I hereby give notice that an ordinary meeting of the Community Committee will be held on:

 

Date: Time: Meeting Room: Venue:	Tuesday, 27 May 2025 2:00 pm Room 1, Level 26, Te Wharau o Tāmaki - Auckland House, 135 Albert Street, Auckland
Te Komiti Hapori / Community Committee   OPEN AGENDA

 

MEMBERSHIP

 

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

 

(Quorum 5 members)

 

Madeline Holland Kaitohutohu Mana Whakahaere / Governance Advisor   21 May 2025   Contact Telephone: 027 252 3607 Email: madeline.holland@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz

 

 

Community Committee 27 May 2025

 

ITEM   TABLE OF CONTENTS            PAGE

1          Ngā Tamōtanga | Apologies                                                   5

2          Te Whakapuaki i te Whai Pānga | Declaration of Interest                                                               5

3          Te Whakaū i ngā Āmiki | Confirmation of Minutes              5

4          Ngā Kōrero a te Marea | Public Input                 5

4.1     Public Input: Graeme East                         5

5          Ngā Kōrero a te Poari ā-Rohe Pātata | Local Board Input                                                            5

6          Ngā Pakihi Autaia | Extraordinary Business     5

7          Tauawhi Kaumātua Age Friendly Auckland Update                                                                    7

8          Regional Library and Learning Services Update                                                                  15

9          Ngā Hapori Momoho I Thriving Communities grants allocation 2024/2025                               21

10        Allocation of the 2024/2025 Regional Environment and Natural Heritage grant programme                                                          27

11        Environmental and Community Volunteering Update                                                                  51

12        Status update on action decisions from Community Committee - 25 March 2025          59

13        Summary of Community Committee information memoranda, workshops and briefings (including the Forward Work Programme) – 27 May 2025                               61

14        Te Whakaaro ki ngā Take Pūtea e Autaia ana | Consideration of Extraordinary Items

 

 

1          Ngā Tamōtanga | Apologies

 

An apology from Mayor W Brown has been received.

 

 

 

2          Te Whakapuaki i te Whai Pānga | Declaration of Interest

 

 

 

3          Te Whakaū i ngā Āmiki | Confirmation of Minutes

 

            Click the meeting date below to access the minutes.

  

That the Community Committee: a)          whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 25 March 2025, as a true and correct record.

 

 

 

4          Ngā Kōrero a te Marea | Public Input

 

4.1       Public Input: Graeme East

Te take mō te pūrongo Purpose of the report 1.       To hear from Graeme East regarding the Abbeyfield concept. Whakarāpopototanga matua Executive summary 2.       Graeme East will speak to the Community Committee and provide information on: ·        A brief background on the Abbeyfield concept, and its spread over the last seven decades from its humble origin with a single privately-owned house in England, to over 350 communal houses and several thousand residents in nine countries. ·        The development of 15 Abbeyfield houses in New Zealand over the last three decades (two within the Auckland Council area), another under construction and several more at a very preliminary stage of planning. ·        Ways in which local government can assist or partner with Abbeyfield.

Ngā tūtohunga Recommendation/s That the Community Committee: a)      whiwhi / receive the public input from Graeme East. b)      whakamihi / thank Graeme East for attending.

 

 

5          Ngā Kōrero a te Poari ā-Rohe Pātata | Local Board Input

 

 

6          Ngā Pakihi Autaia | Extraordinary Business

 

 

Community Committee 27 May 2025

 

Tauawhi Kaumātua Age Friendly Auckland Update

File No.: CP2025/09461

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an update on progress and achievements since council adopted the Tāmaki Makaurau Tauawhi Kaumātua Age Friendly Auckland Action Plan in November 2021.

Whakarāpopototanga matua

Executive summary

2.       Since the adoption of the Tāmaki Makaurau Tauawhi Kaumātua Age Friendly Auckland Action Plan in 2021 and Tāmaki Makaurau Auckland becoming a member of the World Health Organisation Age Friendly Cities Network in March 2022, there has been good progress towards the aspiration that Tāmaki Makaurau is a great city to grow older in.

3.       The cross-sectoral nature of the plan has meant commitment by the aging sector in this region towards progressing actions under the plan. The percentage of actions progressing or completed has increased each year.

4.       A key focus for staff has been on building relationships with the aging sector to help grow awareness of the plan and drive progress on actions.

