending the meeting.

Attachments

a Hibiscus and Bay Local Board resolutions 17 March 2022................ 435

6.4 Local Board Input: Māngere-Ōtāhuhu Local Board - Reserve revocation of 5R Ferguson Street, Māngere East, 31R Killington Crescent, Māngere and 1-5 Lippiatt Road, Ōtāhuhu

Te take mō te pūrongo

Purpose of the report

1. Māngere-Ōtāhuhu Local Board Chair, Lemauga Lydia Sosene will address the Parks, Arts, Community and Events committee regarding Reserve revocation recommendations of 5R Ferguson Street, Māngere East, 31R Killington Crescent, Māngere and 1-5 Lippiatt Road, Ōtāhuhu.

Whakarāpopototanga matua

Executive summary

2. This input relates to a report titled “Reserve revocation recommendations in Central Auckland and Māngere” an item for consideration later on the agenda.

3. Māngere-Ōtāhuhu Local Board’s report from Wednesday, 16 March 2022 is provided as attachment A and the resolutions as attachment B.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) tūtohi / receive the Māngere-Ōtāhuhu Local Board input regarding Reserve revocation of 5R Ferguson Street, Māngere East, 31R Killington Crescent, Māngere and 1-5 Lippiatt Road, Ōtāhuhu” and thank Chair Lemauga Lydia Sosene for attending the meeting.

Attachments

a Māngere-Ōtāhuhu Local Board report - Reserve revocation of 5R Ferguson Street, Māngere East, 31R Killington Cresent, Māngere and 1-5 Lippiatt Road, Ōtāhuhu.............................................. 437

b Māngere-Ōtāhuhu Local Board resolutions 16 March 2022................ 463

6.5 Local Board Input: Whau Local Board - Waka Kotahi "Guidelines for restricting traffic for Play Streets events"

Te take mō te pūrongo

Purpose of the report

1. Whau Local Board Member, Jessica Rose will address the committee regarding her Notice of Motion to the Whau Local Board to recommend that Auckland Council adopt the Waka Kotahi "Guidelines for restricting traffic for Play Streets events".

Whakarāpopototanga matua

Executive summary

2. A report titled “Development of play streets guidance of Tāmaki Makaurau”, is an item for consideration later in the agenda.

3. Whau Local Board Member, Jessica Rose presented a Notice of Motion at the Wednesday, 23 February 2022 meeting of the Whau Local Board, a copy of the Notice of Motion to recommend that Auckland Council adopt the Waka Kotahi "Guidelines for restricting traffic for Play Streets events", is provided as attachment A and the resolutions are provided as attachment B.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) tūtohi / receive the Whau Local Board input regarding the local boards Notice of Motion to recommend that Auckland Council adopt the Waka Kotahi "Guidelines for restricting traffic for Play Streets events" and mihi / thank Member Jessica Rose for attending the meeting.

Attachments

a Whau Local Board Notice of Motion J Rose to recommend that Auckland Council adopt the Waka Kotahi "Guidelines for restricting traffic for Play Streets events"................................... 465

b Whau Local Board resolutions 23 February 2022.................................... 475

7 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	Forward Work Programme	15
b	EMAIL: Regional Parks Management Plan – ownership of our regional parks (Under Separate Cover)
c	MEMO: Sport and Recreation Facilities Investment Fund – update (Under Separate Cover)
d	MEMO: Tāmaki Makaurau tauawhi kaumātua - Age-friendly Auckland Action Plan (Under Separate Cover)
e	MEMO: Consultation on the draft Auckland Golf Investment Plan (Under Separate Cover)
f	WORKSHOP: Regional Capex work Programmes – Community Facilities (Under Separate Cover)

Parks, Arts, Community and Events Committee

07 April 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: agree preferred approach and key moves Progress to date: Draft plan for public and local board feedback during March-May 2022.
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: To adopt the Tāmaki Tauawhi Kaumātua- Age-friendly Tāmaki Makaurau / Auckland Action Plan. Application to seek membership of the WHO Network of Age-Friendly Cities and Communities has been lodged. 11 November 2021 link to decision
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: 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	Community Facilities Network Plan Action Plan is reviewed and updated every 3 years	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 Community 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. Progress to date approval to a report back on options for the scope of a potential refresh of the wider open space policy framework, including engagement with key stakeholders. 10 February 2022 – link to decision		ü
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 Progress to date implementation update from Parks, Sport and Recreation about the departments implementation of the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) and Parks and Open Spaces Strategic Action Plan (POSSAP 10 February 2022 – link to decision		ü
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: Seek approval to submit a request to the Minister of Conservation to uplift the reserve status of the property 10 February 2022 – link to decision		ü
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 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
Arts, Culture and Heritage Work Programme FY23 Regional Service Planning, Investment & Partnerships and Connected Communities	Arts, Culture and Heritage Work Programme FY23	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 Progress to date Update on the outcomes achieved under the UNESCO Auckland City of Music designation between 2017-2021 10 February 2022 – link to decision		ü
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)			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 progress 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 10 February 2022 – link to memo.
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	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 Approve grant allocations for the 2021/2022 Regional Event Grants Programme Round 2 10 February 2022 – link to decision		ü
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. 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 2022/2023 fund 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: 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 Progress to date: seek approval to provide an in-depth information report on domestic and international community lease rent pricing options. 10 February 2022 – link to decision		ü
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~~ August 2022 Progress to date: tango/adopt the Ngā Hapori Momoho/Thriving Communities Strategy 2022-2032 10 February 2022 – link to decision		ü		August
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.				June
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: To seek approval to proceed with the development of an indicative business case for the central library / Tāmaki Pātaka Kōreo. 10 December 2020 – link to decision
Investment and Annual Plan
Community Facilities Network Plan priorities for Regional Service Planning, Investment and Partnerships	Indicative business case for Albany Library timing to be confirmed	Decision: on indicative business cases relating to CFNP priorities.
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

07 April 2022

Regional Arts and Culture grant allocation: round two 2021/2022

File No.: CP2021/11369

Te take mō te pūrongo

Purpose of the report

1. To approve grants to regional arts organisations and artists through round two of the 2021/2022 Regional Arts and Culture grants programme.

Whakarāpopototanga matua

Executive summary

2. The Regional Arts and Culture grants programme is designed to enable organisations, communities, and artists to deliver arts and culture projects and activities across the Auckland region. Grants delivered through this programme support the implementation of Toi Whītiki, Auckland’s Arts and Culture Strategic Action Plan and align with the Community Grants Policy.

3. The contestable programme has a budget of $1,211,978 for 2021/2022. The scheme allocates grants through two funding rounds each year.

4. In the 2019/2020 and 2020/2021 financial years, 11 multiyear strategic relationship grants were approved. The commitment for these grants in 2021/2022 is $415,000.

5. There is a balance of $796,978 for new grants in 2021/2022. Grants totalling $481,394 were approved September 2021 for round one of the programme, leaving $315,584 for distribution in round two.

6. Thirty-four applications were received requesting $642,143.

7. Informed by an external assessment panel, staff recommend approving a total of $315,584 (Attachment A):

- $125,763 to ten audience development and programming grants

- $154,821 to nine business and capacity project grants

- $35,000 to one returning strategic relationship grant.

8. The COVID-19 outbreak has continued to have a significant impact on the arts sector. Recommendations from Creative New Zealand to local government indicated that in a time of crisis and ongoing recovery, local government’s role around promoting the social and cultural wellbeing of its communities, as required by the Local Government Act 2002, becomes even more critical.

