Agenda of Community Committee - Tuesday, 25 March 2025

Community Committee

25 March 2025

Overview of Auckland Council regional grants

File No.: CP2025/00082

Te take mō te pūrongo

Purpose of the report

1. To provide the Community Committee with an overview of Auckland Council’s regional grants over which the committee has decision-making authority, including a summary of the budget allocations, schedule of funding, application processes, criteria and community benefit.

Whakarāpopototanga matua

Executive summary

2. In late 2024, the Community Committee requested a summary of all the regional grants for which the committee makes funding allocation decisions. The summary was to include:

i) Purpose of the fund

ii) Council policy the grant responds to

iii) Budget

iv) Detail of funding rounds and dates

v) Evaluation criteria

vi) Application evaluation process

vii) Funding allocation process

viii) Estimated community reach

ix) Community outcomes and benefits achieved

x) How success is measured

xi) Data available from applicants regarding community participation and benefit

xii) Whether success measurement data/information is requested as part of the application forms

3. This report serves to provide the committee with the requested information for the eight identified regional grants. Listed below, with their allocated funding (2024/2025 financial year) included, are seven of the eight grants:

i) Auckland Climate Grant - $372,451

ii) Ngā Hapori Momoho Thriving Communities Regional Grant - $295,000

iii) Regional Arts and Culture Grant (Creative Communities) - $1,331,869

iv) Regional Environment and Natural Heritage Grant - $450,578

v) Regional Events Grant - $600,000

vi) Sport and Recreation Facilities Operating Grant - $1,067,698

vii) Waste Minimisation and Innovation Fund - $500,000

4. The eighth regional fund is the Sport and Recreation Facilities Investment Fund. The fund’s budget allocation is $150 million over 10 years of the Long-term Plan 2024-2034. Additional funding of $35 million is provided over three years (financial years 2025/2026 to 2027/2028), making the total $185 million.

5. The total funds available for allocation via regional grants, excluding the Sport and Recreation Facilities Investment Fund, for the 2024/2025 financial year are $4,617,596.

6. Of the eight funds, the Regional Environment and Natural Heritage Grant, Ngā Hapori Momoho Thriving Communities Regional Grant, and Waste Minimisation and Innovation Fund open for funding applications once a year. The Regional Events and the Regional Arts and Culture grants request funding applications twice a year and the Auckland Climate Grant has three funding rounds per year.

7. Two of the grants are managed slightly differently from the others. The Sport and Recreation Facilities Investment Fund is an annual grant, with a budget allocation over the next 10 years as outlined in the Long-term Plan 2024-2034. The Sport and Recreation Facilities Operating Grant has one funding round every three years.

8. Auckland Council provides regional grants as a tool to help achieve a wide range of outcomes. These outcomes are determined regionally, through the Auckland Plan and regional activity / sector-specific strategies, policies and plans.

9. There are a number of independent groups and organisations that share council’s objectives, and in many cases, they are well placed to deliver on them. These community-led organisations are experts in their respective fields, and are able to mobilise a range of relationships and resources to achieve their goals.

10. Auckland Council’s role is to enable, facilitate and provide opportunities for communities to drive and own their own development. By providing community groups and organisations with direct financial assistance, council can support the delivery of shared outcomes and help sustain a thriving and independent community sector.

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a) tūtohi / receive the overview of Auckland Council’s regional grants, including detail of budget allocations, schedule of funding, application processes, criteria and community benefit of the regional grants funding streams over which the committee has decision-making authority.

Horopaki

Context

11. Auckland Council provides regional grants to help achieve a wide range of outcomes. These outcomes are determined regionally, through the Auckland Plan and regional activity / sector-specific strategies, policies and plans. Regional grants are a tool for delivering these outcomes.

12. There are a number of independent groups and organisations that share council’s objectives, and in many cases are well placed to deliver on them. These community-led organisations are experts in their respective fields, and able to mobilise a range of relationships and resources to achieve their goals.

13. Auckland Council’s role is to enable, facilitate and provide opportunities for communities to drive and own their own development. By providing community groups and organisations with direct financial assistance, council can support the delivery of shared outcomes and help sustain a thriving and independent community sector.

14. In late 2024, the Community Committee requested a summary of all the regional grants for which the committee make funding allocation decisions.

15. There are eight regional funding grants. They are:

i) Auckland Climate Grant

ii) Ngā Hapori Momoho Thriving Communities Regional Grant

iii) Regional Arts and Culture Grant (Creative Communities)

iv) Regional Environment and Natural Heritage Grant

v) Regional Events Grant Funding

vi) Sport and Recreation Facilities Investment Fund

vii) Sport and Recreation Facilities Operating Grant

viii) Waste Minimisation and Innovation Fund

16. The frequency of funding allocation differs between the eight funds. These are detailed in Table One below.

Table One: Funding allocation frequency per fund

Fund name	Frequency of funding	Timeframes
Auckland Climate Grant	Three times per year	Response grants Round One Round Two Opening date Opening date 19 August 2024 3 March 2025 Closing date Closing date 23 September 2024 31 March 2025 Funding decision Funding decision November 2024 May 2025 Strategic grants Opening date: 19 August 2024 Closing date: 23 September 2024 Funding decision: 26 November 2024
Ngā Hapori Momoho Thriving Communities Regional Grant	Once a year	Opening date: November Closing date: January Funding decision: June
Regional Arts and Culture Grant (Creative Communities)	Twice a year	Round One Round Two Funding decision Funding decision September 2024 March 2025
Regional Environment and Natural Heritage Grant	Once a year	Opening date: 31 January 2025 Closing date: 4 March 2025 Funding decision: 6 June 2025
Regional Events Grant Funding	Twice a year	Round One Round Two Opening date Opening date May October Closing date Closing date June November Funding decision Funding decision September March
Sport and Recreation Facilities Investment Fund	Once a year, with a budget allocation over the next 10 years as outlined in the Long-term Plan 2024 – 2034	Opening date: February / March Funding decision: August / September
Sport and Recreation Facilities Operating Grant	One funding round every three years	Opening date: February Funding decision: August Next funding round is expected to open in early 2027.
Waste Minimisation and Innovation Fund	Once a year	Opening date: 1 August Closing date: 31 August

17. Total funds available, excluding the Sport and Recreation Facilities Investment Fund, for allocation in the 2024/2025 financial year are $4,617,596. The Sport and Recreation Facilities Investment Fund is $150 million over 10 years of the Long-term Plan 2024-2034.

Tātaritanga me ngā tohutohu

Analysis and advice

18. The particulars of each individual grant appear in tables two through to nine below in alphabetical order. A summarised comparison of the grants can be found as Attachment A of the report.

Auckland Climate Grant

Table Two: Summary of Auckland Climate Grant

Particulars of fund

Details

Purpose of the fund

The Auckland Climate Grant is a targeted grant that supports community-led climate action.

The Auckland Climate Grant provides funding support for projects that:

a. Reduce greenhouse gas emissions through community-based action.

b. Build community resilience to climate impacts.

c. Support Māori-led responses to climate change.

Council policy to which the grant responds

The grant responds to identified actions in the Community and Coast priority area of Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.

Budget

For the 2024/2025 financial year the Auckland Climate Grant budget is $372,451.

Detail of funding rounds

The Auckland Climate Grant has one ‘Strategic’ grant round providing grants from $15,000 to $50,000.

The Auckland Climate Grant also has two ‘Response’ grant rounds providing grants between $1,000 and $15,000.

Evaluation criteria

Evaluation criteria		Assessment weighting
Alignment with grant purpose	40
Māori outcomes	20
Unmet need and project reach	20
Collaboration	10
Likelihood of success	10

Application evaluation process

Applications are assessed by individual staff members with subject matter expertise from the Environmental Services department.

As part of their assessment staff may also seek input from colleagues in other areas of council including Natural Environment Strategy, Waste Solutions, Healthy Waters, Community Innovation, Auckland Emergency Management and Auckland Transport.

Funding allocation process

Following individual assessments by staff, the panel meet to moderate scores and recommend grant allocations.

Funding recommendations are reviewed by team leaders and group managers before they are reported to decision makers for formal approval.

Decision-making authority for Auckland Climate Grant strategic applications sits with the Community Committee.

Decision-making authority for Auckland Climate Grant response applications sits with the General Manager Environmental Services.

Estimated community reach

The number of Aucklanders reached through Auckland Climate Grant projects funded in 2022/2023 was 11,900.

Community outcomes and benefits achieved

Carbon emissions saved attributed to Climate Grant projects: 1,375.3 Tons CO₂e (i.e. equivalent to removing 924 petrol cars off the road for a year) reported from 2022/2023 grant recipients.

Twenty-nine community groups supported through 2023/2024 grant allocations.

Six Māori-led initiatives supported through 2023/2024 grant allocations.

Volunteer hours reported by 2022/2023 grant recipients total 18,218.

How is success measured

Key performance indicators for the Auckland Climate Grant are:

1. Tonnes of CO₂e saved

2. Community groups engaged

3. Reach/engagement

4. Volunteer Hours

Data available from applicants regarding community participation and benefit

As part of the grant accountability reports Auckland Climate Grant recipients provide information on:

· Number of participants/ attendees

· Number of workshops or open days

· Number of volunteers and volunteer hours

· Any audience or participant feedback

· Information on the project activity to support calculation of CO₂e reduced.

Is the success measurement data/information requested as part of the application forms

Success measurement data is collected as part of the application form.

The application form for the Auckland Climate Grant requests information on:

· Project activity to assess potential CO₂e reduction

· Information on the applicant group and project location

· Target project audience

· Volunteer hours

Ngā Hapori Momoho - Thriving Communities

Table Three: Summary of Ngā Hapori Momoho Thriving Communities Regional Grant

Particulars of fund	Details
Purpose of the fund	To support the implementation of Ngā Hapori Momoho \| Thriving Communities Strategy 2022 - 2032 by directly supporting community-led projects that have regional impact.
Council policy to which the grant responds	The grant responds to Ngā Hapori Momoho \| Thriving Communities Strategy 2022 – 2032, focusing on the following three objectives: · Increase whānau and community financial security · Improve health outcomes · Grow community and intercultural connection
Budget	For the 2024/2025 financial year the budget is $295,000.
Detail of funding rounds	The grant has one funding round per annum. The applications normally open in late November and close in late January. The Community Committee makes the funding allocation decision in either April or May. The funds will be distributed to the successful applicants in the latter part of May and into June.
Evaluation criteria	All applications are assessed against eligibility criteria. This ensures that the application has regional scale and benefit, and aligns with one or more of the policy objectives. Applications meeting those criteria are then evaluated (scored) according to their organisational capacity and project attributes (concept, capacity, planning and budgets), and the extent of their alignment with the objectives for the strategy (connections, activities, impacts, supported communities).
Application evaluation process	Applications are assessed by a panel. The panel is made up of council and external subject matter experts with knowledge in community funding and external funding assessment expertise. As an example, the external panel members may come from Foundation North and the Department of Internal Affairs.
Funding allocation process	Applications are ranked in order of the scores awarded by the panel. The applications are then further assessed to determine if factors such as missing accountability reports from previous grants, significant and unexplained cash reserves, or other/recent council and/or local board funding would impact on funding recommendations. A portion of the requested funding amount (with a maximum of $30,000 per application) is considered for approval. Recommendations are made after assessing the impacts that any lesser funding amount would have on the proposed project/work. A recommendation is then put to the Community Committee for a formal decision.
Estimated community reach	In the 2023/2024 financial year, the approved applicants stated that funding for their projects would assist upwards of 39,000 people in total across the Auckland region.
Community outcomes and benefits achieved	In the 2023/2024 financial year, a range of outcomes across the three priority objectives were achieved. These included specific outcomes such as supporting: · victims of crime, suicide and traumatic events · disabled Aucklanders to access community facilities for recreational and therapeutic well-being · wellbeing programmes for young people · a spoken word poetry workshop programme, specifically developed for Māori · community connection for older Aucklanders and people with dementia or disability, through creative arts projects · community outreach and engagement, supporting leaders of volunteering, and increasing inclusive volunteering opportunities.
How is success measured	Numbers of programmes created/maintained through this funding, and specifically the numbers of community members impacted by these programmes. How this is achieved, with what benefit(s), and how these are aligned to the three outcomes drawn from the strategy are assessed.
Data available from applicants regarding community participation and benefit	Qualitative and quantitative data submitted by recipients at the conclusion of their project, lists their achievements against the contribution statement (objectives) given in their application form. These are listed in terms of the three funding objectives that have been drawn from the strategy.
Is the success measurement data/information requested as part of the application forms	In their application, recipients have set out a short contribution statement listing the benefits they expect to achieve, for whom and how, and the outcomes this will lead to. This is used as the basis for later reporting. The application form also sets an expectation to report against the delivery of Māori outcomes as applicable, including alignment to Kia Ora Tāmaki Makaurau.

Particulars of fund

Details

Purpose of the fund

To support the implementation of Ngā Hapori Momoho | Thriving Communities Strategy 2022 - 2032 by directly supporting community-led projects that have regional impact.

Council policy to which the grant responds

The grant responds to Ngā Hapori Momoho | Thriving Communities Strategy 2022 – 2032, focusing on the following three objectives:

· Increase whānau and community financial security

· Improve health outcomes

· Grow community and intercultural connection

Budget

For the 2024/2025 financial year the budget is $295,000.

Detail of funding rounds

The grant has one funding round per annum.

The applications normally open in late November and close in late January.

The Community Committee makes the funding allocation decision in either April or May.

The funds will be distributed to the successful applicants in the latter part of May and into June.

Evaluation criteria

All applications are assessed against eligibility criteria. This ensures that the application has regional scale and benefit, and aligns with one or more of the policy objectives.

Applications meeting those criteria are then evaluated (scored) according to their organisational capacity and project attributes (concept, capacity, planning and budgets), and the extent of their alignment with the objectives for the strategy (connections, activities, impacts, supported communities).

Application evaluation process

Applications are assessed by a panel. The panel is made up of council and external subject matter experts with knowledge in community funding and external funding assessment expertise.

As an example, the external panel members may come from Foundation North and the Department of Internal Affairs.

Funding allocation process

Applications are ranked in order of the scores awarded by the panel.

The applications are then further assessed to determine if factors such as missing accountability reports from previous grants, significant and unexplained cash reserves, or other/recent council and/or local board funding would impact on funding recommendations.

A portion of the requested funding amount (with a maximum of $30,000 per application) is considered for approval. Recommendations are made after assessing the impacts that any lesser funding amount would have on the proposed project/work.

A recommendation is then put to the Community Committee for a formal decision.

Estimated community reach

In the 2023/2024 financial year, the approved applicants stated that funding for their projects would assist upwards of 39,000 people in total across the Auckland region.

Community outcomes and benefits achieved

In the 2023/2024 financial year, a range of outcomes across the three priority objectives

were achieved.

These included specific outcomes such as supporting:

· victims of crime, suicide and traumatic events

· disabled Aucklanders to access community facilities for recreational and therapeutic well-being

· wellbeing programmes for young people

· a spoken word poetry workshop programme, specifically developed for Māori

· community connection for older Aucklanders and people with dementia or disability, through creative arts projects

· community outreach and engagement, supporting leaders of volunteering, and increasing inclusive volunteering opportunities.

How is success measured

Numbers of programmes created/maintained through this funding, and specifically the numbers of community members impacted by these programmes.

How this is achieved, with what benefit(s), and how these are aligned to the three outcomes drawn from the strategy are assessed.

Data available from applicants regarding community participation and benefit

Qualitative and quantitative data submitted by recipients at the conclusion of their project, lists their achievements against the contribution statement (objectives) given in their application form.

These are listed in terms of the three funding objectives that have been drawn from the strategy.

Is the success measurement data/information requested as part of the application forms

In their application, recipients have set out a short contribution statement listing the benefits they expect to achieve, for whom and how, and the outcomes this will lead to. This is used as the basis for later reporting.