5.       The establishment of a cross-sector implementation group, regular sector hui and annual Age Friendly Auckland Symposiums have all helped increase visibility of the action plan with the aging sector and older people in the region.

6.       To continue to build momentum and increase impact in the future, a dedicated resource to coordinate sector collaboration would be desirable.

7.       Areas for improvement of the action plan have been identified including clarifying actions and measures and reducing the number of actions under the plan to prioritise key initiatives.

8.       The current action plan expires in 2027. In 2026/2027 staff will engage with action holders and stakeholders to review the plan and consider the options for improving and refreshing it beyond 2027.

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a)      whiwhi / receive a progress update on Tāmaki Makaurau Tauawhi Kaumātua Age Friendly Auckland Action Plan.

Horopaki

Context

9.       Tāmaki Makaurau Tauawhi Kaumātua Age Friendly Auckland Action Plan (“the action plan”) was developed after engagement with over 5000 Aucklanders of all ages and backgrounds.

10.     The action plan reflects council’s commitment to creating a region that supports the wellbeing of older people. It was adopted by the Governing Body in November 2021 [PAC/2021/52 refers].

11.     In February 2022, Auckland Council became a member of the World Health Organization (WHO) Age-Friendly Network of Cities and Communities.

12.     The action plan is based on the WHO age-friendly framework, but also incorporates Te Whare Tapa Whā – a Māori wellbeing model.

13.     As a cross-sector plan it includes 10 domain areas that provide direction for council, council-controlled organisations, and aged-sector organisations to deliver improved wellbeing outcomes for older Aucklanders.

14.     A cross-agency implementation group, Te Rōpū Whakamana ki te Ao (Te Rōpū), was established in 2022 to provide leadership and oversight of implementation of the action plan.

Tātaritanga me ngā tohutohu

Analysis and advice

Building strong sector relationships has been a key focus to leverage more impact

15.     Since the action plan was endorsed in November 2021, staff have focused on building strong cross-sector relationships to raise awareness and uptake of the plan. This has been achieved through:

a)      the establishment and ongoing coordination of the cross-sector Age Friendly Auckland implementation rōpū (Te Rōpū).

b)      being an active member of the national Age Friendly Network, consisting of councils around New Zealand who are part of the World Health Organisations’ age friendly cities network. This network is facilitated by the Office for Seniors.

c)      being part of the advisory group for the Centre for Co-Created Aging at Auckland University.

d)      establishing and maintaining strong relationships with the Aged Care Commissioner and her team at the Health and Disability Commission as well as regional teams at the Ministry of Health.

 

Te Rōpū has been a catalyst for raising the profile and impact of the action plan

16.     The establishment of Te Rōpū following the adoption of the Age Friendly action plan has been a key factor in achieving aging sector buy in to the action plan and raising its profile. Te Rōpū membership includes the following organisations:

·        Auckland Transport

·        Auckland Council policy and operational staff

·        1 or 2 members of Auckland Council’s Seniors Advisory Panel

·        Haumaru Housing

·        Age Concern

·        CNSST (formerly Chinese New Settlers Trust)

·        Bhartiya Samaj, an NGO supporting South Asian elders

·        Toa Pacific, an NGO supporting older Pacific people in South Auckland

·        Kotāhi a Tāmaki, a marae collective for Tāmaki Makaurau

·        Te Hā Oranga, Ngāti Whātua health agency

·        Kāinga Ora

 

17.     The purpose of Te Rōpū is to facilitate information sharing and learning as well as enable collaboration and collective action. They meet as a group at least six times a year.

18.     Te Rōpū has benefitted from the appointment of co-chairs from the aging sector in 2024, which has strengthened commitment from their organisations to the action plan.

19.     Te Rōpū has facilitated regular wider sector hui on issues impacting older people in our region. These have included sessions on transport, housing, and social participation. The group also participated in a workshop with Carolyn Cooper, the inaugural Aged Care Commissioner to identify priorities for her term as Commissioner.

 

 

Age Friendly Auckland Symposium’s draw older people and the aging sector together

20.     A key event organised annually by Te Rōpū is the Age Friendly Auckland Symposium. This event brings together older people, central and local government, and ageing sector organisations. 