9. The Red setting of the COVID-19 Protection Framework has seen widespread cancellation and postponement of arts and culture events and activities. This has been reflected in applications in this funding round. Significantly more business capacity and development applications were received compared to previous funding rounds, as arts organisations look at improving their ability to deliver in often rapidly changing circumstances.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) approve the following allocations of funding to arts organisations for the Regional Arts and Culture grants programme 2021/2022 round two:

Organisation	Activity	Funding Allocation
Audience development and programming
Tala Pasifika Productions Ltd	Takurua-Nafanua War Goddess multi-discipline performance series	$25,000
Indian Ink Theatre Company	"Dirty Work" Development Season at TAPAC	$10,000
Objectspace	Pacific Architectures: The Mike Austin Archive	$10,000
Metro Media Group Ltd	M – a new free arts and culture magazine by Metro	$16,333
Indian Ink Theatre Company	Krishnan’s Dairy 25th anniversary production	$10,000
Storylines Children's Literature Charitable Trust of New Zealand Te Whare Waituhi Tamariki o Aotearoa	Storylines Auckland Region Story Tour	$5,680
Massive Theatre Company	Emerging Artist Production 2022	$15,000
Atamira Dance Collective Charitable Trust	Kaha 2022	$20,000
The Oryza Foundation (Oryza)	PORTRAITS: Extended Edition \| TALKS	$6,000
Samuel Snedden Productions	The Wasp Auckland 2022	$7,750
Total		$125,763
Business capacity and development
Te Tuhi Contemporary Art Trust	Māori Artists and Curators Programme	$16,420
Northern Dance Network Incorporated	Dance sector feasibility study	$25,000
Show Me Shorts Film Festival Trust	Website development update for online delivery	$16,840
MF Catt	Professional development and support for arts educators	$4,200
Auckland Festival of Photography Trust	Strategic planning	$25,000
Nightsong	Digital strategy and website	$25,000
Depot Artspace	Strategic review	$9,861
The Dust Palace Charitable Trust	Operational planning and review	$10,500
Brilliant Adventures Ltd	Website development	$22,000
Total		$154,821
Strategic relationship grants
Manukau Orchestral Society	Strategic relationship - Provide high quality, engaging orchestral concerts and development for artists from throughout the region	$35,000
Total		$35,000
TOTAL RECOMMENDED		$315,584

Horopaki

Context

10. The Regional Arts and Culture grants programme has been developed in accordance with Auckland Council’s Community Grants Policy as adopted at the Regional Strategy and Policy Committee meeting on 4 December 2014 (REG/2014/134).

11. The Regional Arts and Culture grants programme budget is allocated under the following three categories:

· Audience development and programming project grants: These grants support the delivery of a wide range of high-quality arts and cultural experiences that would not otherwise be economically viable. These projects should be capable of attracting audiences from across the Auckland region.

· Business and capacity development project grants: These grants are intended to increase the professionalism and build the sustainability of regional arts and culture organisations through the development of strategic, business and marketing plans; feasibility studies; organisational development and digital/web development activities.

· Strategic relationship grants: These grants are single or multi-year funding relationships with a number of strategic organisations operating at the regional level. These organisations are, or are capable of becoming, the ‘cornerstones’ of a thriving arts and culture sector in Auckland.

Tātaritanga me ngā tohutohu

Analysis and advice

12. Staff provided guidance to applicants and potential applicants. Staff and an external arts sector assessment panel assessed the applications and made recommendations based on the arts and culture assessment matrix criteria (Attachment B).

13. Staff recommend allocating $125,763 to ten audience development and programming grants; $154,821 to nine business and capacity project grants, and $35,000 to one returning strategic relationship grant. Thirteen applications were not recommended for funding (refer Attachment A), and one did not meet the funding criteria.

Grant Type	Number of applications received	Amount requested	Funding recommended	Funding available
Audience development and programming project grants	16	$251,186	$125,763	$125,763
Business and capacity development project grants	17	$340,957	$154,821	$156,154
Strategic relationship grants	1	$50,000	$35,000	$35,000
Total	34	$642,143	$315,584	$315,584

Strategic relationship grants

14. The Community Grants policy provides direction to prioritise multi-year funding relationships with strategic organisations operating at the regional level. The term lengths are staggered to ensure an even and cyclical renewal opportunity for partners and to enable long term predictability of funding and planning. Strategic relationship grants currently range from $20,000 - $65,000 per annum (Attachment C).

15. Staff have recommended funding one returning strategic relationship grant at this meeting.

Consideration of COVID-19

16. The impact of the red setting of the COVID-19 Protection Framework has seen cancellation and postponement of arts and culture events and activities.

17. Strategic relationship and business development projects will not be impacted by COVID-19.

18. Audience development projects still have the potential to be impacted by alert levels. For the last three funding rounds all applicants have been asked to submit a COVID-19 risk management plan with their grant application and agree to follow all public health guidance while delivering their activity or project.

19. To date all recommended audience development projects from grant rounds in 2020 and 2021 have either turned to online presentation, postponed to a confirmed future date, or altered planned programming to deliver under the relevant COVID-19 Protection Framework levels. The recent amendment to red setting will allow more grants to deliver projects that weren’t viable with an audience of 100.

20. Funding the recommended projects will allow council to:

· strengthen its relationship with regional arts organisations, including strategic partnerships

· invest in building capacity and capability so that the organisations are better able to deliver their services effectively

· provide arts opportunities to support wellbeing and connectedness; and

· assist in recovery in the arts sector which has been severely impacted by COVID-19.

21. The reasons for not recommending applications for funding fall into the following areas:

· projects that do not align sufficiently with the priorities and aims of the Regional Arts and Culture grants programme policy

· applications and projects that require further development

· applications more closely aligned with priorities for other council grant funds are referred to these programmes e.g., local board grants

· requests for grants exceed the available funds.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. Many of the recommended projects are developing or delivering online content. This will have a positive impact on climate change due to the reduced need for people to travel to reach these services. The arts sector has responded quickly, creatively, and effectively to deliver online content in the wake of COVID-19.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Several applications are for projects that connect with other areas of council delivery. These include projects taking place in a council venue, or receiving council funding for other aspects of their work. In these cases, staff consult relevant bodies that may have an interest in the projects and take this information into account when presenting recommendations for funding.

24. No applications recommended for funding at this meeting have received funding for the same project from other council or CCO funding streams.

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

Local impacts and local board views

25. Local boards can refer organisations that have applied for local board funding but are ineligible and require regional funding. No applications at this meeting were referred from local boards.

26. There are exceptional circumstances where local organisations can apply for a regional fund. These circumstances occur when the activity or project is so specialised or unique to the region that it is considered to be regional, and therefore should be eligible for the Regional Arts and Culture grants programme.

27. Applications to the Regional Arts and Culture grants programme that are more suited to local board grants are referred to the appropriate funding programme. One ineligible application has been referred to the relevant local board prior to this meeting.

Tauākī whakaaweawe Māori

Māori impact statement

28. This funding supports both Māori and non-Māori organisations and artists helping to deliver arts and culture outcomes for Māori.