The application form also sets an expectation to report against the delivery of Māori outcomes as applicable, including alignment to Kia Ora Tāmaki Makaurau.

Regional Arts and Culture Grant (Creative Communities)

Table Four: Summary of Regional Arts and Culture Grant

Particulars of fund	Details
Purpose of the fund	The Regional Arts and Culture grant enables organisations, communities and artists to deliver arts and culture projects and activities across Tāmaki Makaurau.
Council policy to which the grant responds	Funding delivered through this grant support the implementation of Toi Whītiki, Auckland’s Arts and Culture Strategic Action Plan and align to Auckland Council’s Community Grants Policy 2014.
Budget	For the 2024/2025 financial year the budget is $1,331,869.
Detail of funding rounds	Two funding rounds take place per annum. For the 2024/2025 financial year the funding rounds will be in September 2024 and March 2025.
Evaluation criteria	Project and strategic relationship grant applications are assessed for eligibility and project quality and then receive a prioritisation score. Applications meeting the criteria are evaluated according to sound, well considered concepts, demonstrated need or demand and the organisations proven capacity and capability to deliver on the project. Project attributes need to include evidence of best practice, accurate financial processes and long-term sustainability strategies.
Application evaluation process	Staff and an external arts sector panel assess the applications. The panel makes recommendations based on the arts and culture assessment matrix criteria (attached). Every application is scored by three assessors, the scores collated, and a panel meeting held to discuss and confirm recommendations. The external assessors are peer reviewers chosen to represent a range of art forms, skills and experience.
Funding allocation process	Every application is scored by three assessors, the scores collated, and a panel meeting held to discuss and confirm recommendations. The external assessors are peer reviewers chosen to represent a range of art forms, skills and experience. A recommendation is then put to the Community Committee for a formal decision.
Estimated community reach	In the 2022/2023 financial year audience and participants numbers were estimated to be 689,936.
Community outcomes and benefits achieved	The Regional Arts and Culture grant supports community audiences and participants to access arts experiences that may otherwise not be available to them.
How is success measured	Key performance indicators, aligned to Toi Whītiki goals and objectives and are reported on by the grant recipients.
Data available from applicants regarding community participation and benefit	The numbers of participants and audience members are provided in acquittal reporting, along with highlights, challenges and future aspirations.
Is the success measurement data/information requested as part of the application forms	Success measurement data and information is requested as part of the application process. Applicants are asked: · How the project or activity benefits the Auckland region as a whole? · Will the project involve Māori or Māori outcomes? If yes, please indicate how. · What are the community benefits of the project and how will it be known whether these have been achieved? · How will the project be accessible to Aucklanders? · Who is the target audience? How will new audiences be reached, including Aucklanders who are currently not engaged in arts and cultural activities?

Regional Environment and Natural Heritage Grant

Table Five: Summary of Regional Environment and Natural Heritage Grant

Particulars of fund

Details

Purpose of the fund

The Regional Environment and Natural Heritage Grant supports community conservation projects and activities that protect, restore or enhance regionally significant natural environments.

Council policy to which the grant responds

The grant responds to the:

· Auckland Council’s Community Grants Policy 2014

· Auckland Council Biodiversity Strategy

· Auckland Regional Pest Management Plan, enabling community-led conservation initiatives.

Budget

For the 2024/2025 financial year the budget is $450,578.

Detail of funding rounds

The grant has one funding round per annum.

The applications open on 31 January 2025 and close on
4 March 2025.

The Community Committee will make the funding allocation decision on 6 June 2025.

Evaluation criteria

All applications are assessed against assessment criteria and are given an assessment weighting. The assessment criteria consider biodiversity impacts, connectivity, Māori outcomes and the likelihood of the project or programme being successful.

Applications meeting those criteria are then evaluated according to environmental outcomes such as protection and restoration of biodiversity and improved water quality. The scale and significance of the work, as well as the capacity to deliver and the need for the work is also considered. The level of support for Māori outcomes and the extent of engagement with Māori are another key consideration. Lastly the likelihood of success of the project is evaluated using the ability to deliver, project viability and the cost benefit analysis as conditions.

The scoring and assessment details are listed below.

Score	Assessment
0	No alignment with criterion. Attributes have not been addressed, and project is not fundable under this criterion.
1	Poor alignment with criterion, the applicant does not provide confidence that project will deliver on this.
2	Some alignment with criterion, but not all attributes have been met or addressed. The applicant does not provide enough confidence that this project should be funded against this criterion.
3	Good alignment with criterion, attributes have been met.
4	Excellent alignment with criterion, attributes have been met or exceeded.
5	Outstanding alignment with criterion. All attributes of an outstanding proposal are met and would highly recommend this project for funding under this criterion.

Application evaluation process

Applications are initially assessed for eligibility by the Environmental Services department. Applications are then assessed by individual staff members with expertise in the nature of the application received.

Moderation of all applications is undertaken by an expert panel comprising the grants assessment team, subject matter expert Principal Advisors and Group Managers before the applications are reported to committee for approval.

Funding allocation process

After the individual assessments by staff members and subject matter experts, department Principal Advisors meet to moderate scores and determine funding allocation recommendations.

Assessment scores are considered alongside other factors when setting final funding recommendations including:

· co-funding, and funding available for projects from other sources

· projects scalability – the ability for the project to proceed if it is only partially funded or if only parts of projects with the most impact on environmental outcomes funded through the grant.

Funding recommendations are reviewed by Group Managers.

A recommendation is then put to the Community Committee for a formal decision.

Estimated community reach

The number of Aucklanders reached by the Regional Environment and Natural Heritage Grant projects, funded in 2022/2023, is 7400.

Community outcomes and benefits achieved

Summary figures from the 2022/2023 financial year grant accountability reports are as follows:

28,900 native plants planted

4.1km of streams protected

475 organised community events (e.g. workshops / planting days) 5470 participants

Over 7400 volunteers contributed 100,500 volunteer hours to carry out a range of activities, including weed control, pest animal trap set up and servicing (9715 traps), ecological monitoring, restoration planting.

How is success measured

Projects or activities that contribute to conservation and restoration through the management of regionally prioritised indigenous ecosystem or species, plant and animal pests, important geological sites, kauri protection, and to raise awareness, drive behavioural change and target education.

Projects or activities being aligned with, enabling and empowering mana whenua in the exercising of kaitiakitanga in Tamaki Makaurau.

The third measure of success is that projects or activities have contributed to the protection, enhancement or restoration of streams, waterways, wetlands, riparian and coastal margins.

Data available from applicants regarding community participation and benefit

Each applicant completes a report in the web based electronic application system ‘Smartygrants’ at the end of the funding period.

The report asks about budget spend, numbers of attendees at events, numbers of pest animals trapped or tracked etc.

Is the success measurement data/information requested as part of the application forms

The application asks how the applicant intends to measure success.

Regional Events Grant

Table Six: Summary of Regional Events Grant

Particulars of fund

Details

Purpose of the fund

To provide financial support for the community delivery of events having a regional scale and/or reach for Aucklanders.

Council policy to which the grant responds

The sections of the Events Policy (which the grant responds to are:

2.1 What we seek to achieve (page 6)

3.2 Why are we involved in events (page 8)

5.2 Regional events - key drivers and benefits (page 16)

Budget

For the 2024/2025 financial year the budget is $600,000.

Detail of funding rounds

The grant has two funding rounds per annum.

Applications for the first funding round are received in May and June of the financial year.

The second funding round takes place between October and November of each year.

The Community Committee makes funding allocation decisions in September and March respectively.

Evaluation criteria

Applications are assessed applying the funding criteria guidelines contained in section 7.5 of the Events Policy (page 25).

Consideration of Māori and youth as key priorities adds weight to applications.

The grant assessment criteria and weighting is captured below.

Criteria	Weighting (%)
Supports key priorities	12
Delivers desired impacts	12
Expands the variety or range of events on offer	12
Level of positive community benefits generated	12
Amount of community support, involvement and/or active partnerships	12
How effectively the event was run in the past or how well planned	12
Other considerations as outlined in the policy	4
Alignment with Māori priority	12
Alignment with youth priority	12
TOTAL	100

Application evaluation process

Applications are assessed by staff against the evaluation criteria. The outcome of the scoring results in an overall criteria score for each application. This reflects the application’s degree of alignment with the criteria.

Funding allocation process

Funding is generally allocated to successful events over a period of years. Therefore, prior levels of funding represent a starting point.

Consideration is given to factors such as:

· financial allocation per person attending

· amounts paid to similar events

· portion of overall costs funded (an indicative recent average is 14 per cent)

· other Auckland Council group funding provided

· access to alternative funding sources

A recommendation is then put to the Community Committee for a formal decision.

Estimated community reach

In the 2022/2023 financial year, the Regional Events grant allocated $501,500 to 28 applicants.

Events were delivered to an audience of 491 243. Participants in the events delivery totaled 67 531.

Community outcomes and benefits achieved

Outcomes sought from events that receive funding are outlined in section 2.1 of the Events Policy (page 6)

1. Bring people together to share memorable, inspiring and educational experiences, and to build social cohesion.

2. Celebrate Auckland and its people, and build pride in our achievements and in who we are.

3. Commemorate and respect important occasions.

4. Profile Auckland and its diverse places and build a sense of place.

5. Invigorate Auckland’s economy.

How is success measured

Success is measured through the effective delivery of the event as described in the application.

Attendance at the event is also used as a measurement of success.

Data available from applicants regarding community participation and benefit

Post event reporting is provided to indicate whether the objectives of the event were achieved and actual attendance figures.

Is the success measurement data/information requested as part of the application forms

Yes, the application form requests information on the event purpose and expected attendance.

Sport and Recreation Facilities Investment Fund

Table Seven: Summary of Sport and Recreation Facilities Investment Fund

Particulars of fund	Details
Purpose of the fund	The Sport and Recreation Facilities Investment Fund seeks to improve the provision of facilities to increase Aucklanders’ participation in sport and recreation. This is done through investing in non-council facilities that serve the Auckland sport and recreation sector.
Council policy to which the grant responds	Auckland Sport and Recreation: Strategic Action Plan 2014-2024 Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 Auckland Council’s Community Grants Policy 2014
Budget	The budget allocated to the fund is $150 million over 10 years of the Long-term Plan 2024 – 2034. Additional funding of $35 million is provided over three years (FY26 to FY28), making the total $185 million. Future rounds: · FY26 – $23.8 million · FY27 – $24.1 million · FY28 – $29.3 million
Detail of funding rounds	This grant has one funding round per annum. The next funding round is expected to open in late February/early March 2025. The final funding decision will be made by the Community Committee in August/September 2025.
Evaluation criteria	Multiple criteria are considered and assessed including: · Eligibility check · People and community priorities o communities of greatest need o strong benefit to Māori o inactive communities o high participation o partnership · Infrastructure priorities o core infrastructure (playing surface) o catchment of the facility o stage of project (i.e. ready for construction) o environmental sustainability of the facility · Strategic and financial priorities o strong strategic alignment o significant funding leverage o large scale facility o no operating subsidy required · Overall achievability of the project
Application evaluation process	The eligibility check and initial funding priority assessment is completed by staff members of the Sport and Recreation team. Eligible and high-priority projects are then shortlisted and shared with an Independent Assessment Panel (IAP) made up of sector experts. The IAP complete their assessment and submit funding recommendations to the Sport and Recreation team.
Funding allocation process	The funding recommendations made by the independent panel are presented and workshopped with the Community Committee. A recommendation is then put to the Community Committee for a formal decision.
Estimated community reach	Previous rounds of the grant have been allocated to between 15 and 18 projects. These projects make a significant impact in the provision of sport and recreation facilities available to Aucklanders.
Community outcomes and benefits achieved	The grant increases the number of accessible and available facilities within the Auckland region. This achieves the outcome of having more Aucklanders more active, more often.
How is success measured	Success is measured by the impact of the grant on the network provision of sports facilities.
Data available from applicants regarding community participation and benefit	Each recipient is required to submit a ‘project completion report’. This includes community participation numbers (or estimates), and benefits such as additional booking space and sports facility provision.
Is the success measurement data/information requested as part of the application forms	Yes, the application form includes estimates. The estimates are used as the baseline when the recipients submit their reports.

Particulars of fund

Details

Purpose of the fund

The Sport and Recreation Facilities Investment Fund seeks to improve the provision of facilities to increase Aucklanders’ participation in sport and recreation. This is done through investing in non-council facilities that serve the Auckland sport and recreation sector.

Council policy to which the grant responds

Auckland Sport and Recreation: Strategic Action Plan 2014-2024

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

Auckland Council’s Community Grants Policy 2014

Budget

The budget allocated to the fund is $150 million over 10 years of the Long-term Plan 2024 – 2034. Additional funding of $35 million is provided over three years (FY26 to FY28), making the total $185 million.

Future rounds:

· FY26 – $23.8 million

· FY27 – $24.1 million

· FY28 – $29.3 million

Detail of funding rounds

This grant has one funding round per annum.

The next funding round is expected to open in late February/early March 2025.

The final funding decision will be made by the Community Committee in August/September 2025.

Evaluation criteria

Multiple criteria are considered and assessed including:

· Eligibility check

· People and community priorities

o communities of greatest need

o strong benefit to Māori

o inactive communities

o high participation

o partnership

· Infrastructure priorities

o core infrastructure (playing surface)

o catchment of the facility

o stage of project (i.e. ready for construction)

o environmental sustainability of the facility

· Strategic and financial priorities

o strong strategic alignment

o significant funding leverage

o large scale facility

o no operating subsidy required

· Overall achievability of the project

Application evaluation process

The eligibility check and initial funding priority assessment is completed by staff members of the Sport and Recreation team.

Eligible and high-priority projects are then shortlisted and shared with an Independent Assessment Panel (IAP) made up of sector experts.

The IAP complete their assessment and submit funding recommendations to the Sport and Recreation team.

Funding allocation process

The funding recommendations made by the independent panel are presented and workshopped with the Community Committee.

A recommendation is then put to the Community Committee for a formal decision.

Estimated community reach

Previous rounds of the grant have been allocated to between 15 and 18 projects.

These projects make a significant impact in the provision of sport and recreation facilities available to Aucklanders.

Community outcomes and benefits achieved

The grant increases the number of accessible and available facilities within the Auckland region.

This achieves the outcome of having more Aucklanders more active, more often.

How is success measured

Success is measured by the impact of the grant on the network provision of sports facilities.

Data available from applicants regarding community participation and benefit

Each recipient is required to submit a ‘project completion report’.

This includes community participation numbers (or estimates), and benefits such as additional booking space and sports facility provision.

Is the success measurement data/information requested as part of the application forms

Yes, the application form includes estimates. The estimates are used as the baseline when the recipients submit their reports.