21.     The event is a forum for sharing topical research and information about issues of interest to older people. It features keynote speakers, interactive sessions and cultural performances as well as opportunities for networking and discussion.

22.     Symposiums have taken place each year since 2022. Auckland Council has provided backbone support to Te Rōpū to organise the event. Partnerships with the Centre for Co-created Aging and the Office for Seniors have also leveraged cash and in-kind support for the Symposium.

23.     The Symposium raises the profile of the Age Friendly action plan with older people and the aging sector. It also provides an opportunity to ask attendees about future priority areas to focus on within the action plan.

24.     The 2025 Age Friendly Auckland Symposium will have a focus on the health and wellbeing of older people in our region and will take place in October.

Dementia Friendly Film Screening Pilot Project is a key project for Te Rōpū in 2025

25.     Te Rōpū identified the Social Participation domain of the Age Friendly Auckland framework as a priority for 2024 based on feedback received from attendees at the 2023 Age Friendly Auckland symposium.

26.     Older adults with dementia have been identified as a group who are isolated in our communities. As Auckland’s population ages, the number of people with dementia is predicted to rise.

27.     Te Rōpū collaborated to apply to the Office for Seniors for an Age Friendly grant to facilitate a Dementia Friendly film screening pilot project, following the example of organisations in Australia and the United Kingdom.

28.     The application for an Age Friendly grant was successful, and a dementia friendly film pilot programme is currently taking place, informed by a “lived experience advisory group” and expertise from Dementia NZ. Two out of three screenings haven taken place in different locations across Auckland.

29.     The pilot programme is being evaluated and after the completion of the programme an evaluation report and guidance for organisations wishing to hold dementia friendly events will be created and shared.

Annual reports show we are making good progress and highlight great practice

30.     Staff have reported annually on progress on the Age Friendly action plan since its adoption in 2021. The latest 2024 Age Friendly Auckland annual report is appended to this agenda report as Attachment A.

31.     Data for the reports is gathered through an annual survey of action holders, and some follow-up interviews. The surveys have indicated an increase of actions that are progressing or completed from 70 per cent in 2023 to 84 per cent in 2024.

32.     The annual reports also feature case studies of good practice happening across the Auckland region, some exemplars in the last three years include: 

·        Kaumatua housing at Papakura Marae

·        Digital Seniors pilot in North Auckland (now an ongoing programme)

·        CNSST’s Elder Connected Wellbeing Support Programme

·        Te Oro Seniors Dance Programme

·        International Day of the Older Person’s celebrations – Albert Eden Local Board

·        Brainfit Programme at Warkworth Library

·        Digital Senior’s Tech Expo

33.     The annual reports also provide an opportunity to share more in-depth information and research undertaken on topical areas of interest. In the last three years this has included: 

a)      comprehensive research reports in 2022 on the quality of life of older Aucklanders and a separate companion study on the wellbeing of older Māori. These were done to provide a baseline for future comparison. 

b)      following the weather events of 2023 research on best practice to support older people in disaster preparation. This was shared with Auckland Emergency Management, council’s Recovery Office and others key stakeholders to help inform future planning for emergency events.

c)      research by the Social Wellbeing Agency about areas of vulnerability for older Aucklanders in 2024.

34.     The annual reports are reported and circulated to all elected members, stakeholders and uploaded onto Auckland Council’s and the World Health Organisations’ Age Friendly websites.

35.     Data gathering for the next annual report for 2025 is underway and the report will be circulated in October/November 2025.

Dedicated resource to coordinate sector collaboration could deliver more impact

36.     A key success factor in ensuring progress of the Age-Friendly Auckland action plan is building and maintaining relationships within the wider aged sector.

37.     Keeping these connections going is also important to creating opportunities for sector partnerships and more collective action. Doing this well is a time and resource heavy undertaking.

38.     To date council policy staff have provided secretariat support for Te Rōpū, coordinating regular sector hui and undertaking monitoring activity such as compiling annual progress reports, but have limited capacity to do more.

39.     To have more impact additional dedicated resource to facilitate greater sector coordination and joint initiatives is desirable. It could create a step change and be the next stage in the maturity of Auckland’s age-friendly mahi. Ideally this resource would sit within the sector.

40.     This issue was previously raised with the governing body in the 2023 annual report, but no further progress has been made to secure additional investment to make this happen.