29. All applications were assessed for their delivery of Māori outcomes.

30. In this round, one application recommended for funding is from a Māori organisation, and three projects will deliver strong Māori outcomes through work led by Māori practitioners for Māori audiences and participants. These align with outcomes in the Auckland Plan (Direction 4: Showcase Auckland’s Māori identity and vibrant Māori culture), Kia Ora Tāmaki Makaurau (Kia ora te ahurea – Māori identity and culture) and Toi Whītiki Arts and Culture Strategic Action Plan (Auckland celebrates a unique cultural identity - celebrate Māori).

31. The delivery of Māori outcomes is included in the funding agreements for all approved strategic relationship grants.

Ngā ritenga ā-pūtea

Financial implications

32. Staff recommend allocating $314,251 in this funding round.

33. $415,000 was pre-committed through multiyear strategic relationship grants.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. The risk of projects not going ahead due to COVID-19 has impacted the number of audience development applications received. The risk for those recommended for funding is mitigated as applicants have included a plan for delivery under COVID-19 Protection Framework levels. Confirmation of projects going ahead will be required before funding is released.

35. Ongoing relationship management with applicants will continue to manage expectations and provide advice on future applications.

Ngā koringa ā-muri

Next steps

36. Once funding allocation decisions have been confirmed, funding agreements will be prepared in line with current Auckland Council standard practice.

37. Where grants are awarded that do not meet the full amount requested, appropriate outcomes for the level of funding will be negotiated with the recipients and this will be reflected in the funding agreement.

38. All applicants will be offered the opportunity to discuss their application and be coached on areas for future development.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Recommendation Summary	39
b ⇩	Arts and Culture Assessment Matrix	41
c ⇩	Regional Arts and Culture strategic relationship grants 2020_2021_2022	43

Ngā kaihaina

Signatories

Author

Catherine George - Regional Funding Advisor

Authorisers

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

Claudia Wyss - Director Customer and Community Services

Parks, Arts, Community and Events Committee

07 April 2022

Review funding agreement with Auckland Foundation

File No.: CP2022/02159

Te take mō te pūrongo

Purpose of the report

1. To approve an interim funding agreement for Auckland Foundation to allow time for development of delivery targets to support consideration of a further agreement.

Whakarāpopototanga matua

Executive summary

2. Auckland Council has provided funding support to enable the establishment of the Auckland Foundation (the Foundation) in one form or another since 2008. This was initially in the form of a loan, since repaid, and from 2016 has been by way of annual funding, to contribute to operational expenses of the Foundation.

3. With the current funding term ending in June 2022, there is an opportunity to consider redefining any future council investment to align to more specific community outcomes and achieve priorities identified in the Long-term Plan 2021-31. This transition would support the Auckland Foundation to position itself to capitalise on emerging opportunities in the philanthropic sector and in turn align more directly to council priorities.

4. The Long-term Plan includes provision to support operational funding for the Auckland Foundation of $250,000 each year until 2031, aligned to performance outcomes, including $15 million in funds under management and $50 million in bequests by June 2022. While the Foundation has made good progress towards achieving the targets they have not been met, with the Covid-19 pandemic adding significant challenge to fundraising activity.

5. There is an opportunity to shift the way council funding of the Auckland Foundation is aligned to priority community outcomes, which will require a transition in the purpose of council’s funding to the Foundation. This would see council funding being used to directly attract donations to a fund and a resetting of the targets and outcomes of the funding agreement.

6. With this opportunity to align with community outcomes it is recommended the Committee approve a 12-month funding agreement with Auckland Foundation to allow time to develop an aligned fundraising strategy as well as a strategic community fund. Alternative options to this recommended approach include discontinuing funding or extending the current funding agreement and targets beyond 30 June 2022.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) approve a 12-month agreement to continue funding Auckland Foundation from July 2022-June 2023 with more targeted expectations aligned to Parks and Community 10-year budget priorities.

b) approve funding of up to $250,000, based on expenses submitted by Auckland Foundation, for operational costs associated with the establishment of a new community fund, including contributions towards the salary of an executive fundraiser, administrative and general manager support and marketing budget.

c) agree to receive a review and recommendations in February 2023, with a view to approving the extension of the agreement for a further 3 years.

d) support the definition of more targeted expectations, aligned to the council’s 10 Year Budget priorities, within the new agreement, including the establishment of a new community fund.

Horopaki

Context

New Zealand Philanthropic Sector

7. The New Zealand giving sector has grown significantly in the last decade and is expected to continue to do so, as the country is experiencing the biggest period of inter-generational wealth transfer in history. This will be important in an era of growing needs and increasing demand on government services and resources, charities and not-for-profit organisations and volunteers.

8. There are significant trends emerging in the philanthropic sector which provide an opportunity for a more focused partnership with Auckland Foundation to realise benefits for targeted community needs. A summary of the donor and recipient trends in New Zealand are included as Attachment A.

Community Foundations

9. Auckland Foundation is one of 17 Community Foundation members across New Zealand, offering place-based philanthropy. It was launched in New Zealand in 2003 and is connected to a global network of foundations established early last century.

10. Each foundation follows a similar donation model but offers varying services to different sectors. Collectively, the foundations have distributed $50 million in the last five years. Auckland Foundation distributed $1.6 million in FY 2020-2021.

11. Community Foundations are becoming increasingly popular as charitable trusts with low administration fees.

Impact of the pandemic

12. COVID-19 has been highly disruptive to the philanthropic sector, exacerbating existing inequalities, while also accelerating trends. Charities have had to innovate and change how they operate to meet the challenges and growing needs. Funds have had to be diverted from existing programmes to meet the emerging needs for a response to the pandemic across all sub-sectors (health, social services, housing and accommodation, economic development, livelihoods, arts and culture).

13. Total giving (donations and bequests) was growing at an annual rate of 4.5% until 2019, it stayed at the same rate in 2020 (no growth) and is expected to have dropped in 2021^{^[1]}. This is a concern as the charity sector relies on philanthropy for almost 20% of its total income, with some causes having a much higher reliance.

Auckland Council’s partnership with the Auckland Foundation

14. Auckland Foundation has evolved from the Manukau Foundation (established in 2003), which was absorbed into the Auckland Communities Foundation (established in 2010). In 2015 this was renamed Auckland Foundation in a brand refresh.

15. Auckland Foundation aims to attract charitable donations and distribute these by way of community grants throughout the Auckland region. The following section summarises the partnership activity and associated funding since 2015.

First funding agreement (2015-2018)

16. In December 2015, Auckland Council entered into a funding agreement with Auckland Foundation (the Foundation) and provided funds of $1,025,000, which included $750,000 for core operational expenses over three financial years ($250,000 per annum) and a further $375,000 for the Foundation to increase public awareness and attract donations.

17. The council’s financial support enabled the Foundation to focus on building its funds under management (total finances managed by the organisation) and to promote the Foundation in attracting bequests.

18. The performance targets of the agreement were to increase:

· the funds under Auckland Foundation management to $20 million by end of FY 2020;

· pledged bequests from $10 million to $50 million by end of 2019/2020, i.e. a target of $10 million per year for 4 years starting in 2015/2016.