Sport and Recreation Facilities Operating Grant

Table Eight: Summary of Sport and Recreation Facilities Operating Grant

Particulars of fund	Details
Purpose of the fund	Auckland Council’s Sport and Recreation Facilities Operating Grant supports subregional or regional, non-council operated sport and recreation facilities that help increase Aucklander’s participation in sport and recreation.
Council policy to which the grant responds	Auckland Sport and Recreation: Strategic Action Plan 2014-2024 Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 Auckland Council’s Community Grants Policy 2014
Budget	The grant has a three-year funding commitment. · Financial year 2024/2025 – $1,067,698 · Financial year 2025/2026 – $1,069,356 · Financial year 2026/2027 – $1,071,072
Detail of funding rounds	The grant has one funding round every three years. The most recent funding round opened on 12 February 2024, with the final funding decision made on 15 August 2024. Next funding round is expected to open in early 2027.
Evaluation criteria	Multiple criteria are considered and assessed including: · Eligibility check · People and community priorities o communities of greatest need o strong benefit to Māori o inactive communities o high participation o partnership · Infrastructure priorities o catchment of the facility o environmental sustainability of the facility · Strategic and financial priorities o strong strategic alignment o significant network shortfall o comprehensive facility and asset management plan
Application evaluation process	The eligibility check is completed by staff members of the Sport and Recreation team. The funding priorities assessment is done by an Independent Assessment Panel (IAP) made up of sector experts. The IAP then submits funding recommendations to the Sport and Recreation team.
Funding allocation process	The funding recommendations made by the independent panel are presented and workshopped with the Community Committee. A recommendation is then put to the Community Committee for a formal decision.
Estimated community reach	This grant usually goes to between 10 and 15 organisations who operate facilities that collectively have participation numbers of hundreds of thousands.
Community outcomes and benefits achieved	This grant allows non-council owned facilities to not only be affordable for the community but continue to be operationally viable. These facilities allow more Aucklanders to be more active, more often.
How is success measured	Success is measured by: · the overall participation impact · optimisation of the facility · asset management plans in place and in use · improvement of financial position
Data available from applicants regarding community participation and benefit	Annually, three reports are received from each recipient: 1. Participation and Facility Use Report (Q1 and Q2) 2. Participation and Facility Use Report (Q1-Q4) 3. Asset Management and Financial Annual Reports (Year One) These will be available on the SmartyGrants system once completed by the recipient.
Is the success measurement data/information requested as part of the application forms	Yes, the application form includes estimates. The estimates are used as the baseline when the recipients submit their reports.

Particulars of fund

Details

Purpose of the fund

Auckland Council’s Sport and Recreation Facilities Operating Grant supports subregional or regional, non-council operated sport and recreation facilities that help increase Aucklander’s participation in sport and recreation.

Council policy to which the grant responds

Auckland Sport and Recreation: Strategic Action Plan 2014-2024

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

Auckland Council’s Community Grants Policy 2014

Budget

The grant has a three-year funding commitment.

· Financial year 2024/2025 – $1,067,698

· Financial year 2025/2026 – $1,069,356

· Financial year 2026/2027 – $1,071,072

Detail of funding rounds

The grant has one funding round every three years.

The most recent funding round opened on
12 February 2024, with the final funding decision made on 15 August 2024.

Next funding round is expected to open in early 2027.

Evaluation criteria

Multiple criteria are considered and assessed including:

· Eligibility check

· People and community priorities

o communities of greatest need

o strong benefit to Māori

o inactive communities

o high participation

o partnership

· Infrastructure priorities

o catchment of the facility

o environmental sustainability of the facility

· Strategic and financial priorities

o strong strategic alignment

o significant network shortfall

o comprehensive facility and asset management plan

Application evaluation process

The eligibility check is completed by staff members of the Sport and Recreation team.

The funding priorities assessment is done by an Independent Assessment Panel (IAP) made up of sector experts. The IAP then submits funding recommendations to the Sport and Recreation team.

Funding allocation process

The funding recommendations made by the independent panel are presented and workshopped with the Community Committee.

A recommendation is then put to the Community Committee for a formal decision.

Estimated community reach

This grant usually goes to between 10 and 15 organisations who operate facilities that collectively have participation numbers of hundreds of thousands.

Community outcomes and benefits achieved

This grant allows non-council owned facilities to not only be affordable for the community but continue to be operationally viable. These facilities allow more Aucklanders to be more active, more often.

How is success measured

Success is measured by:

· the overall participation impact

· optimisation of the facility

· asset management plans in place and in use

· improvement of financial position

Data available from applicants regarding community participation and benefit

Annually, three reports are received from each recipient:

1. Participation and Facility Use Report (Q1 and Q2)

2. Participation and Facility Use Report (Q1-Q4)

3. Asset Management and Financial Annual Reports (Year One)

These will be available on the SmartyGrants system once completed by the recipient.

Is the success measurement data/information requested as part of the application forms

Yes, the application form includes estimates. The estimates are used as the baseline when the recipients submit their reports.

Waste Minimisation and Innovation Fund

Table Nine: Summary of Waste Minimisation and Innovation Fund

Particulars of fund

Details

Purpose of the fund

The Waste Minimisation and Innovation Fund is intended to provide seed funding to encourage and enable creative reuse and recovery of waste resources and generate economic opportunities.

Council policy to which the grant responds

The Auckland Council Waste Management and Minimisation Plan (WMMP) 2024.

The plan established the purpose of its Waste Minimisation and Innovation Fund to:

· promote or achieve waste management and minimisation

· reduce waste to landfill in accordance with the objectives of the WMMP

· foster new ideas and encourage community participation in reducing waste to landfill

Budget

The Waste Minimisation and Innovation Fund, received through the national waste levy, has a total budget of $500,000 per year. The budget is split between grant categories as follows:

· $50,000 for small grants (requesting between $1,000 and $5,000)

· $450,000 for medium to large grants (requesting between $5,001 and $50,000)

Detail of funding rounds

The grant has one funding round per annum.

The applications open on 1 August and close on 31 August of each year.

Evaluation criteria

The criteria for the fund focuses on the seeding of new initiatives including developing business and community-based resource recovery centres and programmes.

Strategic alignment is one of the criteria used to assess applications, ensuring that proposals align with the strategic objectives and guiding principles of the WMMP 2024. Proposals must also align with Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.

Applications should support mana whenua to play an active part in the management of Auckland’s natural environment by minimising waste, providing for the practical expression of kaitiakitanga.

Consideration is also given to applications showing an understanding of and the embedding of Māori knowledge, beliefs, culture and practices into thinking, project design and delivery. Proposals that explore partnerships with mana whenua are also given regard.

Applications are evaluated on the projects reducing waste to landfill and/or targeting priority waste streams.

Community participation and/or community benefit is also assessed (number and depth of engagement). Proposals should result in tangible community benefit and represent a good return on investment.

Applications are assessed on the ability to build on existing initiatives. Where possible proposals should address gaps in Auckland Council waste services and create new opportunities that would not otherwise emerge.

Proposals should be developed in consultation with other parties carrying out waste-related activities, where possible.

The applicant must be able to demonstrate a clear measurable objective and capacity to deliver on their proposal, ideally evidenced by experience in projects of a similar nature.

Application evaluation process

Applications are assessed through a three-stage process as follows:

1. All funding applications are assessed for eligibility against the Waste Minimisation and Innovation Fund guidelines.

2. Feedback is requested from subject matter experts and council staff on all eligible funding applications

An overview of feedback requested on Waste Minimisation and Innovation Fund applications

Feedback requested from	Feedback requested on	Intention
Subject matter experts	Any applications that require subject matter input regarding the waste being targeted, processes being used, or organisation applying.	To receive technical and expert input on subject matter, including the applicant, targeted waste streams, community, processes and legislative requirements.
Māori outcomes specialist	Any applications where the applicant identifies Māori outcomes.	To receive a specialist assessment of the extent of the project’s engagement with mana whenua as kaitiaki, the achievement of Māori outcomes, and Te ao Māori as integral to the project’s methods and aims.
Resource Consents Department	All applications.	To identify whether any resource consents may be triggered by the proposed project.
Sustainable Schools Team	Any applications relating to educational institutions or child-based learning.	To identify whether the applicant has been liaising with the Sustainable Schools Advisor allocated to their area. To help determine whether the project is using best practice methods, and those appropriate for the size, capacity and type of organisation.

Applications are then assessed by a panel comprised of council subject matter experts. Application assessments and ranking reflect how well the intended project outcomes align with fund priorities.

Funding allocation process

The following steps are taken to ensure recommendations are robust when allocating funding:

· The panel are required to provide comments for each of the criterion to justify each score.

· The funding is distributed across successful projects from highest score to lowest until the allocated budget is fully allocated.

· Applicants can opt-in to receive a partial funding amount if full funding is not available. Applicants must demonstrate how a partial fund will enable them to complete their project and what activities will be covered. The panel will recommend a partial amount if the project can be completed.

· If there are insufficient funds remaining for distribution across applications that scored above 50, these applications are declined due to insufficient funds.

· All applications scoring below 50 are recommended to be declined due to lack of supporting information.

A recommendation is then put to the Community Committee for a formal decision.

Estimated community reach

As the benefits of the projects, programmes and proposals have far-reaching spillover effects, it is difficult to quantify exactly how many members of the community benefit from cleaner water resources, waste minimisation and from improvements to the natural environment.

Community outcomes and benefits achieved

Applications are assessed against a set of criteria. A part of that criteria is community participation/benefit. Applicants must demonstrate how their project will include community participation and benefit.

· Applicants are required to fill in a completion report. The following information is required to measure the amount of people reached through the project.

o Total volunteers

o Total contractors

o Total audience reached

o Number of workshops/open days

o Total number of participants/attendees

o And any feedback from participants

How is success measured

Applicants are required to answer the following question in the application form:

· How will you assess whether your project has been successful?

In addition to this, successful applicants are required to report project outcomes by submitting a completion report when the project is complete.

Applicants must provide metrics of diversion, engagement, participants etc. and any supporting videos and/or images.

Data available from applicants regarding community participation and benefit

The completion reports provide the following:

· Number of workshops

· Number of attendees

· Number of volunteers

· Number of contractors

· Number of hours contributed by volunteers and contractors

· Total audience

In addition to these, applicants provide supporting videos and images.

Is the success measurement data/information requested as part of the application forms

Yes, applicants must provide a statement of what success will look like.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. Where applicable the climate impacts have been captured for the various grants. Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan sets out a path for the region to achieve its climate goals and response to Auckland’s changing climate. One of the three key elements of the climate plan is a focus on clear greenhouse gas emissions reduction targets.

20. Many of the projects recommended for funding through the various regional funding grants will contribute to the eight climate priorities of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan of:

i) Natural environment

ii) Built environment

iii) Transport

iv) Economy

v) Communities and coast

vi) Food

vii) Te Puāwaitanga ō te Tātai

viii) Energy and industry

21. The Auckland Climate Grant supports projects that lead to community climate change action to reduce carbon emissions and increase community resilience to climate impacts. This grant contributes towards Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan action area C4: Remove barriers and support community initiatives that reduce emissions and build resilience in a fair way.

22. Many of the art organisations and artist applications cover the development or delivery of online content. These grants support a positive impact on climate change due to the reduced need for people to travel to reach these services.

23. The majority of regional events impact climate through waste management and transportation to or from an event. Event permitting and grant funding agreements encourage a range of transport options. Participants are encouraged to use public transport when attending regional events. Organisers are requested to host zero waste events where at all possible.

24. The improved health of native biodiversity through conservation projects supported by the Regional Environment and Natural Heritage grant will improve the resilience of Auckland’s indigenous ecosystems against the impacts of climate change.

25. One of the key criteria for the allocation of funding through the Waste Minimisation and Innovation Fund is the potential for a project to divert waste from landfill. The diversion of waste from landfill, contributes to a reduction of greenhouse gas emissions through reducing the largest source category for the waste sector – solid waste disposal.

26. Most, if not all, of the regional grants have the reduction on climate impact as a key priority outcome criterion. All applications are considered and assessed against these criteria, prior to funding allocation recommendations.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. Various departments and units across Auckland Council and the Council Controlled Organisations (CCOs) are either potentially impacted by, or have an interest in, the intended outcomes or highlights in the applications.

28. Views on applications are sought from subject matter experts and senior staff from these areas of council during the assessment of grant applications. The feedback received is considered when presenting recommendations for funding. Some of the council group impacts are highlighted below.

29. Successful applications from the Auckland Climate Grant may impact on work in the Waste Solutions department, Community directorate and Auckland Transport.

30. Several applications for the Regional Arts and Culture grants, as well as Regional Events funding, are for projects that connect with other areas of council delivery. These include projects taking place in council venues, on council-owned land or receiving council funding for other aspects of their work. In these cases, staff consult relevant departments or CCOs that may have an interest in the applications.

31. Staff who administer the Regional Environment and Natural Heritage Grant seek input on applications from experts in other departments, particularly Healthy Waters and Flood Resilience, where relevant. Applications are also reviewed by historic heritage subject matter experts and archaeological assessments completed where necessary.

32. Council departments that are impacted by or provide input into the Sport and Recreation Facilities Investment Fund applications, may include Finance, Parks and Community Facilities and Ngā Mātārae.

33. Applications for the Waste Minimisation and Innovation Fund receive input from subject matter experts from Sustainable Schools, Waste Solutions and Healthy Waters and Flood Resilience. All applications are also reviewed by a resource consent expert and recommendations are provided to ensure that the proposed projects do not require any consents.

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

Local impacts and local board views

34. Local boards provide formal feedback to inform the development of the Auckland Council plans and policies to which these grants respond. The policies guide application assessments and funding allocations for the regional grants.

35. The Community Grants Policy 2014 provides for local boards to operate their own local grant programmes. Local boards may choose to fund local events, projects and activities, some of which may complement the grants provided at regional level, or vice versa.

36. Applications that are more suited to local board grants are referred to the appropriate funding programme for consideration. This provides an opportunity for all applications to be assessed equally for potential funding through not only regional but local funding activities.

37. During the Sport and Recreation Facilities Investment Fund contestable rounds, local boards are provided with a list of applications and invited to express concerns or objections should any arise.

Tauākī whakaaweawe Māori

Māori impact statement

38. The regional grants aim to respond to Auckland Council’s commitment to improving Māori wellbeing and empowering kaitiakitanga by providing grants to organisations delivering positive outcomes for Māori.

39. The provision of grants to projects delivered by mana whenua, contribute to the kaitiakitanga outcome of Kia Ora Tāmaki Makaurau, the council’s Māori outcomes framework.

40. In the assessment of Māori outcomes, generally higher ratings are given to submissions that are led by Māori.

41. Council’s policies recognise the responsibility to engage and build relationships with Māori. Funding policies outline council’s role in honouring Te Tiriti o Waitangi obligations. They also outline how funding will support mana whenua in helping Māori to develop and manage kaupapa Māori facilities, projects and programmes.

42. Reporting on the delivery of Māori outcomes is included in the funding agreements for all approved grants.

43. During the funding rounds, all applicants are assessed against the ‘benefit to Māori’ criteria. Generic community benefit that may also be enjoyed by Māori is considered low-alignment, whereas a ‘by Māori, for Māori’ project is considered strongly aligned.

44. A guiding principle of all of the grants is to support projects which enable Māori to participate in co-management of resources. The grants also support sustainable development of Māori outcomes, leadership, community and partnerships.

Ngā ritenga ā-pūtea

Financial implications

45. The total funds available for allocation via regional grants (excluding the Sport and Recreation Facilities Investment Fund) in the 2024/2025 financial year are $4,617,596.

46. Table 10 below provides a breakdown of the funds for each regional grant.

Table 10: Summary of funding available per regional grant fund

Fund	Budget
Auckland Climate Grant	$372,451
Ngā Hapori Momoho Thriving Communities Regional Grant	$295,000
Regional Arts and Culture Grant (Creative Communities)	$1,331,869
Regional Environment and Natural Heritage Grant	$450,578
Regional Events Grant Funding	$600,000
Sport and Recreation Facilities Operating Grant	$1,067,698
Waste Minimisation and Innovation Fund	$500,000

47. The budget allocated to the Sport and Recreation Facilities Investment Fund is $150 million over 10 years of the Long-term Plan 2024 – 2034. Additional funding of $35 million is provided over three years (financial years 2025/2026 to 2027/2028), making the total $185 million.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. Staff identify risks and address mitigation during the assessment and recommendations process. Common themes that arise are perceived inequity in grant allocation, misuse of grant funds, reputational risk, operational risk, financial risk and deliverability.

49. Thorough assessment processes, including fair and transparent decision making, and subsequent funding agreements ensure fair allocation and management of grants across the regional grants funding programme.