41.     Resourcing a coordination role requires further discussion between council and the aging sector. One option could be a partnership between government, council, and the sector. This could include co-investing in an age-friendly coordinator whose role is to facilitate greater connections, collaboration, and collective action.

42.     There are potential opportunities to secure some funding for this from the Office of Seniors (up to $15,000 is available each year for age-friendly initiatives) but this would need to be matched by others, including council.

43.     Policy staff are working work with the operational teams of council to explore options further. 

Review of the action plan due in 2026/2027 is an opportunity to make improvements

44.     Tāmaki Makaurau Tauawhi Kaumātua Age Friendly Auckland Action Plan was developed as a five-year action plan from 2022-2027, so it will be due for a review prior to 2027.

45.     Some potential areas of improvement identified are prioritising actions to include only key programmes or projects that support older Aucklanders, rather than the current proliferation of smaller actions. This will make monitoring of progress easier and will focus efforts of the sector on actions that make the most impact.

46.     Making actions and measures more specific and measurable will also improve monitoring outcomes for older people easier.

47.     A repeat of the quality-of-life research is planned in 2025/2026 to assess any shifts in wellbeing indicators since the baseline research in 2022. 

48.     Staff will engage with action holders, stakeholders and elected members in 2026/2027 to undertake that review and consider the options for improving and refreshing the Age Friendly Auckland Action Plan beyond 2027.

Tauākī whakaaweawe āhuarangi

Climate impact statement

49.     Transport is one of the 10 domains in the Age Friendly Auckland action plan. Public transport use is key to reducing Tāmaki Makaurau’s emissions that contribute towards climate change.

50.     Auckland Transport has four actions in the plan which encourage older people to use public transport and ride share options to travel. Their latest data shows that Super Gold card use on public transport is 12 per cent of journeys taken.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

51.     Council staff from both policy and operations are part of the Te Rōpū implementation group, as well as Auckland Transport and contribute to the oversight and monitoring of the action plan.

52.     Council operational staff, local boards, Eke Panuku, Auckland Transport and Tātaki Auckland Unlimited have actions under the plan. They complete surveys and follow up interviews on the progress of their actions. Their insights are reflected in the annual progress reports.

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

Local impacts and local board views

53.     There are 27 actions in the action plan that are attributed to local boards. Of these 20 are reported to be underway or completed.

54.     Māngere-Ōtāhuhu Local Board has developed their own age friendly action plan (2020). The purpose of their plan is to ensure older people are enabled and empowered to thrive and prosper.

55.     Manurewa Local Board developed an age-friendly services directory in 2023.

56.     The following Local Boards have outcomes or initiatives in their Local Board Plans that specifically support older people:

 

·      Albert-Eden ·      Aotea/Great Barrier ·      Devonport/Takapuna ·      Franklin ·      Kaipatiki ·      Manurewa ·      Maungakiekie-Tāmaki ·      Ōrākei

·     Ōtara-Papatoetoe ·     Papakura ·     Puketāpapa ·     Upper Harbour ·     Waiheke ·     Waitematā ·     Whau.

Tauākī whakaaweawe Māori

Māori impact statement

57.     The action plan is based on the Te Whare Tapa Whā model. All the domains in the action plan are aligned with one of the five dimensions of this model.

58.     There is a specific Kaumatua domain, which has actions assigned to local boards, Te Oranga Kaumatua Kuia Disability Support Services Trust, and Te Kotāhi a Tāmaki.

59.     Te Oranga Kaumatua Kuia Disability Support Services Trust and Te Kotāhi a Tāmaki are also part of the Te Rōpū implementation group.

60.     Kaumatua and kuia from Ngāti Whātua Ōrākei have led the mihi whakatau two years in a row at the Age Friendly Auckland Symposium and stay to contribute to the workshops and discussions on the day. We will invite them again to the 2025 Symposium to carry out this role.

61.     Early planning has started for the 2025 Age Friendly Auckland Symposium. A discussion has taken place with Dr Joanna Hikaka from the Centre for Co-Created Aging about being the keynote speaker to discuss her research about Māori models of aged care.