19. An operational performance review was completed in June 2017 and further recommendations and desired outcomes were communicated by council staff to the CEO and Chair of the Foundation. These outcomes included:

Target outcome	Action/Intervention
Improved governance, including changes to the board, with the introduction of more business-savvy members	This was adopted, with changes made to the Chair and board members as recently as 2021.
A tighter strategic focus, including building the funds under management	The Foundation prepared a strategic review paper, which was shared to council staff in 2019. The funds under management increased during this agreement period (detailed below).
A refresh and re-brand of the organisation and its image	The organisation was rebranded as the Auckland Foundation (formerly Auckland Communities Foundation) in 2015.
A positive trajectory of funds under management (recognising that there is a lead-in time for bequests)	At the completion of this agreement, the Foundation reported an increase in funds under management from $1,304,593 in July 2015 to $5,983,481 in September 2018. Bequests increased from $9,194,000 in July 2015 to $27,844,000 in September 2018.
The pro-active development of a network of professional contacts to support the Foundation’s strategic objectives	It is understood that this has gradually been developed and is reflected in some of the new board members and technical experts that support strategic flagship funds of the Foundation.

Strategic Review (2018)

20. In May 2019, after the completion of the first funding agreement, the Foundation provided a Strategic Directions 2019-2024 paper that acknowledged weaknesses in the Foundation’s growth strategy and outlined the plan and direction they intended to take to overcome these.

Second Funding Agreement (2019-2022)

21. Following the June 2017 performance review, Auckland Council’s Long-term Plan 2018-2028 included an extension of the funding grant for a further three financial years (July 2019-June 2022), for a total of $750,000 ($250,000 per annum).

22. Through this agreement, the council undertook to continue supporting the core operational expenses of the Foundation to further encourage donor investment in endowment funds and bequests. It was intended that council’s funding would support the operational costs until the Foundation reached a break even in expenses, which is currently forecast for 2023/2024. This agreement also stipulated two objectives to be achieved by June 2022 by which the agreement would be measured:

· Increase the funds under management to $15m;

· Increase the total bequests to $50m (including $10m of existing bequests).

23. These targets have become difficult to realise with the onset of the COVID-19 pandemic six months after the agreement period began.

24. As of March 2022, the Foundation confirmed that they have raised $8,545,904 in funds under management (with a further $1 million pending before the end of the financial year) and $43 million in bequests.

25. The Foundation has established several social and environmental initiatives in addition to the broader grant-giving activities of the donor endowment funds and bequests. These include:

· Hauraki Gulf Regeneration Fund and Women’s Fund, flagship funds promoted across the region, incorporating key partnerships with other foundations and organisation and an expert advisory panel for the grant selection process

· annual grant making services through the Grassroots Giving Programme (distributed on behalf of the Tindall Foundation)

· COVID-19 Community Response fund, which was launched in 2020.

26. The current agreement will end in June 2022. Options for future partnerships agreements are outlined from paragraph 39.

Mayoral Funds

27. In partnership with Auckland Council, two Mayoral Funds were set up in 2013. The Mayoral Fund for the Pacific was established to collect donations and grant funds to charities responding to disaster planning, mitigation and response in the Pacific. The Auckland Mayoral Relief Fund aimed to support charities responding to civil defence emergencies in the Auckland region. These are known as pass-through funds, in which the Foundation does not take administration fees, but receives donations and passes them directly to specific relief activities.

28. A summary of the funds is provided in the table below.

Fund	Total donations received	Current fund balance	Comments
Mayoral Fund for the Pacific	$49,731	$12,000	Donations from this fund were used to support the relief efforts in Tonga, February 2022. Previously, $15,000 was granted for relief in Tonga after the major cyclone in 2018. Four small grants ($5,000 and less) were distributed for cyclone relief from 2014-2016.
Auckland Mayoral Relief Fund	$15,000	$5,000	This fund has been inactive for the last five years. Previously, $10,000 was granted for the Motairehe Marae Water Project on Great Barrier.

Tātaritanga me ngā tohutohu

Analysis and advice

Auckland Foundation performance in current funding term

29. The table below provides an overview of the latest financial and operational results and achievements as at 14 March 2022. It should be noted that the Foundation’s financial year runs from 1 April to 31 March. The funding agreements have followed Council’s financial year from 1 July to 30 June.

Measurements	Auckland Foundation results as at 14^th March 2022	Comments
Total revenue to date (since inception in 2010)	$21,381,886
Total distributions made to date (since 2010)	$10,239,980
Revenue for FY 2021-2022	$2,705,948	$2,312,829 has come from endowments
Distributions made in 2021-2022	$1,164,503	Excludes any end of year grants to be distributed between 14 and 31 March.
Total number of funds currently managed	56
Total funds under management ($)	$8,545,904	Funds have been affected by the market volatility in 2021 and 2022. There is a further $1 million donation that is pending and will be processed before the end of the financial year.
Total bequests ($) pledged	$43 million	An increase of $5 million since the last quarterly report in December 2021.
Total costs per annum (2021-2022)	$1,580,313	Includes $330,000 for operational expenses (including salaries), $1,164,503 grant distributions and costs related to funds under management.
Total costs (2021-2022) as a % of total revenue in 2021-2022	58%	$1,580,313 total costs of $2,705,948 total revenue
Total # of staff	2.8 FTE	Includes 1.0 General Manager, 0.6 Administrator, 0.6 Hauraki Gulf Partnerships Specialist, 0.4 Digital Communications Specialist and 0.2 Executive.
Average salaries per annum	About $224,000 in FY 2021-2022
Average salaries per annum as a % of total costs	14%	$224,000 salaries of $1,580,313 total costs

30. A summary of the Foundation’s financial status is included as a graph (see Attachment B).

31. The results show that the Foundation has established a stable operating model, which is growing, but an updated analysis is required of the financial forecasting to understand when the foundation will break-even in managing their operational expenses.

32. There are 2.2 full-time equivalent employees managing and administrating the Foundation’s 56 funds (general manager, partnerships specialist and administrator).

33. By comparison, The Christchurch Foundation reported having three full time employees (2020) and Momentum (Waikato Foundation) reported having 3.3 full time employees (2019). Auckland Foundation is currently recruiting for a suitable fund manager to create additional capacity.

34. The table below summarises the Foundation’s financial achievements against the funding agreement targets.

Financial targets and achievements of the Auckland Foundation
*Agreement period*	*Target*	*Opening balance at the start of the agreement*	*Closing balance at the end of the agreement*
First agreement FY 2015-2018	$20 million funds under management	$1,304,593	$5,983,481
First agreement FY 2015-2018	$50 million bequests (including $10 million already acquired)	$9,194,000	$27,844,000
Second agreement FY 2019-2022	$15 million funds under management	$6,431,428	$8,545,904*
Second agreement FY 2019-2022	$50 million bequests	$29 million	$43 million*

*As of March 2022

35. Pledged bequests will provide 1% in administrative fees when they are released to the Foundation. The current available financial information suggests that the growth of pledged bequests in recent years means the Foundation can expect to receive enough income from administrative fees in the coming 2-5 years to cover their operational expenditure.

Options and recommendations

36. The funding partnership between Auckland Council and the Foundation has achieved financial growth, improved brand recognition and increased positioning in the regional philanthropic sector.

37. Continued support of the Auckland Foundation provides advantages to Council in providing a trusted and independent fund manager able to access the philanthropic generosity of Aucklanders.

38. A new funding agreement provides the opportunity to review the purpose of this partnership and consider specific objectives that align with the outcomes of Auckland Council’s Long-term Plan 2021-2031. This would include leveraging the Foundation’s position to attract donations (funds and bequests) towards initiatives and/or workstreams that are key priorities for the council.