Ngā koringa ā-muri

Next steps

50. There are no envisaged future steps associated with this report as the content is for the information of the Community Committee members.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Comparative summary of regional grants

Ngā kaihaina

Signatories

Author

Karen Marais - Advisory Lead

Authorisers

Sam Sinton - Executive Officer Community

Rachel Kelleher - Director Community

Community Committee

25 March 2025

Regional Events Grants Fund - Allocations Financial Year 2024/2025 Round Two

File No.: CP2025/01881

Te take mō te pūrongo

Purpose of the report

1. To approve grant allocations for the 2024/2025 financial year’s Regional Events Grants Fund round two.

Whakarāpopototanga matua

Executive summary

2. The 2024/2025 financial year Regional Events Grants Fund has a budget allocation of $600,000. These grants are distributed across two funding rounds.

3. The first funding round applications were considered by the Community Committee on
24 September 2024. The committee approved the allocation of $460,500 out of the budget of $600,000 to applications for regional event grants (resolution CCCCC/2024/1).

4. Applications were sought for the allocation of the remaining budget of $139,500 through a second funding round, which opened from 5 November 2024 to 2 December 2024.

5. Six applications, totalling $222,200, were received. These were assessed using the criteria in the Events Policy 2013.

6. Generally, staff aim to be consistent in the allocation of funding to support specific events, in order to give event organisers a greater level of certainty. However, in round two, the full allocation of the fund has meant that some events will receive an increased level of funding support this year.

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a) whakaae / approve the following funding allocations for the 2024/2025 financial year’s Regional Event Grants Programme round two:

Applicant	Event	Recommended funding allocation
The Korean Society of Auckland Incorporated	2025 Korean Day	$20,000
New Zealand Rugby League Incorporated	New Zealand Rugby League National District 9s Tournament	$17,300
Balmoral Chinese Business Association Incorporated.	Auckland Moon Festival	$30,000
Te Pou Theatre Trust	Whānau Day - Kōanga Festival 2025	$17,200
Glen Innes Business Association Incorporated.	Glen Innes Te Ara Rama Matariki Light Trail	$15,000
Pacific Music Awards Trust	2025 Pacific Music Awards	$40,000
Total		$139,500

Horopaki

Context

7. The 2024/2025 financial year budget includes an allocation of $600,000 for the contestable Regional Events Grants Fund.

8. The first funding round applications were considered by the Community Committee on
24 September 2024. The committee approved the allocation of $460,500 from the budget of $600,000, to applications for regional event grants (resolution CCCCC/2024/1).

9. Applications for the second funding round for the remaining budget amount of $139,500, opened on 5 November 2024 and closed on 2 December 2024.

10. Staff received six applications for this round, totalling $222,200. See Attachment A.

11. The 2024/2025 first and second round applications combined brings the annual total to 50 applications, totalling $2,201,731. This compares with 47 applications totalling $1,687,636 in 2023/2024.

12. The events funded through the grants programme deliver on a range of outcomes. The events benefit communities through building and maintaining a sense of place and connection.

13. In 2022/2023, the Regional Events Grants Fund allocated $501,500 to 28 applications. This saw events delivered to audiences of 491,243 with 67,531 participants.

14. Reporting on the 2023/2024 programme will be provided in September 2025.

15. The role of the Community Committee, in relation to regional grants programmes, is described in the council’s Community Grants Policy (paragraph 17). The policy states that the purpose of the fund is to “award grants to regionally significant organisations, services, events and activities that benefit residents across Auckland”.

16. The policy also highlights the role of the committee in shaping the grants programme, in terms of:

· drawing on the relevant regional strategic documents to set funding priorities,

· considering staff assessments of grant applications and recommendations for which applications to fund,

· awarding grants, and

· receiving reports to understand how grants have benefited Auckland and Aucklanders.

Tātaritanga me ngā tohutohu

Analysis and advice

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

18. Each application has been assigned an overall score using the criteria highlighted below to inform recommendations (Attachment C).

19. The scores are based on the criteria in Table 1, which are weighted according to the percentages indicated for each area of consideration.

Table 1: Grant assessment criteria

Criteria	Weighting (%)
Supports key priorities	12
Delivers desired impacts	12
Expands the variety or range of events on offer	12
Level of positive community benefits generated	12
Amount of community support, involvement and/or active partnerships	12
How effectively the event was run in the past or how well planned	12
Other considerations as outlined in the policy	4
Alignment with Māori priority	12
Alignment with youth priority	12
TOTAL	100

20. Staff also considered additional factors to determine the amount of funding recommended, such as:

· the event budget,

· event plans,

· organiser experience,

· accessibility,

· previous event outcomes, and

· alignment with key Auckland dates, such as Matariki, or Auckland Anniversary weekend.

21. Whether the applicant has received significant funding from other areas of council for the same event was also factored into the assessment process.

22. The events recommended for funding:

· include many that are free/low cost to attend, to support improved equity of access,

· deliver to a range of Auckland’s diverse communities,

· are distributed across the region, and

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

23. Of the six events recommended for funding, one is sports related, and five relate to arts and culture.

24. Figure 1 shows the geographic spread of applications recommended for funding.

Figure 1: Regional distribution of events recommended for funding.

25. The recommended funding allocations are based on the assessment scores against policy criteria and consideration of the additional factors outlined in paragraph 21.

Applications recommended for funding

26. Of the six applications received, staff recommend all applications be approved for full or partial funding.

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

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

29. In the case of event grants to sporting events, the focus is on audience interest and wider social outcomes of the activity. Examples of social outcomes are social cohesion, identity and sense of belonging. This differs from other sports related grant programmes, which may focus on encouraging participation in, or the development of, a sporting activity.

30. Table 2 below outlines the events that are recommended to be approved. The table includes the funding amount and alignment with key priorities, as outlined in the funding criteria.

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

Table 2: Events recommended for funding and strategic alignment

Event	Alignment with key priorities	Requested funding ($)	Recommended funding ($)
2025 Korean Day	Cultural festival	20,000	20,000
New Zealand Rugby League National District 9s Tournament	Youth, sport, celebration of excellence	100,000	17,300
Auckland Moon Festival	Cultural festival	30,000	30,000
Whānau Day - Kōanga Festival 2025	Māori, families and children	17,200	17,200
Glen Innes Te Ara Rama Matariki Light Trail	Māori, Pasifika, youth, families	15,000	15,000
2025 Pacific Music Awards	Pasifika, celebration of excellence	40,000	40,000
Total		$222,200	$139,500

32. For the applications proposed for funding in this round, the total amount recommended represents 63 per cent of the total amount requested. This compares to proportions ranging from 43 per cent to 66 per cent for funding rounds over the preceding six years.

33. The approach for determining funding levels for individual events has generally aimed at providing continuity of funding over a period of time. Despite not being a guarantee, this helps in providing a degree of certainty around future funding to event organisers.

34. Where recommended funding differs significantly from the requested funding, it may be due to consideration being given to other sources funding received by the applicant (including from council), and factors such as the reach and nature of the event. Funding may also differ due to the recommended funding being set at a level similar to that of the funding provided in previous years. This enables the maintenance of the distribution of grants to a range of events.

Event evaluation

35. Staff evaluate the delivery of funded events through post event reports prepared by organisers. When the evaluation is undertaken, the following is taken into consideration:

· experiences of the event facilitation/permitting team,

· attendance on the day,

· media and online coverage of the event,

· elected member feedback, and

· attendee feedback.

36. The evaluation assesses whether:

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

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

· the event aligns with council policy priorities.

37. Staff attend some funded events to obtain insights on the event delivery and effectiveness. The observations inform feedback provided to organisers and future funding decisions.

38. Event evaluation is a cost-effective approach to ensuring council achieves value for money, while meeting community outcomes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

40. The event permitting process and grant funding agreements promote and encourage a range of transport options, as well as zero waste.

41. The impact of climate change and severe weather events may result in event cancellations, greater costs to mitigate weather impact, and reduced availability of certain sites for events.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42. The council regional event grants have a focus on events for Aucklanders with audiences drawn from across the region. Outcomes sought from regional events are associated with community well-being across Auckland. They focus in particular on identity, sense of belonging and connectedness, pride and spirit, and social cohesion.

43. Tātaki Auckland Unlimited, in contrast, has an interest in larger scale major events, and has provided funding to a portfolio of events. These events have clear priority outcomes relating to visitor attraction and economic benefits.

44. Some applications include events taking place in council venues or on council land or receive other council funding. In these cases, staff consult relevant departments or Council Controlled Organisations (CCOs) that may have an interest in the events. This information is considered when presenting recommendations for funding.

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

Local impacts and local board views

45. Local boards provided formal feedback to inform the development of the Events Policy 2013. The policy guides application assessment and allocation of regional event grants.

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

Tauākī whakaaweawe Māori

Māori impact statement

47. The Events Policy 2013 recognises a responsibility to engage and build relationships with Māori. This is done through designing, planning and delivering regional events of mutual interest.

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

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

50. The number of grants allocated to events with a Māori focus has increased from five last year to six this year. As a proportion of the total number of grants allocated (22 per cent) and total value of grants allocated (28 per cent) the level is consistent with longer term averages. Maintaining representation of Māori focused events within the grant programme continues to be a priority.

Figure 2: Regional funding provided to events with a Māori focus

(2024/2025 values include amounts proposed in this report)

51. The two events recommended for funding in this 2024/2025 financial year round two, and considered to have a Māori focus, are:

· Whānau Day - Kōanga Festival 2025, and

· Glen Innes Te Ara Rama Matariki Light Trail.

Ngā ritenga ā-pūtea

Financial implications

52. The total 2024/2025 contestable Regional Events Grants Fund budget is $600,000. Subsequent to the round one allocation, a total of $139,500 remains available for allocation. Staff recommend confirming the allocation of round two grants totalling the full amount.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

54. In many cases council is one of several funders making independent assessments for funding of an event. The ability of event organisers to raise funding from multiple sources increases confidence in the event proposal.

Ngā koringa ā-muri

Next steps

55. Following approval from the Community Committee, funding agreements will be prepared, which will include conditions for payment of funding.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Application Summaries
b ⇨	Prioritisation Criteria
c ⇨	Summary Schedule

Ngā kaihaina

Signatories

Author

David McIntosh - Senior Advisor - Events

Authorisers

Kenneth Aiolupotea - General Manager Community Wellbeing

Rachel Kelleher - Director Community

Community Committee

25 March 2025

Regional Arts and Culture Grants Allocation Recommendations 2024/2025 Round Two

File No.: CP2025/01846

Te take mō te pūrongo

Purpose of the report

1. To approve grants to regional arts organisations and artists through round two of the Regional Arts and Culture grants programme 2024/2025.

Whakarāpopototanga matua

Executive summary

2. The Regional Arts and Culture grants programme enables organisations, communities and artists to deliver arts and culture projects and activities across Tāmaki Makaurau. Grants delivered through this programme support the implementation of Toi Whītiki, Auckland’s Arts and Culture Strategic Action Plan and align to Auckland Council’s Community Grants policy.

3. The Community Grants policy states that Governing Body committees will award grants to regionally significant organisations, services, events and activities that benefit residents across Auckland.

4. The contestable programme has a budget of $1,331,869 for the 2024/2025 financial year, to be allocated through two funding rounds.

5. In the 2022/2023 and 2023/2024 financial years 16 multi-year strategic relationship grants were approved that still have yearly payments to be made. The commitment for these grants in the 2024/2025 financial year is $630,000.

6. This leaves a balance of $701,869 to distribute over two funding rounds for the 2024/2025 financial year.

7. Allocations of $381,440 were made in round one, leaving $320,429 to distribute in round two.

8. Sixty-four applications were received for round two, requesting a total of $1,064,478.

9. Informed by an external assessment panel, staff recommend approving a total of $320,429 in round two. The recommendation summary can be found in Attachment A of the report. A breakdown is listed below as follows:

· $217,000 to 15 audience development and programming grants

· $68,429 to six business and capacity project grants

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

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a) whakaae / approve the following allocations to arts organisations through the Regional Arts and Culture grants programme round two 2024/2025:

Organisation	Activity	Funding Allocation
Audience development and programming
Black Grace Trust	Company B season	$20,000
Atamira Dance Company	Hononga (new work)	$20,000
Te Pou Theatre	Kua Rewa Te Aihikirīmi! (The Ice Cream Is Melting!) Tāmaki kura kaupapa Māori and kura auraki tour	$15,000
Action Education Incorporated	WORD - The Front Line 2025	$20,000
Glass Ceiling Arts Collective	Ahi - After Mahuika Multisensory Theatre Production	$20,000
Ngā Rangatahi Toa Creative Arts Initiative	Manawa Ora:Manaaki	$20,000
Choirs Aotearoa New Zealand Trust	National Choirs performance and engagement work in Auckland 2025	$18,000
Indian Ink Theatre Company	‘The Kabuliwallah’ development season at TAPAC, The Auckland Performing Arts Centre	$15,000
Crescendo Trust	Youth Music Mentoring Programmes - Term 2 2025	$5,000
Auckland Writers Festival Waituhi o Tāmaki	Auckland Writers Festival Waituhi o Tāmaki	$10,000
Festival of Live Art	Festival of Live Art	$10,000
Nightsong	MR RED LIGHT Presentation: Herald Theatre, Aotea Centre, Auckland Central	$15,000
Red Leap Theatre	Wrest (new work)	$14,000
Black Creatives Aotearoa	Remount of Po' Boys n Oysters by Estelle Chout	$10,000
Bach Musica New Zealand Incorporated	Bach Musica New Zealand concert on 21st September 2025 in the Auckland Town Hall	$5,000
Total		$217,000
Business capacity and development
Te Pou Theatre	Human Resources framework review and support	$15,000
Youth Arts New Zealand	Te Kāhui Creative Writing – Financial Development and Kaupapa Strategy	$20,000
Objectspace	Objectspace 3.0: Developing a robust Business Case and defining a project budget	$10,000
Organisation	Activity	Funding Allocation
Festival of Live Art	Festival of Live Art website redevelopment.	$9,429
Show Me Shorts Film Festival Trust	Show Me Shorts Digital Upgrade Project	$9,000
Publishers Association of New Zealand	New PANZ strategic plan	$5,000
Total		$68,429
Strategic relationship grants
Manukau Orchestral Society	Provide high quality, engaging orchestral concerts and development for artists from throughout the region	$35,000 per annum for three years
Total		$35,000
TOTAL RECOMMENDED		$320,429

Horopaki

Context

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

11. This policy acknowledges that community-led organisations are experts in their respective fields. They can mobilise a range of relationships and resources to achieve goals that align with council objectives.

12. 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 strategic organisations operating at the regional level. These organisations are, or can become, the ‘cornerstones’ of a thriving arts and culture sector in Auckland.

13. In 2022/2023, the Regional Arts and Culture grants programme allocated $1,263,676 to 52 organisations. This saw projects delivered to audiences of 302,782 with over 50,000 active participants. Fifteen organisations successfully completing business development projects to help their long-term sustainability.

14. Reporting on the 2023/2024 programme will be provided in September 2025, as many of those projects are ongoing.

Tātaritanga me ngā tohutohu

Analysis and advice

15. Staff provided guidance to applicants and potential applicants. Staff and an external arts sector panel assessed the applications and made recommendations based on the arts and culture assessment matrix criteria (Attachment B). The external assessors are peer reviewers chosen to represent a range of art forms, skills and experience.

16. Staff recommend allocating $217,000 to 15 audience development and programming grants, $68,429 to six business and capacity project grants and $35,000 to one returning strategic relationship grant. Thirty-four applications were not recommended for funding (refer Attachment A), and eight did not meet the funding criteria and were not included in the assessment process.

17. Several high scoring applications are not recommended for funding at this time, as the organisations have current grants in progress from round one. These organisations will be advised to apply in the new financial year once all reporting on current grants is completed.

18. 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. This enables long term predictability of funding and assists with planning. Strategic relationship grants currently range from $20,000 - $65,000 per annum (Attachment C).