Ngā ritenga ā-pūtea

Financial implications

62.     There are no immediate financial implications arising from recommendations in this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

63.     There are no immediate risks arising from this report.

Ngā koringa ā-muri

Next steps

64.     Immediate next steps for the age friendly work programme in 2025 include:

a)      The final screening of the dementia friendly film pilot project at the end of May 2025.

b)      An evaluation of the dementia friendly film screenings pilot programme and creation of guidance for people wanting to host dementia friendly events.

c)      A meeting of action holders for the action plan to discuss progress with actions and future iterations of the plan in August 2025.

d)      Preparation of the 2025 Age Friendly Auckland annual report, including monitoring and evaluation of the progress of the action plan, with updated actions.

e)      The 2025 Age Friendly Auckland Symposium in October 2025.

f)       Updating the World Health Organisation about examples of good practice in Auckland.

65.     In 2026/2027 staff will engage with action holders, stakeholders and elected members on the review of the Age Friendly Auckland Action Plan to consider options for improving and refreshing the action plan at the expiry of the current plan in 2027.

 

 

 

 

Ngā tāpirihanga

Attachments

No.	Title	Page
a⇨	Age Friendly Auckland Annual Report 2024

      

Ngā kaihaina

Signatories

Author	Joanna Maskell - Principal Policy Advisor
Authorisers	Louise Mason - General Manager Policy Megan Tyler - Director Policy, Planning and Governance Rachel Kelleher - Director Community

 

 

Community Committee 27 May 2025

 

Regional Library and Learning Services Update

File No.: CP2025/08832

  

Te take mō te pūrongo

Purpose of the report

1.       To provide an overview of the regional services provided by Library and Learning Services.

Whakarāpopototanga matua

Executive summary

2.       The Library and Learning Services unit (within Community Wellbeing department) provides the collections and a wide range of services for the entire library network and its users. Specialist teams and infrastructure enable this regional service. 

3.       Auckland Council Libraries is the largest public library network in Australasia. Our regional library service utilises the network’s size and scale to achieve value for money for ratepayers, and consistency of access for Aucklanders across the region.

4.       Regional services are provided directly to Aucklanders and through collaboration with local delivery teams at Auckland’s 56 local libraries. 

5.       Regional services also support the delivery of mobile library services.

6.       Data indicates engagement with regional services is strong and continuing to grow.

7.       Ongoing constraints limit the ability of the service to keep pace with changing technologies.

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a)   whiwhi / receive the overview of regional Library and Learning Services.

Horopaki

Context

8.       Auckland Council Libraries is the largest public library network in Australasia. It extends across and beyond physical spaces, and includes collections, digital channels, platforms and resources, systems for access and discovery and research services.

9.       Regional library services provide a robust region-wide level of service and large infrastructure that utilises size and scale to achieve value for money for ratepayers. For Aucklanders, this means consistency of access, broad and deep reading options, and convenience.

10.     Regional services are provided by the Library and Learning Services unit either directly to Aucklanders through promotions, initiatives, collections and services, or through local libraries. These include:

·    collections and content development

·    research and heritage services – collections and services

·    library systems and equipment – core technology for library system management and customer access

·    regional engagement – based on collections, specialist skills and key goals

·    regional operations – distribution and management of collections, supporting infrastructure, financial and procurement activities

·     digital inclusion – access to the internet, devices and range of options to use our services and collections.

11.     Local service delivery and relationships with local boards sit with Community Delivery teams. Regional services enable these teams to focus on and adapt to ever-changing and increasing local community demands.

12.     Key Performance Indicator (KPI) targets for regional library services focus on customer satisfaction with the quality of library services delivered and issuing of library items. For 2024/2025 to date, customer satisfaction is at 93 per cent, which is 6 per cent above target (87 per cent) and total issues are 7.37 per cent above target (14 million total issues).

Tātaritanga me ngā tohutohu

Analysis and advice

13.     The Library and Learning Services three-year service plan identifies three priority areas as shown in Figure 1.

 

Figure 1: Library and Learning Services Service Plan

 

 

 

Lending collections

14.     Lending collections are items delivered either in eFormat directly to Aucklanders devices or hardcopy collections available through the 56 libraries in the network. The lending collections contain 3.4 million items, all available to borrow for free. Overall use of collections continues to be strong.

15.     eLending continues to trend upwards, with checkouts in 2024 reaching over 5 million, putting Auckland Libraries in the top ten of eLending systems worldwide. After the National Library of Singapore, it is the highest-ranking e-reading library outside of North America.