39. The table below summarises three options considered for the partnership.

Options for extending the funding partnership with Auckland Foundation beyond 2022
Option 1: Conclude Auckland Foundation funding at the end of the current funding term (30 June 2022).
Council’s funding commitment	$0
Service support to Council	N/A
Core Auckland Foundation activities	· Growing endowments for community outcomes through Donor Advised Funds and Bequests (fees earned based on funds under management). · Fee based activities such as managing granting rounds
Strategic funds	· Hauraki Gulf Regeneration Fund · Women’s Fund
Funding agreement KPIs	N/A
Option 2: Continue funding Auckland Foundation with similar objectives and conditions in the current agreement, extending the agreement for a further 3 years.
Council’s funding commitment	$250,000 per annum
Service support to Council	· Pass through funding (e.g. relief funds – Covid Emergency Relief Fund, Pacific Disaster Fund etc). · Fundraising for strategic funds developed by the Foundation to align with Council goals.
Core Auckland Foundation activities	Same as option 1 above plus: · Targeted strategy to capture inter-generational wealth transfer within High Net Wealth Individuals and Family Offices · Growing the funds under management fee revenue by resettling existing charities seeking efficiencies and succession planning. · Partnerships with commercial donors (new)
Strategic funds	· Hauraki Gulf Regeneration Fund · Women’s Fund
Funding agreement KPIs	Agreement is extended for 3 years to achieve: · $25 million in funds under management aligned to a new fundraising plan · $75 million in bequests · $2.25 million per annum distributed as funding grant in 2025 year Additional KPI’s would include that the Foundation: · Provide the forecast and financial plan in July 2022 to break even in operational expenses by June 2025. · Provide a revised fundraising, marketing and communications plan for the next 3 years. · New targets for Funds under management specific sectors, based on the fundraising plan · New bequests target based on implementation of strategic plans · Quarterly updates and annual reports capture and report on the agreed SMART indicators. This can be established and supported by RIMU, council’s research and evaluation unit.
Option 3: Interim funding Auckland Foundation with a review to develop options for a further term to target expectations being aligned to Parks and Community 10-year budget priorities.
Council’s funding commitment	$250,000 for initial 12-month term, Support for a review to inform recommendations in February 2023, to consider options for an extension of the agreement for a further 3 years.
Service support to Council	· Pass through funding (e.g. relief funds) · Fundraising for strategic funds with the expectation of establishing a new community fund in partnership with Auckland Council · Create match funding opportunities with other funders and partners (including council grants where possible)
Core Auckland Foundation activities	Same as options 1 and 2 above, and: · Targeted and agreed fundraising activities aligning to Auckland Council Long Term Plan outcomes.
Strategic funds	· Hauraki Gulf · Women’s Fund · Community Fund (new)
Funding agreement KPIs	Agreement is extended for 12 months (July 2022-June 2023) with review and recommendation to extend for a further 3 years. KPI’s to be met in by the Foundation the 12-month period: · Prepare and share with council the forecast and financial plan to break even in operational expenses in July 2022. · Complete and confirm a jointly developed community fund the strategic approach by December 2022 (objectives, structure, fundraising plan and targets, marketing and communications plan). · Progress the appointment of a dedicated full-time fundraiser/partnership manager to support the community fund by September 2022 · The community fund is available from March 2023. · Quarterly updates and annual reports capture and report on the agreed SMART indicators. This can be established and supported by RIMU, Council’s research and evaluation unit.

Analysis of the options

Option 1 – Conclude Auckland Foundation funding at the end of the current funding term (30 June 2022).

40. The current agreement and financial commitments will conclude on 30 June 2022. No further funding would be provided.

41. The Foundation is getting closer to financial sustainability, therefore, discontinuing council funding would likely have a significant negative impact on the financial viability. Council funding to date has been on the basis of establishing the Foundation as a way of growing philanthropic investment in Auckland. Auckland Foundation is a potential independent mechanism to fundraise for the social and environmental initiatives that council supports.

42. Option 1 is therefore not recommended.

Option 2 – Continue funding Auckland Foundation with similar objectives and conditions in the current agreement, extending the agreement for a further 3 years.

43. The funding is provided in the Long-term Plan.

44. To achieve KPI targets, new conditions would include the Foundation preparing a strategy to capture some of the inter-generational wealth transfer within High Net Wealth Individuals and Family Offices and pursue partnerships with commercial donors.

45. This option sets out specific, ambitious financial targets but does not develop a strategic plan as to how the Foundation’s grant activities are selected based on prioritized regional outcomes.

46. Option 2 is not recommended, because it would not capitalise on the potential of this partnership and continues to promote targets and performance indicators that are not realistic or aligned to council’s priorities.

Option 3 – Interim funding Auckland Foundation with a review to develop options for a further term to target expectations being aligned to Parks and Community 10-year budget priorities.

47. This option would restructure the partnership from a financial agreement towards an investment aimed to achieve measurable objectives.

48. Under this option council staff and the Auckland Foundation would jointly participate in the review with the objective to prepare a joint strategy to enable the partnership to transition to a further term.

49. The funding allocation of $250,000 for 2022-2023 would still be used to support operational expenses. However, those expenses would include hiring a full-time executive fundraiser, dedicated to assist in the development of a new community fund. Marketing, administration, and general manager support would also receive some of this allocation.

50. The new community fund would be structured around the council’s regional priorities and Long-term Plan outcomes, while also considering input and priorities from the local boards, local iwi and alignment with the Māori Outcomes Fund and the council’s climate policy.

51. The Foundation is yet to develop key policies, such as Māori outcomes, climate change and a ‘do no harm approach’ for the organisation. The Foundation’s Grassroots Giving funds include a focus on whānau/family and kaupapa, but there is no associated policy or relationship with local iwi. Working with council on a strategy would support the Foundation to start developing their operating policies and broadening their partnerships.

52. It is expected that the first six months of the agreement (July-December 2022) would focus on developing this joint strategy and the hiring of the fund manager. The new community fund would be available from March 2023.

53. The structure of this fund will need careful consideration to clarify its purpose, fundraising and granting processes/activities and measures for the Foundation’s performance and impact.

54. Auckland Foundation has provided feedback on the three options and confirmed their preference for option three.

55. This option is recommended, because it presents the opportunity to utilise the fundraising services of Auckland Foundation to attract donations that support key council development priorities. It enables council’s partner to capitalise on the emerging sector trends, while supporting the Foundation in becoming a more impactful donor and trusted vehicle for philanthropic activity.

56. The proposed 12-month agreement period provides time for the review and consideration of options for the community fund in February 2023 ahead of a proposed further term for the agreement. As part of this process, the two Mayoral funds will be reviewed to consider how they might best be restructured into the updated partnership agreement with the Foundation to promote and attract further donations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

57. At this stage of the partnership, there is no direct climate impact from these recommendations. However, if the funding agreement is extended in line with option 3, there is an opportunity for the council and the Foundation to incorporate key climate impact policies into the strategic outcomes of the proposed new community fund, including community resilience. Options 1 and 2 do not offer the opportunity to directly incorporate this. The climate change benefits of existing funds, like the Hauraki Gulf Fund, would not be altered by any option.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

58. With option 3, the new direction of the partnership would present an opportunity for the council controlled organisations (CCOs) to work with council and Auckland Foundation in identifying projects and initiatives that could be supported from the fundraised donations. Options 1 and 2 would not affect the broader council group.