19. Funding the recommended projects and strategic relationship grants will allow council to:

· continue its relationship with regional arts organisations,

· invest in building capacity and capability so that organisations are better able to deliver their services effectively with long term benefits to the arts sector and audiences; and

· provide arts opportunities to support wellbeing and connectedness.

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

· applicants who have current grants in progress and/or multiyear strategic relationship grants were a lower priority for funding,

· 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 to be ready for consideration,

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

· requests for grants exceed the available funds.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. Many of the recommended projects are developing or delivering online content. This may support a positive impact on climate change due to the reduced need for people to travel to reach these services.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. 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 provide this information to the assessment panel.

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

Local impacts and local board views

23. Applications that are more suited to local board grants are referred to the appropriate funding programme for consideration. This provides an opportunity for all applications to be assessed equally for potential funding through not only regional but local funding activities.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

26. In this round, four applications recommended for funding are from Māori organisations. A further three applications will deliver strong Māori outcomes through work led by Māori practitioners for Māori audiences and participants.

27. 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),

· Toi Whītiki Arts and Culture Strategic Action Plan (Auckland celebrates a unique cultural identity - celebrate Māori).

28. Reporting on the delivery of Māori outcomes is included in the funding agreements for all approved strategic relationship grants.

Ngā ritenga ā-pūtea

Financial implications

29. The contestable programme has a budget of $1,331,869 for the 2024/2025 financial year to be allocated through two funding rounds.

30. In the 2022/2023 and 2023/2024 financial years, 16 multi-year strategic relationship grants were approved that still have yearly payments to be made. The commitment for these grants in the 2024/2025 financial year is $630,000.

31. This leaves a balance of $701,869 to distribute throughout this financial year. Allocations of $381,440 were made in round one. The balance of $320,429 has been recommended for allocation in round two.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. There are no significant risks associated with this report. Ongoing relationship management with applicants and grant acquittal requirements mitigate any risk of misuse of grant funding.

Ngā koringa ā-muri

Next steps

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

34. All applicants will be offered the opportunity to discuss their application.

35. Where grants are awarded that do not meet the full amount requested, appropriate outcomes for the level of funding will be discussed with the recipients. This will be reflected in the associated funding agreement.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment A: Recommendation summary
b ⇨	Attachment B: Arts and Culture assessment matrix
c ⇨	Attachment C:Strategic relationship grantees

Ngā kaihaina

Signatories

Author

Catherine George - Regional Funding Advisor

Authorisers

Sam Sinton - Executive Officer Community

Rachel Kelleher - Director Community

Community Committee

25 March 2025

Royal New Zealand Coastguard - Multi-Year Funding Agreement

File No.: CP2025/03540

Te take mō te pūrongo

Purpose of the report

1. To approve a three-year funding agreement (for financial years 2024/2025 to 2026/2027) with Royal New Zealand Coastguard Incorporated.

Whakarāpopototanga matua

Executive summary

2. Coastguard Northern Region Incorporated (CNR) was previously funded through the Auckland Regional Amenities Funding Act 2008 (ARAFA). In early 2020, CNR resolved to merge with Royal New Zealand Coastguard Incorporated (RNZC), which subsequently disqualified them from receiving ARAFA funding.

3. Auckland Council re-allocated funding originally earmarked by the Auckland Regional Amenities Funding Board for CNR to RNZC from 1 July 2020 onwards. Since the merger, RNZC has held annual funding agreements with Auckland Council.

4. The Long-term Plan 2024-2034 (LTP) provides for three years of funding for RNZC, at the amounts set out below:

FY2025	FY2026	FY2027
$780,300	$795,906	$811,824

5. Because funding is committed in multiple years of the Long-term Plan 2024-2034, it is proposed that the council enter into a three-year funding agreement with RNZC to simplify the funding process and reduce administrative burdens.

6. When funding is committed in multiple years of the LTP, it remains subject to confirmation through each Annual Budget process. Entering into a three-year agreement means that the council would be committing to the expenditure for the life of the three-year agreement.

7. The funding agreement will include specific Key Performance Indicators (KPIs) to track performance of the funding against agreed objectives. At the end of the term, the council will have the opportunity to review and reassess future agreements as needed.

8. The funding amounts for 2025-2027 will not exceed the amounts provided for in the LTP budget above.

9. If the Community Committee approves the funding allocation, council staff will work with RNZC to finalise the funding agreement.

10. It is recommended that the General Manager Community Wellbeing be authorised to approve and sign the final version of the agreement.

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a) whakaae / approve a three-year funding agreement between Auckland Council and Royal New Zealand Coastguard Incorporated for financial years 2024/2025 to 2026/2027 as follows:

· 2024/2025 financial year - $780,300

· 2025/2026 financial year - $795,906

· 2026/2027 financial year - $811,824

b) whakaū / confirm that in addition to the standard terms and conditions of Auckland Council funding agreements, the contract with Royal New Zealand Coastguard Incorporated contain Key Performance Indicators relevant to coastguard operations in the Auckland region.

c) tautapa / delegate authority to the General Manager Community Wellbeing to approve and sign the final version of the funding agreement.

Horopaki

Context

11. Coastguard Northern Region Incorporated (CNR) was one of the specified amenities that received annual funding under Auckland Regional Amenities Funding Act 2008 (ARAFA). In early 2020, CNR resolved to merge into Royal New Zealand Coastguard (RNZC). As CNR ceased to exist as a separate legal entity on 30 June 2020, it was ineligible to continue receiving funding under ARAFA.

12. In June 2021, RNZC entered into a two-year funding agreement directly with the council. The funding agreement set out Key Performance Indicators (KPIs) to be met for search and rescue, communications and education. That agreement expired on 30 June 2023.

13. Ongoing funding for RNZC has been provided for in the council’s Long-term Plan 2024-2034 (LTP) budget:

FY25	FY26	FY27
$780,300	$795,906	$811,824

14. Royal New Zealand Coastguard comprises a number of entities delivering services (all are registered charities):

· Royal New Zealand Coastguard Incorporated

· Royal New Zealand Coastguard Charitable Trust

· Royal New Zealand Coastguard Boating Education Limited

15. Funding provided by the council for financial year 2023/2024 went towards critical operating costs. Funds were used to support the delivery of the following services in the Auckland region:

· Marine search and rescue services – In Auckland, RNZC has 12 rescue vessel units, one fixed-wing aircraft unit and one communications centre, operated by both paid personnel and over 650 volunteers who are available round-the-clock to keep boat owners and operators, and others, safe on the water.

· Critical marine communications infrastructure – RNZC operate the communication networks marine very high frequency (VHF) and ultra-high frequency (UHF) which enable incident management and coordination. Royal New Zealand Coastguard also offers public boating safety services such as weather forecasting, Nowcasting, and trip and bar crossing services.

· Community education and engagement – RNZC offers 21 public boating education courses, and delivers a range of safety programmes, initiatives and campaigns in the community. These initiatives equip Aucklanders with the skills and knowledge to enjoy Auckland’s surrounding waters safely and with confidence.

16. These programmes and services all share the same goal - to save lives on the water. By supporting RNZC’s operational costs, the council is ensuring the continuity of these water-safety services on Auckland’s waters.

Tātaritanga me ngā tohutohu

Analysis and advice

17. Royal New Zealand Coastguard provides primary maritime search and rescue services. This service is tangible and important to Auckland due to its unique geographic location. Royal New Zealand Coastguard has had a long-standing relationship with the council over many years. It has consistently met the performance measures set for it in the previous funding agreements (see below table).

KPI description	FY22		FY23		FY24
KPI description	Target	Result	Target	Result	Target	Result
Rescue cover of recreational boating area	90%	Exceeded	90%	Exceeded	90%	Exceeded
Rescue vessel activation time	60 mins	Achieved	60 mins	Achieved	60 mins	Achieved
Availability	24/7, 365 days	Achieved	24/7, 365 days	Achieved	24/7, 365 days	Achieved

18. Auckland is unique within New Zealand, in that it has three large harbours (Waitematā, Manukau and Kaipara), as well as several smaller waterways. Royal New Zealand Coastguard units are located across these three harbours. Auckland is also home to approximately 1.8 million people, representing approximately one-third of the New Zealand population.

19. As noted above, Auckland is well served by 12 units ranging from Great Barrier Island in the north to Waiuku in the south. This is in addition to a coastguard air patrol based out of Ardmore and the northern communications facility located at Mechanics Bay, Auckland Central.

20. As would be expected with the large Auckland population, the demand for Coastguard services is greatest in the Auckland region. As a result, there are more members, volunteers, call-outs, training courses and generally more resources allocated to the Auckland region relative to the remainder of New Zealand.

21. Within the Auckland region, subscription membership of RNZC equates to 20,844 (2024) members, paying an annual fee of $150 for individual membership.

RNZC Members
	2022	2023	2024
Auckland - only	20,196	19,206	20,844
New Zealand	42,028	43,790	48,017
Auckland %	48	44	43

22. Royal New Zealand Coastguard’s funding currently comes from a range of sources, including central government (via New Zealand Search and Rescue), lottery grants, several councils (including Auckland), membership subscriptions and training courses. The distribution of coastguard support units across New Zealand is shown in Attachment A. This illustrates that only a few councils (Northland Regional Council, Bay of Plenty Regional Council, Waikato Regional Council and Christchurch City Council) provide funding to RNZC.

23. Royal New Zealand Coastguard advises that “regional council funding adds to central government funding, allowing RNZC to invest further in each region. Additional funds are used to prioritise higher-risk areas, focus on local needs, and address unique challenges within each region. This is particularly important in high-risk, high-fatality regions like Auckland that place significant demand on Coastguard’s services.”

24. Funding provided by Auckland Council (financial years 2020/2021 to 2023/2024) has not specified additional services to be provided into the Auckland region. Therefore, it has not been possible to quantify what additional Auckland-centric benefits have been delivered with the funding provided.

25. Royal New Zealand Coastguard advises that the number of coastguard units, training courses, geographic uniqueness of Auckland, high boat ownership levels and other similar factors, mean that more resources are simply directed into Auckland versus other areas of New Zealand.

26. The council has several options available regarding allocating this grant, these include

No.	Option	Pros	Cons
1	Do not fund	Reduced cost for council	Royal New Zealand Coastguard loses a funding stream it has received and relied on for approximately 16 years Could lead to reduced services in the Auckland region Decision making from Governing Body would be required, given the divergence from the LTP
2	Annual application/ allocation	Ability for council to assess the on-going RNZC needs Amount allocated can be adjusted up or down	Additional administrative work for both council and RNZC Hinders RNZC ability to plan longer-term based on known income streams
3	Multi-year funding agreement (recommended)	Royal New Zealand Coastguard has surety of funding for a set period – enables better budgeting and planning Lessens administrative costs, although regular reporting will still be required	Multi-year funding agreements commit council and financially and reduce the ability to change funding levels should circumstances change Unless specifically conditioned/provided for, council is only able to review on-going support near the anniversary of the multi-year agreement

27. Coastguard services, whether through CNR or RCNZ, have been recipients of council grants for approximately 16 years, mostly on an annual basis rather than through a longer-term arrangement. Noting that three years of funding is provided for in the LTP, it is recommended that RNZC be offered a multi-year funding agreement for the three-year period 1 July 2024 to 30 June 2027.

28. In May 2024, as a part of the central government budget announcements, additional funding of $63.644 million was allocated to RNZC and Surf Life Saving New Zealand Incorporated over a four-year period. Of this bulk funding, approximately $19 million was allocated to RNZC. This funding is additional to funding received from other government or government related source (e.g. New Zealand Search and Rescue).

29. The 17 May 2024 press release from the Beehive stated: “Funding for Coastguard New Zealand will cover personal protective equipment, critical marine communications equipment and the continued provision of emergency call-out rescue services for recreational boat users that get into trouble out on the water.” By implication, this includes the Auckland region.

Tauākī whakaaweawe āhuarangi

Climate impact statement

30. Auckland Council is actively working towards meeting Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan two core goals, which are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050, and

· to prepare the region for the adverse impacts of climate change.

31. With weather events becoming more extreme, there is possibility that there will be increased demand on coastguard services.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. There are no council group impacts related to the proposed funding agreement as the funding has already been provided for in the 2024-2034 LTP.

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

Local impacts and local board views

33. Throughout financial year 2023/2024, RNZC, through its various units, maintained a reliable search and rescue service that has successfully met the needs of recreational craft users across the Auckland region. Royal New Zealand Coastguard’s 12 rescue vessel units and one fixed-wing aircraft unit offer wide geographic coverage across the Auckland region.

34. The unit incident data below illustrates the impact coastguard units have had in the local community.

Unit	Hours Responding to Incidents	Number of Incidents	People brought home safely
Air Patrol Auckland	126	47	88
Auckland	3,006	302	843
Great Barrier Island	188	20	53
Hibiscus	1,284	121	320
Howick	1,187	142	387
Kaipara	249	17	41
Kawau	901	105	273
Maraetai	1,857	171	482
North Shore	1,184	148	399
Papakura	262	31	82
Titirangi	35	10	34
Waiheke	1,120	111	327
Waiuku	383	40	117
TOTAL:	11,782	Note, Coastguard cannot simply add up these numbers as quite often multiple units will respond to the same incident, rescuing the same people, which skews the results. To work out the total number of incidents and people assisted Coastguard use more in-depth data. This data showed that in FY24, in Auckland, crews responded to 1,167 incidents assisting 3,186 people

Tauākī whakaaweawe Māori

Māori impact statement

35. Te Anga Whakamua o Tautiaki Moana Aotearoa, (RNZC’s Māori and Pasifika Strategy), guides RNZC’s journey to better understanding of Te Ao Māori. The strategy also highlights the role they play in ensuring Māori are looked after on the moana, roto and awa that they are connected to.

36. This work includes increasing resourcing for preventative initiatives focused on Māori (e.g. the Ngā Hue O Hinemoa Project). It also increases cultural competency within the organisation (e.g. kaikaranga training), and nurtures relationships with local mana whenua under the guidance of Kaihautū Māori.

Ngā ritenga ā-pūtea

Financial implications

37. The former Coastguard Northern Region Incorporated is now integrated with the Royal New Zealand Coastguard Incorporated. As a result, it is difficult to have any current insight as to the financial operating results of only the northern (Auckland) region, to which it can be assumed the majority of the council grant contribution would be allocated. However, as a significant portion of New Zealand’s population reside in the northern region it is assumed that the majority of the council grant benefits Auckland’s residents.

38. The integration is seen as beneficial across all aspects of running the service. It is anticipated that this will result in some financial gains through realising operating and financial efficiencies.

39. An analysis of the consolidated financial reports for the RNZC group shows that overall, the group is very well resourced from a financial perspective and has consistently achieved large operating surpluses.

40. The decision to enter into a three-year funding agreement with RNZC will not have an adverse impact on the council’s budget, as funding for RNZC has already been budgeted for in the Long-term Plan 2024-2034.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. A three-year funding agreement with RNZC might lead to financial mismanagement if KPIs are not included in the agreement. Mitigation will include clear KPIs for the funding agreement and regularly reviewing Coastguard’s performance.

42. Royal New Zealand Coastguard financial statements are subject to independent audit every year. While this is not infallible or foolproof, it is a further mitigation step to ensure proper use of funds allocated to RNZC.

43. Prior year RNZC audited financial statements have not contained any comments relating to the misuse of funds.

44. Royal New Zealand Coastguard has advised that should funding not be granted, or granted at a lesser level than prior levels, the implications and risks would be that:

a) search and rescue services would remain unchanged,

b) reduced funding for training which will impact the capability of personnel,

c) added pressures on the volunteers which would impact volunteer retention,

d) funds earmarked for capital items may need to be deferred,

e) reduced number of education courses will be available.