 

 

Table 1: Highest ranking e-reading libraries

Top 10 library systems circulating ebooks, eaudiobooks and emagazines, 2024
1	Los Angeles Public Library
2	Toronto Public Library
3	National Library Board Singapore
4	King County Library System
5	Harris County Public Library
6	Multnomah County Library
7	New York Public Library
8	San Diego County Library
9	Mid-Continent Public Library
10	Auckland Libraries

 

16.     Hard copy collections continue to be well used. Anecdotal evidence is showing that since COVID, Aucklanders have become more comfortable using a range of formats depending on when and how they want to read.

Table 2: eLoans and hard copy lending trends

Calendar Year	eLoans	Hard copy
2022	3.9 million	10.7 million
2023	4.5 million	11.3 million
2024	5.5 million	11.1 million

 

Research and Heritage collections and services

17.     Auckland Council Libraries cares for one of the largest collections of heritage materials in the country, consisting of rare and precious taonga (manuscripts, historical maps, photographs, rare books). They are curated and cared for by specialist teams.

18.     All heritage collections are currently located in the Central City Library. The May 2018 audit valued the heritage collections at $184.5 million. A new audit is underway, and this valuation is expected to increase.

19.     Kura Heritage Collections Online (Kura) is the home and access point for images, audio, maps, collection records and indexes for taonga held in Special Collections. Images are regularly added with 44,000 new items being added for 2025.

20.     The database increases visibility and access to items that have restricted availability due to their rarity and fragility. Year on year, Kura is increasing in views, demonstrating the success in connecting with Aucklanders.

Table 3: Kura Heritage Collections Online sessions

Calendar Year	Sessions
2023*	117,000
2024	260,000

 

 

 

 

 

*second half of 2023 only, due to change in data collection

21.     A requirement to reduce the budget for library research services in 2023 was achieved by centralising research services and implementing an online system to help manage information requests from the public.

22.     Feedback from staff is that new tool is proving successful and will help monitor demand for the service.

Regional engagement

23.     The content creation and publishing programme – a collaborative, customer-focussed programme – is focused on gaps in the collection and service priorities. To date the service has collaborated on 20 books, 16 documentary films, 10+ podcasts and a range of material in other formats, such as virtual reality content and teaching resources.

24.     Since 2023, public engagement aspects of the research and heritage services have been strengthened. The goal has been to increase visibility and engagement with research and heritage collections and specialist staff. This has enabled a refresh and broadening of regional reading initiatives, exhibition programmes and activities. 

25.     Promotion via regional social media channels is strong and continues to be an efficient and cost-effective way to engage with Aucklanders. Interactions on social media channels continue to trend upwards and there is strong engagement on social media platforms (Instagram, Facebook and TikTok).

 

Table 4: Social media interactions

Calendar Year	Organic interactions*
2022	176,000
2023	242,000
2024	250,000

     * interactions that occur on social media platforms without paid promotion or advertising

Regional operations

26.     A large logistics and distribution network, involving an external partner, specialised equipment and sophisticated software, manages the daily movement of collections across our 56 libraries.  Algorithms enable the allocation of materials based on space available, community profiles and usage data.

27.     On average 12,000 items go through the central book sorter each day. Total sort numbers indicate that Auckland readers making strong use of the collection and that the logistics operation is providing return on investment.

Table 5: Items sorted by central sorter

Calendar Year	Items sorted
2023	2.5 million
2024	3.5 million

 

Digital inclusion

28.     The ongoing commitment to digital inclusion and equity of access means library services continue to provide a free public computing solution that includes devices, internet, printing and wifi access for all Aucklanders visiting their local libraries.

29.     An exercise to upgrade outdated equipment and ensure a sustainable, flexible, scalable solution is underway. This includes the provision of laptops and improvements to public computing option.

 

Challenges, priorities and opportunities

30.     Fit-for-purpose storage for the research and heritage collections continues to be a risk area and key priority, to ensure that nationally and internationally significant collections are not compromised. 

31.     Ongoing conversations about the future of the Central City Library and/or suitable housing for research and heritage collections has been held over a number of years and due to the extreme complexity is ongoing. 

32.     Central to the regional service provision is the maintenance of core technology, keeping pace with upgrades of core systems, and digital innovation is an ongoing commitment and challenge.

33.     Regional library services are not locally funded, however local funding/service decisions can have implications on regional service delivery. Ensuring alignment between funding/service decisions is a key focus for staff.