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

Local impacts and local board views

59. Auckland Foundation has provided feedback on the options and confirmed their preference for option 3.

60. With option 3 there is an opportunity for local boards to provide input and recommendations on investment priorities for the community fund. In time, this fund will present significant opportunities to align with other investment sources including those prioritised by local boards.

Tauākī whakaaweawe Māori

Māori impact statement

61. For option 2, emphasis in the agreement is proposed to include reporting on how existing Foundation activities including flagship funds (Hauraki Gulf and Women’s Fund) are encouraging and supporting Māori outcomes for Tāmaki Makaurau.

62. With option 3, the new community fund presents an opportunity to incorporate the council’s Māori outcomes into the strategic objective and align with other areas of council investment in Māori outcomes. There are opportunities for the Auckland Foundation to have Māori representation on their board.

Ngā ritenga ā-pūtea

Financial implications

63. The Long-Term Plan 2021-2031 includes provision for ongoing funding of $250,000 until 2029, $260,000 in 2030 and $261,302 in 2031. The Finance and Performance Committee will not need to approve the changing nature of the transitional agreement, as the funding is already committed for operational expenses.

64. The transitional agreement would allocate $250,000 for the financial year 2022-2023. This would be used for operational expenses that are specific to the new community fund including a dedicated fundraiser, marketing budget, administration and general manager support.

65. Additional financial advice will be required in preparation for the partnership review and funding recommendations to PACE Committee in February 2023.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

66. A summary of the key risks and mitigation strategies are listed below.

67. Risk: Value for money of the proposed new community fund is uncertain and might not achieve a significant return on council’s investment in the first 12 months.

Mitigation: A lead-in time for attracting funds is to be expected, but the Auckland Foundation has proven it is capable of raising large donations. The 12-month transitional period will require careful planning and preparation to collaborate and market the new (recommended) fund to the donor sector.

68. Risk: Auckland Foundation is unable to find a suitable resource to manage and promote the new fund.

Mitigation: Council staff have already raised this with the Foundation to ensure a successful approach is in place to attract a suitable resource. This would be someone who has a strong network with known donors and philanthropists across the region (and/or with the New Zealand diaspora abroad). This position will be advertised through the usual channels to ensure fair and equal opportunities around hiring.

69. Risk: Council does not approve continued funding of the Foundation after the transition period (ending June 2023), which affects the launch and success of the new community fund.

Mitigation: Auckland Foundation are aware of this risk and agreed with council staff that the new fund would be launched after the review by the PACE Committee in February 2023. Council’s funding allocation is a contribution to the Foundation’s operational expenses. Therefore, the Foundation accepts responsibility to manage their expenses, with or without council’s continued support beyond June 2023.

Ngā koringa ā-muri

Next steps

70. Council staff develop a funding agreement with Auckland Foundation that details the terms and conditions agreed by the Committee and sets out new performance indicators.

71. Staff put in place monitoring of the performance measures through half year and end of year reports from Auckland Foundation.

72. The outcome and achievements of the 12-month transitional agreement will be reported to the PACE committee in April 2023, ahead of the completion of the financial year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Key Trends in the NZ Philanthropic Sector	59
b ⇩	Auckland Foundation Funding Graph	65

Ngā kaihaina

Signatories

Authors

Lucy Petheram - Partnerships Specialist

Bryce Pomfrett - Senior Partnership Advisor

Authorisers

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

Claudia Wyss - Director Customer and Community Services

No.	Title	Page
a⇩	Kaupapa Whakahoki Ipu - Container Return Scheme: Snapshot of the consultation	73
b⇩	Te whakapiki i te hangarua paeara ā-kāinga - Improvements to household kerbside recycling: Snapshot of the consultation	81
c⇩	Te whakawehe i ngā para kai ā-pakihi - Separation of business food waste: Snapshot of the consultation	87

No.	Title	Page
a ⇩	Mapy showing relevant areas	99

Parks, Arts, Community and Events Committee

07 April 2022

Development of play streets guidance for Tāmaki Makaurau

File No.: CP2022/03477

Te take mō te pūrongo

Purpose of the report

1. To whakaae / approve the development of play streets guidance for Tāmaki Makaurau.

Whakarāpopototanga matua

Executive summary

2. In September 2020, Waka Kotahi funded the Community Play Streets for Tāmaki Makaurau pilot project. The main goal of the project was to test the play streets concept in Auckland.

3. Nine play street events were held in April – June 2021 and demonstrated that children were more playful and community cohesion was enhanced because of play streets.

4. The ‘pathway to permanence’ for the pilot project was the development and implementation of play streets guidance, intended to allow residents to organise their own play streets.

5. The play streets concept is part of a wider shift towards a systems-based approach to play, intended to present the entire city as a site for playful behaviour.

6. Community and local board support for play streets is high. Mana whenua engagement for the pilot project indicated widespread iwi support for the play streets concept.

7. Play streets guidance will be developed through co-design hui, working with Auckland Transport staff and relevant stakeholders.

8. Alignment with I Am Auckland – the Children and Young People’s Strategic Action Plan goals will be considered through the development of the guidance.

9. The process would draw on Waka Kotahi’s Guidelines for the Temporary Restriction of Traffic for Play Street Events, as well as the outcomes of the pilot project.

10. The proposed approach to developing play streets guidance is intended to minimise costs and staff time required to implement the guidance and empower residents to organise their own play street events.

11. The costs and risks of developing play streets guidance are minimal. There is a reputational risk of not developing a suitable mechanism to enable further play streets to be held.

12. The report recommends that the committee approve that staff develop play streets guidance for Tāmaki Makaurau, in collaboration with Auckland Transport and stakeholders.

Ngā tūtohunga

Recommendation/s

That the Parks, Arts, Community and Events Committee:

a) whakaae / approve Auckland Council staff to work with Auckland Transport and relevant stakeholders to develop play streets guidance for Tāmaki Makaurau.

Horopaki

Context

What is a play street?

13. For the purposes of this mahi, a play street is an activation at which traffic is temporarily restricted to a residential street, to create space for tamariki to play.

14. The temporary road closure is achieved by using moveable barriers, such as wheely bins and traffic cones, to indicate to drivers that car traffic is discouraged. Temporary signage is used to inform drivers of the play street taking place.

15. Play streets are typically organised and run by parent volunteers who live on the affected street. These volunteers staff the road closure point and, if necessary, escort vehicles into and out of the street by walking next to them, while other volunteers ensure that children are in a safe space.

16. Play street events tend to last for two to three hours, and during the activation residents’ access to and from the street is retained, albeit in an escorted capacity.

17. Play street activations provide local children with an opportunity to access additional space to be playful and active by using the street as a site for play.

18. Additional benefits include the opportunity for neighbours to spend time together, increasing community cohesion.

19. Play streets enable families to share privately-owned play equipment for communal use during the activation.

Community Play Streets for Tāmaki Makaurau pilot project

20. In September 2020, the Community Play Streets for Tāmaki Makaurau pilot project was granted $300,000 from Waka Kotahi’s Innovating Streets for People fund. This funding was to design and deliver a community-led play street project at several sites in South Auckland and West Auckland.

21. South Auckland and West Auckland were identified as locations for the project to ensure that the play street concept could be tested in diverse communities that may not typically engage with council processes.

22. The pilot focussed communities that had lower than average access to play and recreation spaces locally, because of an absence of suitable spaces, the challenges accessing available spaces, and a larger than average population of tamariki and rangatahi.