45. If a three-year funding agreement is approved by the Community Committee, staff will ensure that KPIs respond to the specific implications and risks identified above, to ensure that funding achieves outcomes for Aucklanders.

Ngā koringa ā-muri

Next steps

46. If funding is approved, council staff will work with RNZC to finalise the funding agreement. The council’s General Manager, Community Wellbeing, acting under delegation, will approve and execute the final version of the agreement.

47. Staff in the council’s Community Wellbeing department will manage the agreement and the on-going funding relationship with RNZC.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Location of Coastguard Units in Auckland and NZ
b ⇨	Additional Information from Coastguard

Ngā kaihaina

Signatories

Author

Leigh Redshaw - Strategic investment Specialist

Authorisers

Kenneth Aiolupotea - General Manager Community Wellbeing

Rachel Kelleher - Director Community

Community Committee

25 March 2025

Volunteering activities supported by Auckland Council

File No.: CP2025/03343

Te take mō te pūrongo

Purpose of the report

1. To respond to the Community Committee’s request for an overview of council-supported volunteering activities, challenges and opportunities.

Whakarāpopototanga matua

Executive summary

3. Volunteering is an integral part of Aotearoa / New Zealand’s culture, brings a wide range of personal benefits, and has impact far beyond measurable economic value, with the true value of volunteering lying in the transformation it brings to people, communities and places.

4. Auckland Council has a long history of engaging volunteers in environmental, emergency management and social initiatives, and in supporting organisations that recruit and coordinate volunteers to deliver regional and local services and initiatives.

5. Volunteer activity complements council investment in services, supports the enhancement of the overall quality of life within an area, and allows more initiatives and programmes to be implemented.

6. Council has three main approaches to volunteering:

· programmes led by council or Council Controlled Organisations (CCOs)

· council-contracted programmes, and

· community-led initiatives.

7. Many council functions utilise or support volunteering as part of their service delivery model. There are also many other organisations and institutions running significant volunteering programmes in Auckland that contribute to the region’s environmental, cultural, social and economic outcomes.

8. Volunteering can be perceived as a simple and cost-effective approach for helping achieve community outcomes, but recent research into the state of volunteering, barriers to volunteering, and the lifecycle of volunteering, shows this is not the case. The research has provided considerable insights and identified many challenges and opportunities for the council, volunteers and community organisations.

9. Key insights include, volunteering requiring a strategic and aligned approach, design of volunteering programmes and initiatives using a volunteer-centric view and ensuring appropriate resourcing and management of volunteering activities.

10. This is the first of a series of reports to the Community Committee on volunteering and covers a general overview of volunteering supported by council. It is proposed that the second report, to be presented in May 2025, will cover more in-depth information on environmental and community volunteering, and a final report in July 2025 will cover any further matters the committee wishes to explore.

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a) whiwhi / receive the report on volunteering activities supported by Auckland Council

b) tuhi / note that staff will present further detail on volunteering at the May and July 2025 committee meetings.

Horopaki

Context

Overview of volunteering

11. Volunteering is an altruistic activity where an individual or group freely gives time to benefit a cause or another person, group or organisation. Volunteers do not expect payment for the work they do and must not receive any payment. Volunteering has positive benefits for the volunteer as well as for the cause, person, organisation or community served.

12. In 2020 the United Nations described four key components to volunteering and five volunteering categories.

A diagram of different colors

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13. Organisations can have different obligations towards volunteers depending on whether they are considered casual volunteers or volunteer workers.

· Casual volunteers / informal volunteering – this can be informal (e.g. helping a neighbour with their grocery shopping) or micro volunteering (short bursts of one-off volunteering). They are classed as ‘other persons at a workplace’, treated in the same way as visitors and customers.

· Volunteer workers / formal volunteering – this takes place through a group or an organisation. This can be one-off experiences or longer-term roles. In New Zealand they are classed as ‘workers’ under the New Zealand Health and Safety at Work Act (2015).

14. Volunteer workers are not employees, so are not covered by employment law, but they are covered by New Zealand’s health and safety laws and have specific rights. These include:

· being given enough training to do the volunteer work,

· working in an environment that is healthy and safe,

· not being used to fill a position that previously belonged to a paid worker,

· having any confidential private information protected in line with the organisation’s privacy policy,

· being reimbursed for any out-of-pocket expenses incurred on behalf of the host group or organisation (in line with any expense policy), and

· not being subjected to unlawful discrimination or sexual and racial harassment.

Benefits of volunteering

15. People volunteer for various reasons – they may be passionate about a cause, unemployed, retired, or have skills and available time that they want to use to help others.

16. Volunteering brings a wide range of personal benefits including enjoyment, a sense of purpose and belonging within the community, higher levels of life satisfaction, and a feeling of connection. Volunteering also improves health, wellbeing and social relationships, and many volunteers can describe life-changing outcomes from volunteering.

17. Benefits of volunteering also include:

· Making a difference - volunteers help to provide community services, support people in need, help improve the environment and make cities, towns and communities a better place to live.

· Learning new skills - volunteers can learn about different cultures, develop leadership skills, and gain experience in a variety of fields. Having volunteering listed on a resume can be a positive addition as it shows prospective employers a willingness to get involved in the community. Recent research by Deloitte showed that 82 per cent of employers preferred applicants with volunteering experience.

· Meeting new people – volunteers can meet people from all walks of life and learn about different cultures and perspectives.

· Having fun – volunteers generally choose volunteer activities that they enjoy, are fun, and leave them fulfilled.

The future of volunteering

18. The future of volunteering is both promising and uncertain. Volunteer numbers are fluctuating. The pandemic accelerated a decline in traditional forms of volunteering, and as life has returned to a new ‘normal’ there are shifts in how people want to volunteer. Short-term, project-based volunteering and virtual opportunities are becoming more popular, especially among younger people

19. Technology is reshaping how people engage, and new trends are emerging. Younger generations are eager to volunteer but are seeking experiences that align with their values and fit into their flexible, fast-paced lives.

20. There is a growing awareness of the need for diversity and inclusion in volunteering. To truly reflect society, volunteer opportunities should make people from all backgrounds feel welcome and empowered to contribute. This means removing barriers to participation, such as transportation, language, or accessibility challenges, and creating spaces where everyone feels they belong. Future volunteering models will need to be more inclusive, flexible, and tech-savvy.

21. There is also a growing awareness and interest from corporates to contribute staff time, expertise and resources to public good initiatives. A pandemic, civil emergencies and natural disasters in New Zealand further highlight the importance of people and organisations giving their time, skills and resources.

Volunteering in New Zealand

22. Volunteering has always been an integral part of Aotearoa New Zealand’s culture. Communities come together to support those in need, with volunteers making a significant contribution to the social development, economy and environment of New Zealand.

23. The 2024 State of Volunteering in Aotearoa New Zealand Report states that volunteering in Aotearoa is strong, but it’s also evolving. The ‘volunteering and giving’ sector contributes close to eight billion dollars of value, with the associated socio-cultural and environmental benefits being vast and aligning strongly with local and central government strategies and programmes of work.

24. The report notes that the impact of volunteering goes far beyond the measurable economic value, with the true value of volunteering lying in the transformation it brings to people, communities and places.

25. Nearly one in three New Zealanders volunteer their time, with Auckland leading the way (approximately 47 per cent) across a variety of sectors, from environmental projects and youth services to food distribution and community health.

26. In Auckland, one of the most culturally diverse cities in the world, volunteering creates opportunities for people from different walks of life to connect, understand one another, and build relationships based on shared values. In an age where isolation and division can easily take root, volunteering remains a powerful antidote.

The role and value of volunteering to local government

27. All councils support volunteering and integrate volunteers into many aspects of their functions and services. Volunteers complement council investment in services, helping enhance the overall quality of life within a local area by allowing for more initiatives and programmes to be implemented. Volunteers do not generally deliver core council services / minimum service levels, as the requirement to meet performance or service KPIs means that people are no longer volunteering and would instead, need to be employed.

28. Key reasons councils value volunteers:

· Increased capacity - volunteers can take on tasks that would otherwise require hiring additional staff, expanding the reach of council services.

· Community engagement - by involving residents as volunteers, councils foster a sense of ownership and connection to the community, leading to increased participation and better decision-making.

· Diverse skills - volunteers often bring unique skills and perspectives not readily available within council staff, allowing for more innovative solutions to local issues.

· Local knowledge - volunteers with deep understanding of their neighborhoods can provide valuable insights to council initiatives.

· Community building - volunteering opportunities can bring people together, fostering social connections and building a stronger community spirit.

· Value-add - volunteers work without payment, so can provide a valuable ‘top-up’ workforce (temporary or semi-permanent) to complement core service levels.

Tātaritanga me ngā tohutohu

Analysis and advice

Auckland Council volunteering programmes and support

29. Auckland Council has a long history of engaging volunteers in environmental, emergency management and social initiatives, and in supporting organisations that recruit and coordinate volunteers to deliver regional and local services and initiatives.

30. Council has three main approaches to volunteering:

a) Auckland Council designs and delivers the volunteer programme (council-led or CCO-led)

b) Auckland Council contracts community organisations to design and deliver a specific volunteer programme (council-contracted)

c) Auckland Council supports community organisations who have volunteers as a part of their operating model through funding and advisory (community-led)

31. Many council services and community-led social, cultural, economic and environmental initiatives are also supported directly by council and CCO staff who volunteer in their personal time and through their annual ‘Community Day’.

32. There is currently no central coordination, oversight or reporting on all volunteering activities across council. The table below outlines a selection of examples from across the council group. This does not include local board grants for community organisations and projects.

Council department / CCO	Programme / initiative	Approach
Parks & Community Facilities	Regional Parks Volunteer Programme	Council-led
	Local Parks Ecological Volunteering Programme	Council-led Council-contracted Community-led
	Auckland Botanic Gardens Volunteer Programme	Council-led Community-led
	Te Waka Tai Ranga Whenua – Maunga Volunteer Programme	Council-led
Environmental Services	Community Coordination and Facilitation Grant	Council-led Community-led
	Regional Environment and Natural Heritage Grant	Council-led Community-led
	Expanding Community Action Programme	Council-led Community-led
	Fostering Business Volunteering and Investment Initiative	Council-led Community-led Private sector partnerships
Healthy Waters	Wai Ora Partnerships	Council-contracted Community-led
Healthy Waters	Waterway Protection Fund	Community-led
Community Wellbeing	Volunteering Auckland Partnership	Community-led
	Libraries Volunteer Programme	Council-led
	Events Programme	Council-led
	Sport and Recreation Programme Grant	Community-led
	Sport and Recreation Facilities Operating Grant	Community-led
	Sport and Recreation Facilities Investment Fund	Community-led
	Sport and Recreation Facility Plan Implement Grants	Community-led
	Regional Arts and Cultural Project Grants	Community-led
	Regional Arts and Culture Strategic Partnerships Grants	Community-led
	Community service organisations that focus on citizen advice, learning & education, connection & collaboration, community safety, homelessness etc	Community-led
	Community venues, hubs, arts and culture facilities	Community -led
	Thriving Communities Grant	Community-led
	Cultural Initiatives Fund – Marae Development	Community-led
Waste Solutions	Waste Minimisation & Innovation Fund	Community-led
	Love Food Hate Waste Fund	Community-led
	Zero Waste Events Fund	Community-led
Auckland Emergency Management	Auckland Response Teams	Council-led
Governance and Engagement	People’s Panel	Council-led
Auckland Transport	Walking Schools Buses	CCO-led
Tātaki Auckland Unlimited	Major Events Volunteer Programme	CCO-led
	Auckland Art Gallery Volunteer Programme	CCO-led
	MOTAT Volunteer Programme	CCO-led
	Auckland Zoo Volunteer Programme	CCO-led
	Maritime Museum Volunteer Programme	CCO-led

Other Auckland volunteering programmes

33. There are also national and regional organisations and institutions that run significant volunteering programmes in Auckland.

34. These include Volunteering Auckland, the Auckland War Memorial Museum, Auckland City Mission, SPCA, Department of Conservation, Conservation Volunteers New Zealand, Forest & Bird, Plunket, Community Patrols of NZ, Hospice Services, Girl Guiding NZ, IHC NZ, Red Cross NZ, Belong Aotearoa, the Big Buddy Programme, Cancer Society, Dress for Success, Age Concern etc.

35. Volunteering opportunities in Auckland are widely promoted on various websites, social media platforms, and through organisation’s contact centres.

Recent council research and options on volunteering

36. In the past five years, there have been two strategic council-led projects related to volunteering; Volunteer Connect | Te Hononga Tūao and Volunteer Lifecycle Mapping and Insights. There has also been a Long-term Plan 2024-2034 Options Paper on community-led action for the Natural Environment Investment Area.

Volunteer Connect | Te Hononga Tūao

37. The Volunteer Connect project was led by the Environmental Services department in 2022. The project researched the pain points of volunteering, identified the most significant barriers to volunteer and sponsor participation in Tāmaki Makaurau Auckland and recommended a volunteer management system to give organisations (including Auckland Council) the tools to effectively manage and scale up volunteer and sponsor activity.

38. The project was initially focused on conservation, looking at better understanding volunteer management requirements for Auckland Council and the Department of Conservation, to improve volunteer experiences and increase volunteer numbers in conservation. Through Council’s research and growing stakeholder interest in the project, the scope and vision broadened to include both environmental and social volunteering sub-sectors. A summary of the project is provided in Attachment A. Outputs from this project have been included in the insights, challenges and opportunities summaries below.

Volunteer Lifecycle Mapping and Insights

39. Led by the Parks and Community Facilities department in 2024, the Volunteer Lifecycle Mapping and Insights project undertook a lifecycle needs assessment to understand what ecological volunteers need at different stages of their volunteer journey, enabling the Parks Volunteering and Environmental Programmes team to target resources to the areas of highest need.

40. The project documents the existing lifecycle of volunteers in local parks and what is currently being offered to support and enable them at different stages. Interviews were undertaken with current volunteers about their preferred experience at different points along their volunteering journey and how processes and support could be improved. Outputs from this project are detailed in the research insights, challenges and opportunities summaries below.

Community-Led Action for the Natural Environment Investment Area

41. The Long-term Plan 2024-2034 Options Paper 12 on investment for the natural environment was led by the Environmental Services department in 2023. The options paper focused on how communities and volunteers could take a more active role in the development, funding and caring for Auckland’s green spaces, with specific policy advice requested on the settings that currently prevent communities from using berms, public land and green spaces.

42. The paper outlined the existing delivery model to grow stewardship of green spaces and the barriers to changing or adapting this model to a more community-led approach. Three options were then provided on retaining the status quo, reducing investment and increasing investment. Outputs from this project a have been included in the insights, challenges and opportunities summaries below.

43. Copies of all three project reports are available on request.

Volunteering - research insights

44. A summary of key insights from the latest volunteering research, reports and informal interviews with council teams that coordinate, and support volunteering is detailed in the table below

Topic	Insights
Role of volunteers	· Volunteering should be carefully considered as part of service design, with clear delineation between core service levels and volunteer added or enhanced service levels. · Barriers to moving services from ‘contracted-out’ to ‘volunteer-delivered’ include the ability to ensure best-practice outcomes and reliability of service provision, risk management and legal accountabilities, and health, safety and wellbeing of volunteer workers, customers and visitors.
Changing volunteer landscape	· The future of volunteering is both promising and uncertain, with volunteer requirements changing rapidly. · Future volunteering models will need to be more inclusive, flexible, and tech-savvy.
Motivation	· Volunteers are generally motivated by a desire to give back to the community, with social connection, family involvement and personal links strongly guiding people’s choice of volunteer activity. · Volunteer motivations need to be recognised by organisations and managers and then given due consideration in volunteer programme design.
Approaches to volunteering	· Volunteers are not ‘free’ to organisations. Developing volunteer programmes and engaging and managing volunteers are skilled activities that need to be appropriately resourced. · Different approaches to designing and delivering volunteering activities (such as in-house or contracted programmes) have different costs and benefits. Council selects approaches based on the best alignment and integration with core functions and service delivery design. There is no one-size-fits-all approach.
Volunteer engagement and management	· Volunteers are not employees, so how they are engaged, managed and contribute needs to be clearly defined and managed. · Working with volunteers requires that managers engage and utilise volunteers strategically and in ways that will leave both the organisation and the volunteer enriched by their service. · For volunteers, training and skill development is important, and for some, autonomy and a sense of self-direction is desirable.

Challenges

45. A summary of the key challenges for volunteers, community organisations, and for council supporting volunteering programmes is detailed in the table below.

Topic	Challenges
Perception of volunteering and the role of volunteers	· Volunteering can be perceived as a simple and cost-effective approach to help achieve environmental, cultural, social and economic outcomes, but it is in fact reasonably complex and requires appropriate management and resourcing. · There can be unrealistic expectations within organisations about the role of volunteers, the outcomes they can achieve, and how they are managed. Volunteer efforts can be inconsistent, with volunteer managers needing to use tools such as incentives, guidance, encouragement and support, rather than KPIs and performance management processes. · There is a low understanding of the energy and time needed to build strong, trust-based relationships with volunteers to enable productive collaboration and co-design.
Barriers to volunteering	· There are consistent barriers to volunteering being experienced across New Zealand, including people being time poor and needing to prioritise paid employment; health and safety concerns, onerous training requirements, and lack of reimbursement and recognition.
Data and information	· Accurate and easily accessible data is critical for engaging volunteers, reporting, and securing future funding. Volunteer groups are consistently asking for support with volunteer data management and for funding for effective volunteer management systems. · Volunteers are managing more complex operations over public and private land (often on behalf of council), yet they do not have the same access to information as staff do (like mapping, landowner information, planning and legal guidance etc).
Funding	· Volunteer and community organisations find securing contestable funding and grants an on-going challenge. · Funding is increasingly competitive and difficult to obtain, and community organisations and groups have expressed that continually having to apply for funding can be exhausting and emotionally draining due to the uncertainty. · It can be difficult to measure the contribution of volunteer activities to achieving long-term outcomes, so it is difficult for them to secure long-term funding.
Volunteers navigating and aligning with council-delivered mahi	· Volunteers can feel frustrated with the multiple touchpoints in council depending on where their volunteer activities occur. · This frustration extends to difficulties coordinating with council contractor activity, as most contracts do not require contractors to engage with volunteers.
Recruiting and retaining volunteers	· Recruitment and retention of volunteers is a perennial challenge, with nearly 50 per cent of organisations reporting that ageing volunteers are amongst their greatest challenges. This is combined with a near-universal belief that it is difficult to engage younger volunteers (which research has proven to be inaccurate). Young people do volunteer but prefer short- term CV-building opportunities and volunteering that is strongly values-aligned. · Fifty per cent of organisations report not having enough volunteers, while 65 per cent note that their biggest challenges include not having enough time or resources to support their volunteers. · Other factors that organisations find challenging include raising visibility of volunteering opportunities, matching volunteers to the right opportunities, on-boarding volunteers, recognising and rewarding volunteers, and health, safety and wellbeing responsibilities.

Opportunities to build and support volunteering

46. A summary of some key opportunities to build and support volunteering in Auckland is detailed in the table below.

Topic	Opportunities
Strategies, operating models and programme design	· Developing clear, deliberate and endorsed volunteering strategies that demonstrate how volunteering activities support council, community and Māori outcomes, and are integrated into service design. · Designing volunteering programmes that are ‘volunteer-centric’ and address the rapidly changing needs and motivations of volunteers in order to harness a new wave of volunteers and address barriers to volunteering. · Reviewing council volunteer programmes, and the support provided to volunteering activities to ensure alignment with strategic outcomes and appropriate resourcing.
Partnerships with mana whenua	· Co-designing with mana whenua ways to increase support and strengthening partnerships between volunteering activities and mana whenua.
Outcomes, impacts and insights	· Collaborating across organisations to develop and improve the collection and management of volunteering data to assist with outcome and impact reporting and identify insights to drive continuous improvement.
Volunteer infrastructure and engagement	· Improving access to, and use of effective volunteer management tools to improve efficiency, engagement and reporting. · Ensuring appropriate levels of investment in volunteering infrastructure, including management tools, training for volunteers and volunteer managers, and enhanced use of technology. · Improving the recognition of volunteer effort, contribution, and highlighting volunteer achievements. · Increasing access to, and awareness of volunteering opportunities, and sponsor and support opportunities.
Sponsors / supporters	· Continuing to explore strategies and approaches to connect businesses and sponsors and their resources to volunteering initiatives, organisations and projects.
Council’s role in volunteering	· Establishing a volunteering ‘community of practice’ that can support and encourage best practice, investigate shared volunteer management systems, develop consistent approaches to outcomes monitoring and reporting, coordinate planning and streamlining of support for volunteer and community organisations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

47. Consideration of climate impact takes place at a programme and project level.

48. Many of the environmental and transport volunteering activities have positive climate impacts in the form of reduced carbon footprint, carbon sequestration, and improved land stability and resilience.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

49. The content of this update report has been provided by specialist staff from Parks and Community Facilities, Community Wellbeing, Environmental Services, Healthy Waters and Flood Resilience, Emergency Management, and Waste Solutions.

50. Auckland Transport and Tātaki Auckland Unlimited have confirmed the CCO-led volunteer programmes.

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

Local impacts and local board views

51. Local benefits derived from volunteering include helping to enhance the overall quality of life within a local area by allowing for more initiatives and programmes to be implemented. This is achieved through bringing people together, fostering social connections, building a stronger community spirit, and bringing valuable local insights and knowledge to enhance locally provided council services and projects.

52. Local boards support and fund many of the community organisations that engage local volunteers, and they also fund some volunteer programmes and initiatives. Local boards also play a vital role in identifying and channelling community interest and enthusiasm into volunteer programmes and making strategic connections between initiatives and groups.

53. Local boards provide guidance and feedback on volunteer programmes and initiatives through annual work programme planning and regular reporting processes.

Tauākī whakaaweawe Māori

Māori impact statement

54. Engagement with Māori takes place at a programme and initiative level, with a focus on mātauranga Māori, kaitiakitanga, applying a te ao Māori lens, and building strong place-based approaches and relationships.

55. A number of programmes have Māori outcomes at their core, are co-designed with Māori and are supported by Māori specialists within the council, with some programme design and delivery undertaken by Māori organisations and suppliers.

56. In undertaking volunteer activity, volunteers are encouraged to understand the history of the area they are working in, be informed about the views of mana whenua and to consider opportunities for developing a shared direction and vision.

57. Environmental Services has worked closely with mana whenua to develop guidance for volunteers on how to engage with mana whenua on conservation projects^{^[1]}, including support for cultural inductions.

58. This approach supports council to meet its legal obligations to Māori, including responsibilities derived from Te Tiriti o Waitangi / the Treaty of Waitangi, and deliver on Kia Ora Tāmaki Makaurau: Māori Outcome Performance Framework.

59. Māori benefit from this approach by being able to shape narratives and share traditional kaitiaki approaches. Our communities benefit by increasing their understanding of the Māori worldview, Maori connection to te Taiao (the environment), and the rich history of our local parks.

Ngā ritenga ā-pūtea

Financial implications

60. The funding of volunteer programmes and initiatives is undertaken as part of the annual and long-term budget planning process.

61. Volunteer activity complements and leverages council investment in community service provision, allowing for more initiatives and programmes to be implemented.

62. The overall financial benefits of volunteering to council cannot be quantified at this time due to there currently being no central coordination, oversight or reporting on volunteering activities.

63. Current examples of volunteer value include:

· Local parks volunteering – 133,000 volunteer hours annually, which equates to $3.7 million value at the living wage.

· Environmental Services Community Coordinator Grant – 276,431 volunteer hours annually, which equates to $7.6 million value at the living wage.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

64. The current approach to volunteering activities at Auckland Council has inherent risks, including:

· Strategic – the council’s strategic outcomes may not be achieved if all volunteer activities are managed centrally rather than being functionally aligned to service provision delivered by council departments. However, it is also noted that the current approach allows for responsiveness and agility in approach where it is required.

· Operational – the council’s service level commitments may not be met if volunteers are relied upon to deliver core services, as volunteering resources can be inconsistent and variable. Doing so also has broader regulation implications.

· People – there could be staff health, safety and wellbeing issues if volunteering activities and programmes aren’t appropriately resourced due to unmanageable workloads.

· Reputational – there could be damage to the council’s relationships with Māori and the wider community if council reduced or withdrew current resourcing and support for volunteering.

· Legal – under the New Zealand Health and Safety at Work Act (2015) there is potential for legal proceedings if volunteering activities and programmes aren’t managed by suitably trained staff.

65. Risks are currently managed at a programme and initiative level, with mitigations applied as required.

Ngā koringa ā-muri

Next steps

66. It is proposed to provide an in-depth update on community and environmental volunteering programmes, including insights provided by Volunteering Auckland and Conservation Volunteers New Zealand, at the Community Committee meeting in May 2025.

67. Direction will be sought from the committee on the focus for a report to be presented at the July 2025 meeting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Volunteer Connect Summary

Ngā kaihaina

Signatories

Authors

Trish Kirkland-Smith – Volunteer Manager, Specialist Operations, Parks and Community Facilities

Martin van Jaarsveld – Head of Specialist Operations, Parks and Community Facilities

Authorisers

Sam Sinton - Executive Officer Community

Rachel Kelleher - Director Community

Community Committee

25 March 2025

Update on the Welcoming Communities programme

File No.: CP2025/03368

Te take mō te pūrongo

Purpose of the report

1. To respond to the Community Committee’s request for progress and insights from the Welcoming Communities programme.

Whakarāpopototanga matua

Executive summary

2. Welcoming Communities is an international programme led in Aotearoa New Zealand by the Ministry of Business, Innovation and Employment (MBIE) to assist councils and their communities to create more welcoming and inclusive environments for newcomers to their area. Newcomers include recent migrants, former refugees, international students and people coming from other parts of Aotearoa New Zealand.

3. Welcoming Communities recognises the significant contribution that newcomers make to the economic and social dynamism of cities. Its core aim is that everyone feels welcome and can thrive in their new community, and the outcomes sought are strongly aligned with the Auckland Plan, Ngā Hapori Momoho / Thriving Communities and Kia Ora te Ahurea objectives.

4. Tāmaki Makaurau Auckland is the primary destination for new migrants to Aotearoa New Zealand and both Welcoming Communities and Auckland Council’s strategic framework recognise the importance of ensuring the participation of our very diverse communities in all aspect of the city’s life.

5. A strong priority is to nurture intercultural connections, acknowledge the role of mana whenua and celebrate the Māori identity of the city as well as its numerous cultures and traditions.

6. The Ōtara-Papatoetoe, Whau, Puketāpapa, Albert-Eden and Kaipātiki Local Boards have participated in the Welcoming Communities programme since March 2023, following a decision to join in August 2022.

7. MBIE contributes funding of $50,000 per year per local board for this initial phase of the programme until March 2026 ($750,000 in total for three years). This funds four coordinators and supports iwi engagement and programme activities.

8. The local boards adopted Welcoming Plans in December 2024, are investing to progress the implementation of new activities, and are seeking accreditation as Welcoming Communities under the programme’s accreditation scheme.

9. The implementation of this programme in Tāmaki Makaurau Auckland has brought to light useful insights from the experiences of newcomers as they settle into their new communities, and from iwi perspectives on their role in welcoming newcomers. It has also highlighted how communities are responding to the needs of a growing and increasingly diverse population, and how the council contributes to successful settlement outcomes.

10. The settlement process involves learning about and interacting with agencies across the central government, local government, community and private sectors. The programme is progressing new initiatives and improvements to create more welcoming and inclusive environments for newcomers, using the council’s extensive network of facilities, iwi, central government and community partnerships, services, programmes and digital resources.

11. These include:

· orientation resources and activities – a point of access for newcomers through both digital and community programmes,

· activities that build inter-cultural connections and help newcomers understand and appreciate the cultural heritage of their area,

· activities that encourage civic engagement and participation, including understanding the relevance of Te Tiriti o Waitangi in contemporary Tāmaki Makaurau Auckland,

· resources that increase newcomers’ access to business and employment skill building opportunities,

· capability building across community-facing services.

12. Many of these activities will be trialed in the next twelve months in the five local board areas. Staff are also advising other local boards on what activities they might like to consider through their 2025-2026 work programmes to increase their engagement with newcomers.

13. The partnership with and funding support from MBIE has enabled new collaborations with central government agencies at regional and local levels to better meet the needs of newcomers. The funding contribution ($250,000 per year) will cease in April 2026 at the end of the current agreement, and it is not clear at this stage what further support may be available from MBIE beyond this timeframe.

14. The role of the coordinators enabled through this investment has been critical to understanding gaps, identifying opportunities, creating new connections and fostering innovation at local board level.

15. Auckland Council has matched this investment with:

· staff resources dedicated to supporting the delivery of the programme and creating regional collaborations,

· regional investment in the development of resources and partnerships,

· local board investment in new local activities.

16. There is growing interest from local boards in the type of activities developed through the programme. Over the next twelve months, staff will assess the impact of new activities and of the programme. Staff will develop options for the programme in the medium term, beyond the timeframe of the current partnership with MBIE. This will include consideration of the risk that support may not be available from MBIE to support the expansion of the programme to additional local boards to sustain regional impact long term.

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a) whiwhi / receive the update on the Welcoming Communities programme.

Horopaki

Context

Welcoming Communities – Te waharoa ki ngā hapori programme

17. Immigration New Zealand / Ministry of Business, Innovation and Employment (MBIE) is leading a Welcoming Communities – Te Waharoa ki ngā Hapori programme under the guidance of the New Zealand Migrant Settlement and Integration Strategy and the New Zealand Refugee Resettlement Strategy.

18. Welcoming Communities is part of Welcoming International, a coalition of initiatives currently in seven countries (also including Australia, Canada, France, Germany, the United Kingdom and the United States) to advance inclusion and belonging in localities worldwide.

19. Welcoming Communities supports local authorities and their communities to create welcoming and inclusive environments for newcomers, i.e. recent migrants, former refugees, international students and people coming from other parts of Aotearoa New Zealand. From MBIE’s perspective, there is an assumption that the programme contributes to retaining a skilled migrant workforce and to building “healthier, happier and more productive communities” (Welcoming Communities on MBIE’s website)

20. In 2021/2022, Auckland Council investigated the possibility of joining Welcoming Communities. The Parks, Arts, Community and Events (PACE) Committee was updated via memo on 14 December 2021 and a briefing note to PACE Committee Chair Cr Filipaina on 15 September 2022.

21. The Puketāpapa, Albert-Eden, Whau, Ōtara-Papatoetoe and Kaipātiki Local Boards resolved to submit their application to join the programme in August 2022. The programme started in March 2023 and is running in its current form until June 2026.

22. The Ministry of Business, Innovation and Employment contributes $50,000 per year per local board to the programme for three years ($250,000 per year between March 2023 to March 2026). This is allocated towards the remuneration of four coordinators and to supporting iwi engagement and programme activities.

23. In addition, the Community Innovation team (Community Impact Unit, Community Wellbeing Department) allocated regional funding of $25,000 in Financial Year 2022/2023, $76,000 in 2023/2024 and $25,000 in 2024/2025. This supported the development of programme resources, key sector partnerships and seed funding for innovative and impactful activities that respond to priorities that are common to all local boards.

24. Four Welcoming Communities coordinators are responsible for leading the programme in each local board area. The Community Innovation team manages the programme at the regional level, supporting local implementation, coordinating regional activities and leading iwi and regional stakeholder engagement.