23. The project team included council staff, Auckland Transport, The Southern Initiative, Healthy Families South Auckland (The Cause Collective), Healthy Families Waitākere and Waka Kotahi.

24. The Cause Collective and Healthy Families Waitākere designed and delivered the events.

25. Council and Auckland Transport staff developed a customised event facilitation process that enabled play street events without requiring full traffic management plans and event permits.

26. Mana whenua supported the project. Iwi representatives noted the community cohesion benefits and the opportunity to deliver play street events in an environmentally responsible manner.

27. Regular communication was provided to the relevant local boards in South and West Auckland: Henderson-Massey, Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe, Papakura, Waitākere Ranges and Whau.

28. Further updates were provided to all 21 local boards at the beginning and end of the project.

29. The project lead updated Southern and Western ward councillors and invited them to attend.

30. For West Auckland, project delivery sites were determined by finding community champions who lived on suitably quiet streets in the target areas.

31. In South Auckland, The Cause Collective worked with streets that were part of its One Love initiative.

32. Nine events were delivered at seven streets, as summarised in table one.

Table one: Play streets events delivered in 2021

Suburb	Street	Delivery dates	Community partner
Avondale	Whakawhiti Loop	11 April 2021 19 June 2021	Healthy Families Waitākere
Glen Eden	Verdale Circle and Barnea Circle	30 May 2021	Healthy Families Waitākere
Māngere	Deborah Place	8 May 2021	The Cause Collective
Massey	Arde Place	19 April 2021 13 June 2021	Healthy Families Waitākere
Ranui	Charlenne Close	17 April 2021	Healthy Families Waitākere
Takanini	Cunningham Place	24 April 2021	The Cause Collective
Te Wirihana	Celadon Place	15 May 2021	The Cause Collective

Project objectives and outcomes

33. The pilot project goals were to:

· test the play street concept in an Auckland context

· test draft play street guidance prepared by Waka Kotahi and inform the development of the now published guidance for the temporary restriction of traffic for play streets

· assess whether play street events would increase children’s playful, active behaviour and enhance community cohesion

· assess the likelihood of participating residents being willing to engage with the play street process again in the future

· inform the development of a ‘pathway to permanence’: guidance to enable play street to be organised directly by residents in the future.

34. The project team included a monitoring and evaluation consultant who measured three quantitative and qualitative objectives: children’s playful behaviour, community cohesion, and the likelihood of residents’ re-engagement.

35. The evaluation report shows that the three objectives were met, with the playful behaviour and community cohesion measures being particularly significant, and participating residents feeling motivated to run play streets again. A summary of key findings is at Attachment A.

36. Waka Kotahi’s draft play street guidance provided a useful starting point and enabled the project team to develop a customised event facilitation process and application form that addressed health, safety, risk management, and traffic management requirements.

37. Lessons learned from the project were fed back to Waka Kotahi and informed the development of their Guidelines for the Restriction of Traffic for Play Street Events. Published in late-2021, the document is intended to empower councils to develop their own play street approaches.

38. Given the success of the pilot project, and the ongoing interest in play streets from the broader community, staff recommend that specific play streets guidance for Tāmaki Makaurau is developed.

39. The development of play streets guidance will align with I Am Auckland – the Children and Young People’s Strategic Action Plan. It relates to three of the plan’s seven goals:

· “Belonging: Children and young people are important, belong, are cared about, and feel safe” – play streets demonstrate the prioritisation of children’s rights to use public space for play.

· “Health and well-being: Children and young people are happy, healthy and thriving” – play is fundamental vehicle for children to be active, and the enhanced community cohesion enabled from play streets can strengthen their family and local connections.

· “Opportunity: Children and young people feel that Auckland is their playground” – play streets bring this phrase to life by re-imagining suburban streets as sites for play.

Tātaritanga me ngā tohutohu

Analysis and advice

The changing face of play

40. Play is fundamental for tamariki, supporting their physical, mental, cognitive, and social health and development.

41. Local governments have traditionally provided playgrounds as formal spaces for play.

42. For past generations, playgrounds were one of many spaces where children could play, because suburban streets and neighbours’ gardens also provided play spaces.

43. For today’s children, the concept of unsupervised neighbourhood play is uncommon, due to:

· changing societal and parental attitudes

· increased traffic levels

· different family schedules and the prevalence of households without an adult at home during the day.

44. The lack of opportunities for unsupervised neighbourhood play has increased the value of playgrounds, making council’s investment in these spaces a fundamental element of its commitment to providing enjoyment to Auckland’s children.

45. Internationally there has been a shift away from investing solely in play assets, and towards taking more of a city-wide ‘systems-based’ approach to play.

46. Sport New Zealand has grown its investment in play and acknowledged its role in supporting the provision of time, space, and permission for tamariki to be playful and active.

47. While playgrounds will always retain their value as dedicated public spaces provided for children, the play, sport, and recreation sector has seen increased value in exploring other opportunities to provide time, space, and permission to play.

48. This is reflected in a regional play framework currently being developed by Auckland’s regional sports trusts, under the leadership of Aktive.

The importance of play equity

49. The shift from an asset-based approach to play and towards a systems-based approach should help to highlight play equity issues that exist currently across Auckland.

50. Auckland has an uneven distribution of dedicated play spaces. Some parts of the city, notably South Auckland, have far fewer playgrounds, despite having the largest percentage of tamariki and rangatahi living in its communities.

51. The lack of play spaces for some communities is difficult to address due to cost to build and the scarcity of appropriate land.

52. Play equity issues can also occur because of socio-economic disadvantage, cultural and accessibility issues, and gender.

53. Play equity issues are often complex and intersectional, and to address them a range of play options should be available.

The role of council in providing access to play

54. Council’s current investment in play is allocated by local boards, with guidance from staff. Play budgets are focused on the development and renewal of play assets.

55. While council will continue to invest in playgrounds, taking a systems-based approach to play enables the design and use of other public spaces to also provide opportunities for play.

56. The pilot project demonstrated that excellent social outcomes can be achieved if people are empowered to use street spaces as sites for play.

57. Temporarily restricting traffic in a residential street is cost-effective and provides access to play by managing one of the main barriers to children playing outside.

58. The existing processes to enable the temporary restriction of traffic are expensive, administratively difficult, and time-consuming for residents.

59. As demonstrated by the pilot, simplifying the relevant processes enable play streets to occur.

60. Council can create an enduring process for the temporary restriction of traffic for play streets, in keeping with Waka Kotahi’s published guidelines.

Play streets as a mechanism for increased access to play

61. A play street activation creates an immediate opportunity for tamariki to play, but the benefits of the activity last beyond the short time period of the activation.

62. At a play street activation, children play primarily with other people who live on their street. This helps to foster friendships and generates ongoing opportunities for play.

63. Play streets provide families with a relaxed environment where neighbours can develop relationships with each other. This may increase parents’ willingness to allow their tamariki to play at other families’ houses, further enabling playful activity to occur.

A vision for play streets across Tāmaki Makaurau

64. Lessons learned from the pilot project will inform the development and implementation of play streets guidance. These lessons include:

· the importance of simple processes for residents to understand and navigate, with minimal or no assistance from outside agencies

· what residential streets are suitable for this activity, and elements that prevent a street from being suitable

· the neighbourhood residents likely to deliver a play street successfully

· traffic management, risk management, and health and safety considerations.