Welcoming Communities Standard and welcoming plans

25. At the heart of Welcoming Communities is the outcomes-based Welcoming Communities Standard (the Standard), which provides a benchmark for what a successful welcoming and inclusive community looks like. The programme encourages local authorities to develop welcoming plans to guide decision making on new policies and activities to achieve the standard’s outcomes. These outcomes include:

1. Inclusive Leadership

2. Welcoming Communications

3. Equitable Access

4. Connected and Inclusive Communities

5. Economic Development, Business and Employment

6. Civic Engagement and Participation

7. Welcoming Public Spaces

8. Culture and Identity

26. Welcoming plans were adopted by each of the five local boards in December 2025. These are the result of analysis of current policies and activities, and engagement with mana whenua, community groups and community services providers, including council services. They identify new activities or changes to existing activities to make services, programmes and places run by the council and community partners more welcoming and inclusive for newcomers.

Strategic alignment

27. Welcoming Communities’ core goal is to create communities where everyone can belong, participate, contribute and thrive. It helps increase social engagement, build social connections and grow social inclusion. It generates economic, social, civic and cultural benefits for the community.

28. The activities developed through the programme align strongly with the Auckland Plan Outcome of Belonging and Participation and the following key Focus Areas:

· Focus Area 1: Create safe opportunities for people to meet, connect, participate in, and enjoy community and civic life.

· Focus Area 2: Provide accessible services and social and cultural infrastructure that are responsive in meeting people's evolving needs.

· Focus Area 3: Support and work with communities to develop the resilience to thrive in a changing world.

· Focus Area 4: Value and provide for Te Tiriti o Waitangi/the Treaty of Waitangi as the bicultural foundation for an intercultural Auckland.

· Focus Area 5: Recognise, value and celebrate Aucklanders' differences as a strength.

29. The programme activities also align with the Thriving Communities Action Plan - Ngā Hapori Momoho. They increase council engagement with communities and build community capacity and capability to participate. The activities use a collaborative and empowering approach that brings together central government, council, local boards, local residents and community stakeholders. Specifically, the programme activities align with the following objectives:

· increase access and participation,

· grow community and inter-cultural connections,

· enable local leadership and innovation.

30. The programme also aligns with Kia Ora Tāmaki Makaurau, and particularly Kia Ora te Ahurea, as it partners with iwi to grow newcomers’ knowledge, understanding and appreciation of the Māori identity and culture of Tāmaki Makaurau.

Welcoming Communities accreditation

31. Members of Welcoming Communities can choose to become accredited through a four-stage accreditation model. Accreditation formally recognises that the council/local board and community are working to achieve the outcomes in the Welcoming Communities Standard.

32. The four stages are:

· Stage one – Committed

· Stage two – Established

· Stage three – Advanced

· Stage four – Excelling

33. In December 2024, the five local boards decided to seek accreditation as Committed Welcoming Communities. Applications are being progressed, which should result in accreditation in May or June 2025.

34. As noted on the Welcoming Communities website (Immigration New Zealand), accreditation as a Committed Welcoming Community formally recognises that a council or a local board with its community:

· values newcomers,

· is committed to building welcoming and inclusive communities,

· is taking active steps to create an environment where all residents can thrive and belong.

Tātaritanga me ngā tohutohu

Analysis and advice

Insights from the programme

35. The five local boards currently participating in the programme all have different demographic make-ups, community, and social infrastructures. The welcoming plans identify the specific challenges and opportunities that exist in each local board area and propose new activities or changes to local board work programmes to embed welcoming and inclusive practices.

36. Some of the challenges experienced by newcomers as they settle into their new community include access to adequate housing and employment, navigating the health, education or social support systems, or experiences of discrimination and racism. These impact people’s ability to participate and develop feelings of inclusion and belonging. However, it is noted that councils have a limited ability or mandate to address or influence these matters. The programme has identified some common themes across the five local boards where improvements could have the most impact:

a) Access to information: It is important to be able to access adequate and relevant information in the first stages of settlement. However, this can be difficult for people with little knowledge of local institutions and systems, limited social networks, English language or digital literacy. Information is dispersed across many different media and from many different sources. The council’s extensive network of community facilities, information channels and community partnerships offer a wide range of opportunities to increase the accessibility of information.

b) Collaborations across service providers and community groups: Community-facing council services are some of the key “touchpoints” for newcomers as they settle into their new community. Others include organisations that aid new migrants or former refugees; service providers, including central government agencies and information services such as Citizen Advice Bureaux; cultural and religious organisations; schools and tertiary institutions; and business and employment support services. There are significant advantages in having a more integrated and coordinated approach across these sectors so newcomers can easily access the services and reliable information they need.

c) Māori identity and culture: Mana whenua entities who have engaged in the programme have identified that as mana whenua, the iwi (tribes) and hapū (subtribes) of Tāmaki Makaurau Auckland play a central role in welcoming newcomers to their rohe (region). Guided by the concept of manaakitanga (hospitality and care for others), mana whenua provides opportunities for new migrants and former refugees to connect with the unique cultural identity of Tāmaki Makaurau. Through targeted engagement and programming, newcomers can start their journey of understanding and appreciating the deep connections that Māori have to the region’s identity, places, and people.

d) Community and inter-cultural connections: Newcomers wish to learn about and interact with their new communities’ cultures, values and customs, as well as discover places and connect to the land. However, there are barriers to this for many people, including difficulties in accessing information, lack of confidence or knowledge in interacting with other cultures, lack of understanding of New Zealand’s history and cultural heritage, or language barriers. The council’s events, arts, cultural, community and environmental programmes provide wide-ranging opportunities to enhance newcomer engagement.

e) Civic education: Newcomers are less likely to vote and engage in civic activities, partly due to lack of familiarity with the New Zealand electoral system and the different ways people can participate in civic life. Understanding the role of council and local boards, the ability to influence decision making and being aware of the many free activities and services that exist in the community is an important part of this learning process.

Key initiatives

37. In response to the challenges outlined above and the opportunities offered by Auckland Council’s services and programmes, the Welcoming Communities programme is progressing with a particular focus on the following areas:

a) Orientation resources and activities; increasing resources that facilitate newcomers’ access to useful and relevant information that assist their settlement in Tāmaki Makaurau and facilitate community connections, including:

a) a digital newcomer information portal hosted on the council website,

b) community orientation workshops and activities adapted to each local area,

c) a capability building programme for people in council and the community who interact daily with newcomers.

Examples of these types of resources exist in other councils in New Zealand and overseas, particularly those that are members of the Welcoming Communities network. These activities will be tested and rolled out from quarter four of this financial year on the council website (using the Our Auckland platform) and in the five local board areas.

b) Activities that build inter-cultural connections; increasing activities that enable inter-cultural exchanges, connections to marae, community spaces, community groups and local services, and Te Tiriti o Waitangi education; develop opportunities for newcomers to engage in wananga, hikoi and cultural celebrations; and explore their parks and local environment and participate in ecological restoration activities.

New activities, mostly led by community groups, have been tested in the five local board areas in the past 12 months, and others are being considered as part of the development of their 2025-2026 work programmes.

c) Activities that encourage civic engagement and participation; aligning civic education resources and activities, including as part of the orientation programme, to the work being developed for the 2025 local elections.

d) Resources that increase newcomers’ access to business and employment skill building opportunities; exploring ways the council can foster local entrepreneurship and employment for newcomers, for example through supporting local markets in council-owned spaces or growing the visibility and accessibility of local employment support services and business skill training programmes.

e) Capability building across community-facing services; collaborating with central government, migrant settlement support services and other community organisations to support better engagement with newcomers and a more efficient and effective delivery of services, for example, through co-designing programmes; capacity building and leadership development; collaborating on staff capability building opportunities; or providing access to venues for outreach programmes.

38. A framework to measure the impacts of these new initiatives is being developed. In the short term, this will assess whether the programme is being effective in:

· increasing access to useful and relevant information for newcomers,

· increasing connections between new residents and existing communities, including inter-cultural connections,

· increasing newcomers’ knowledge of Tāmaki Makaurau Auckland and their local board area,

· increasing newcomers’ knowledge of the role of Auckland Council and local boards, and of ways to participate in community life.

Opportunities for 2025-2026 and beyond

39. It is anticipated that programme activities will make a tangible long-term contribution to increased participation of newcomers in the community. It is also expected that this will ultimately build on social cohesion, feelings of belonging and other indicators of social, cultural, and economic wellbeing in communities. These expected impacts are based on initial observations and feedback from activities that have already been tested in the community as well as evaluations published by MBIE and other countries participating in Welcoming Communities.

40. Staff are advising some local boards who are not part of this initial programme phase. This includes advice on steps they can take to make their communities more welcoming and inclusive for newcomers. Staff are also considering options to ensure the longevity and sustainability of the programme beyond this initial programme phase, taking into account the following considerations:

· Many local boards are undergoing significant population growth and/or demographic changes. They all have identified increased engagement with their diverse communities as an objective in their local board plans. Local boards all have differing community make-ups, needs and resources available. The resources and activities that are being developed need to be adaptable to each local board circumstances.

· In its current form, the programme relies on funding support from MBIE for coordinator roles in the five local boards. These roles have been crucial in identifying gaps in work programme activities, engaging with newcomers of diverse cultural backgrounds, testing new initiatives and developing new partnerships in the community. Maintaining this capacity and capability needs to be considered if the programme expands to other local boards.

· The role of mana whenua entities is critical to the programme. The on-going resourcing of iwi engagement and partnering on initiatives is another important consideration for the future of the programme.

· The resources being developed will need on-going maintenance to remain accurate and relevant. It is important that this is done collaboratively across council and with mana whenua entities, community and government stakeholders.

41. At this stage, it is not clear how long the national Welcoming Communities programme will continue to be supported by MBIE or what financial support from MBIE may be available beyond the current $750,000 three-year funding agreement.

42. The Auckland Council has matched this investment with:

· staff resources dedicated to supporting the delivery of the programme and developing collaborations at regional level, including with central government, iwi and regional community organisations,

· regional investment in the development of resources and partnerships with potential for scaling across multiple boards,

· local board investment in the delivery of new activities resulting from their welcoming plans.

43. If the support from MBIE towards the programme ceases, this may restrict opportunities for the programme to expand to other local boards and achieve a measurable regional impact. Over the next twelve months, staff will assess the short-term outcomes of the new initiatives being put in place in this current phase and the potential value of the programme for Tāmaki Makaurau’s communities in future years. Staff will advise the local boards and the relevant council committees on options for its future implementation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. With its focus on building newcomers’ knowledge and connections in the early stages of settlement, the programme contributes to the goals of Te Tāruke-ā-Tāwhiri / Auckland’s Climate Plan in the following ways:

· increase engagement and leadership of newcomers in areas of climate action and resilience to climate impacts,

· increase newcomers’ understanding and appreciation of indigenous values linked to the concept of interdependence of nature, people and places, through increasing connections to mana whenua culture, marae and places of significance,

· support social cohesion by increasing neighbourhood connections and intercultural conversations.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

45. The different elements of the programme, and activities resulting from Welcoming Plans, have been shared with the units and teams of council that deliver the local board work programme and regional work programmes, and their feedback has been taken into consideration.

46. Staff sought feedback and advice from staff of Council-Controlled Organisations (CCOs). Views from Tātaki Auckland Unlimited were sought to ensure there is no duplication of initiatives. Advice was sought from Eke Pānuku to learn from its experience engaging with mana whenua and new communities in areas of urban regeneration.

47. Engagement with these teams and CCOs will continue as the programme progresses. The delivery of the programme is underpinned by a learning practice where new initiatives are designed collaboratively with community stakeholders and council teams. They are then trialled to test their viability and gauge community feedback. This practice enables staff and community partners to learn and adapt their approaches to the needs of the community.

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

Local impacts and local board views

48. The welcoming plans for each of the five local boards align with the outcomes of the local board plans 2023. These generally include increasing engagement with the local boards’ diverse communities and ensuring that local facilities, activities and programmes continue to meet the needs of a changing population.

49. The local boards provided direction and feedback to staff at workshops in April and August 2024 on the content of the welcoming plans and adopted their welcoming plans in December 2024.

Tauākī whakaaweawe Māori

Māori impact statement

50. Staff approached 19 iwi mana whenua groups between June 2023 and June 2024. They held face to face or online kōrero with ten iwi who shared their views on the Welcoming Communities programme, including:

· Ngaati Tamaoho

· Te Ākitai Waiohua

· Ngaati Te Ata Waiohua

· Ngāti Manuhiri

· Te Rūnanga o Ngāti Whātua

· Ngāti Whātua Ōrākei

· Ngāti Whanaunga

· Ngāti Maru

· Ngāti Tamatera

· Te Patukirikiri

51. Iwi perspectives on the programme have helped to shape the content of the programme and of the welcoming plans. Conversations are ongoing regarding specific activities.

52. For example, iwi were interested in the idea of orientation resources that named and educated newcomers about the iwi of Tāmaki Makaurau Auckland, and explained the meaning of kaitiakitanga and the role of mana whenua as kaitiaki. They provided guidance and ideas for the content and format of these resources. Staff are developing these resources and will be seeking input and endorsement from iwi before they are utilised.

53. The Welcoming Plan includes the delivery of orientation activities and a web portal. Staff are discussing with iwi how they might lead some of these activities, and how the portal may link to iwi’s own information.

54. Some of the commentary from iwi included suggestions to encourage newcomers to take part in activities that build understanding of narratives and values that are important to iwi such as

· hikoi / guided walks to places of significance,

· cultural inductions led by iwi,

· environmental conservation activities,

· events such as Matariki or Te Matatini, or name gifting events as part of Te Kete Rukuruku,

· learning basic te reo and pronunciation of place names,

· visits to local marae,

· treaty education to build understanding of the relevance and significance of Te Tiriti to people in contemporary Tāmaki Makaurau.

55. Staff will continue to engage with iwi in the development and implementation of activities, as well as in the development of advice regarding the longer-term future of the programme.

Ngā ritenga ā-pūtea

Financial implications

56. This report is an update on the progress of the Welcoming Communities programme in five local boards. It does not have financial implications as no decision is being sought.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. This programme will receive MBIE funding of $50,000 per annum until June 2026. At this stage it is not clear if the programme will continue to be supported by MBIE or what other financial support may be available to ensure the continuity of this programme beyond the 2025/2026 financial year.

Ngā koringa ā-muri

Next steps

58. Staff will present an update on the progress of the programme and advice on its future implementation to the relevant committee of Auckland Council in February 2026.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Claire Liousse - Empowered Communities Specialist, Community Innovation

Lisa Diggins, Specialist Advisor, Community Innovation

Authorisers

Kenneth Aiolupotea - General Manager Community Wellbeing

Rachel Kelleher - Director Community

[1] https://www.tiakitamakimakaurau.nz/get-involved/engaging-with-mana-whenua/

Chair	Cr Angela Dalton
Deputy Chair	Cr Julie Fairey
Members	Cr Josephine Bartley	Houkura Member Tony Kake, MNZM
	Houkura Member Billy Brown	Cr Kerrin Leoni
	Cr Alf Filipaina, MNZM	Cr Wayne Walker
	Cr Richard Hills
Ex-officio	Mayor Wayne Brown
	Deputy Mayor Desley Simpson, JP

Resolution Number	Item	Status
CCCCC/2025/4	Operational Homelessness Response Update	Letter from the chair and deputy sent to ministers.
CCCCC/2025/5	Allocation of targeted funding through the Sport and Recreation Facilities Investment Fund (SRFIF) for financial year 2025/2026	Successful targeted funding grant recipients have been contacted and funding agreements are in progress. Contestable SRFIF round is open, closes 18 March.

Author	Madeline Holland - Kaitohutohu Mana Whakahaere / Governance Advisor
Authoriser	Sam Sinton - Executive Officer Community