65. The intention is to hold co-design hui with relevant council and Auckland Transport staff, and other relevant stakeholders, including community champions, regional sports trusts, community agencies, members of the public, elected members, Sport New Zealand, and Waka Kotahi.

66. At the hui stakeholders will collaboratively develop a proposal for how Auckland play streets could be enabled and delivered, based on pilot learnings.

Tauākī whakaaweawe āhuarangi

Climate impact statement

67. Play streets have an immediate positive climate impact at each event, by significantly restricting traffic while the event is taking place.

68. Play streets also have an enduring positive climate impact, by encouraging families to re-imagine their own street as a site for play and thus reducing the need to drive to playgrounds.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

69. The pilot project involved staff from the council’s Activation team and Events team, and Auckland Transport’s the Special Events team.

70. Staff from the Connected Communities department are interested in the play streets concept, as it aligns with its strategic goal of supporting community cohesion.

71. The project lead has identified key contacts at Auckland Transport to work with council staff to develop play streets guidance, and steps will be taken to ensure that broader Auckland Transport views are integrated into the guidance.

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

Local impacts and local board views

72. Community interest in play streets is growing:

· in West Auckland, the residents involved with activation delivery during the pilot project are eager to continue running play street events

· in South Auckland, The Cause Collective wants to continue to work with its target communities to promote the play streets concept and support residents to participate

· the project lead has been contacted by people who were uninvolved with the pilot project but would like to deliver play streets in their area

· Regional Sports Trusts want to support communities to deliver play streets

· Aktive has included play streets in its regional play framework and wants to explore whether Sport New Zealand’s Tū Manawa Fund for sport, active recreation, and play can be utilised to further enable this activity.

73. The seven local boards that formed the locations for delivery received regular updates on the pilot. All 21 local boards received information about the project in its early stages, and a summary memo at the project’s conclusion.

74. The project lead has received requests from elected members and staff at local boards, for updates about the feasibility of enabling play streets in the future.

75. Local boards that have expressed this interest include Albert-Eden, Devonport-Takapuna, Ōtara-Papatoetoe, Upper Harbour, Waitākere Ranges and Whau.

76. At its business meeting on 23 February 2022, Whau Local Board passed a motion calling for Auckland Council to adopt Waka Kotahi’s Guidelines for the Restriction of Traffic for Play Street Events.

Tauākī whakaaweawe Māori

Māori impact statement

77. Māori representation and engagement was high at some of the play street events delivered through the pilot project.

78. Offering opportunities for residents to organise play streets has the capacity to enable Māori whānau across the city to provide increased access to play for their tamariki.

79. The play street concept and opportunities for its delivery aligns closely with the key values identified in Sport New Zealand’s Te Whetū Rehua tool.

80. Te Whetū Rehua is used to support play, active recreation, and sport providers to consider how activities can be assessed, designed, or adapted to be culturally responsive to Māori.

81. Play streets align with the values of supporting whanaungatanga (family-oriented activities), encouraging leadership and management by Māori practitioners (by being a resident-led activity within a street), and providing space and opportunities for traditional Māori sports and games.

82. The play street concept also responds to the challenges presented in Sport New Zealand’s Māori Voices of Play Insight Report, published in 2020.

83. This report identified the local nature of traditional Māori play, with play happening everywhere around the house and marae, and in local spaces, and the social connections that this play enabled.

84. Parents interviewed for the report spoke of the challenges facing whānau when trying to provide opportunities for their tamariki to engage in free play outside and connect with family, friends, and neighbours through play.

85. The report described the importance of play as a communal activity and the benefits of encouraging whānau to step out of their fenced gardens and private spaces, to interact playfully with others in their area.

86. Mana whenua engagement occurred at an early stage of the pilot project. Further engagement will be an integral part of the co-design process to create play streets guidance.

Ngā ritenga ā-pūtea

Financial implications

87. The cost of developing play streets guidance is minimal, being limited to the delivery of co-design hui. Mana whenua engagement can be achieved through existing engagement forums.

88. As part of the process of developing play streets guidance, a detailed budget would be prepared. Until the play streets approach is determined through the co-design process, it is difficult to confirm fixed costs.

89. When compared with the high costs of installing and maintaining fixed play assets, play streets represent a very affordable opportunity to enable access to play.

90. The pilot project provided an opportunity to assess what the likely costs would be to provide play streets on an ongoing basis.

91. Staff costs are likely to be the most significant consideration, with time required for traffic management checking, volunteer training, event facilitation, and general administration.

92. The proposed approach for play streets guidance development has been designed to minimise these costs and concentrate staff requirements to a fixed time period.

93. The proposed approach advocates for:

· limited application windows for new play streets, annually or six-monthly, enabling traffic management and volunteer training to be bundled together and resourced as a short-term project, as opposed to an ongoing role

· giving residents of approved play streets the autonomy to decide when and how often they deliver activations on their streets, which removes the need for ongoing staff time for event facilitation.

94. A further cost requirement would be promotion of play streets guidance to Auckland residents and the ongoing provision of information about the guidance. This would involve social media campaigns and the creation and maintenance of online content.

95. A final cost associated with play streets guidance would be the provision of safety and promotional equipment to participating streets.

96. Development and implementation of play streets guidance for Auckland will require seed funding in the first year. A funding application will be made to Sport New Zealand’s Tū Manawa Fund.

97. The first year of delivery and the level of interest in delivering play streets would enable projections of future costs to be established.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

98. As this report seeks approval to develop play streets guidance, and not with the implementation and delivery of that guidance, the risks and mitigations associated with the recommendations in this report are minimal.

99. There is a risk that staff will raise community expectations that guidance will be implemented and that play streets will be a permitted activity in the foreseeable future.

100. This will be mitigated throughout the co-design process by ensuring that all non-council stakeholders understand the potential complexity of developing and implementing play streets for Auckland, and the time that may be required to achieve outcomes for this project.

101. Failing to move ahead with developing play streets guidance presents a reputational risk, given the high level of community and sector interest in the play streets concept. This can be mitigated by developing play streets guidance.

102. After a play streets guidance approach has been developed, a further report will be presented to the committee for their approval of the approach. At this point a detailed risk and mitigation table will be populated.

Ngā koringa ā-muri

Next steps

103. Staff will work with stakeholders from Auckland Transport and other relevant organisations to develop play streets guidance.

104. After play streets guidance has been developed, staff will report back to the committee to present the play streets guidance for Tāmaki Makaurau for approval.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Key findings from Community Play Streets for Tāmaki Makaurau pilot project	109

Ngā kaihaina

Signatories

Author

Jacquelyn Collins - Activation Advisor – Young People

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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
11 February 2022	EMAIL: Regional Parks Management Plan – ownership of our regional parks
2 March 2022	Sport and Recreation Facilities Investment Fund – update
15 March 2022	CONFIDENTIAL: Legislative changes proposed by the Hauraki Gulf Forum (no attachment)
16 March 2022	Tāmaki Makaurau tauawhi kaumātua - Age-friendly Auckland Action Plan
24 March 2022	Consultation on the draft Auckland Golf Investment Plan

Date	Subject
9 February 2022	CONFIDENTIAL WORKSHOP: DRAFT Golf Investment Plan – deep dive (no attachment)
23 February 2022	WORKSHOP: Regional Capex work Programmes – Community Facilities

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