34.     Responding to customer feedback continues to be a priority for staff, and the following new offers have been introduced for physical collections: 

·    the popular Bestie collection (multiple copies of popular titles available in each library; no waiting) introduced three years ago

·    a new Bestie collection for children to be launched in October 2025

·    a new boardgame collection from May 2025.

35.     Each offer aims to increase reading for pleasure, supporting identity and literacy, and       appealing to new audiences.

36.     Staff will continue to monitor new ideas and developments in the library sector and will support opportunities to deliver services differently and more flexibly to the community.

37.     This could include incorporating alternative service delivery options, such as book kiosks, unstaffed access to library facilities, and different kinds of lendable items; all of which are in use in library systems in New Zealand and around the world.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38.     Local community services and venues create a stronger sense of place and foster localism and place-based approaches. This has a positive impact on our resilience to climate change and mitigates increased greenhouse gas emissions.

39.     Items from the collection can be requested and delivered to any library site across the network. Delivering books to convenient locations reduces the need for customers to travel across to Auckland to pick up books. Our courier company, Urgent Couriers, are NZ’s first Carbon Neutral courier service and are a Toitū carboNZero Certified business.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40.     Library and Learning Services holds strong relationships across council including Group Shared Services.

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

Local impacts and local board views

41.     Regional services provide a wealth of resources and expertise to community libraries, allowing the local delivery teams to provide the services that make the most sense at a local level.

42.     The local delivery of services in our community libraries is shaped by local board work programmes and plans.

43.     Regional services are also made available through mobile libraries.

Tauākī whakaaweawe Māori

Māori impact statement

44.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2024 – 2034, the Auckland Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

45.     Libraries provide welcoming, safe and inclusive environments that deliver digital, facility and community-based services and programmes to promote te reo Māori and te ao Māori. Libraries also recognise significant events through programmes and activities including the celebration of Matariki.

46.     The Library and Learning services unit is leading a number of initiatives to uplift Matauranga Māori and positively impact our Māori communities:

·     co-creating (with community and with specialist staff) books in te reo Māori for children and adults

·     increasing knowledge of, and access to, taonga held in our heritage collections

·     growing and improving our services for whakapapa research

·     continuing to maintain and develop Māori collections in heritage, research and lending collections.

Ngā ritenga ā-pūtea

Financial implications

47.     This report is an overview of regional Library and Learning Services. There are no financial implications associated with the committee receiving this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48.     There are no risks associated with the committee receiving this report.

Ngā koringa ā-muri

Next steps

49.     Staff will present the overview to the Community Committee on 27 May 2025.

50.     Staff will be available to provide future updates to the committee on request.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Authors	Catherine Frew – Senior Adviser Library and Learning Services Catherine Leonard – Head of Library and Learning Services
Authorisers	Kenneth Aiolupotea - General Manager Community Wellbeing Rachel Kelleher - Director Community

 

 

Community Committee 27 May 2025

 

Ngā Hapori Momoho I Thriving Communities grants allocation 2024/2025

File No.: CP2025/08803

  

Te take mō te pūrongo

Purpose of the report

1.       To approve funding to regional community organisations through Ngā Hapori Momoho | Thriving Communities grants for 2024/2025.

2.       To approve the objectives of Ngā Hapori Momoho | Thriving Communities grants from 2026 to 2028.

Whakarāpopototanga matua

Executive summary

3.       Ngā Hapori Momoho | Thriving Communities grant fund was developed in accordance with the council’s Community Grants Policy as adopted at the Regional Strategy and Policy Committee meeting on 4 December 2014 (REG/2014/134). This policy acknowledges that community-led organisations are experts in their respective fields and can mobilise a range of relationships and resources to achieve goals that align with council objectives.

4.       The contestable fund has a budget of $295,000 for 2024/2025 and allocates grants through one funding round each year.

5.       In this 2024/2025 grants round, 119 applications requesting a total of $3,163,745 were received.

6.       The grants assessment panel recommends funding 11 projects a total of $303,119 (Attachment A). Noting this is above the grants budget of $295,000, the balance of $8119 will be met through funding from within the existing Regional Community Wellbeing Programme budget. This has been approved by the General Manager of Community Wellbeing.

7.       The following three objectives from Ngā Hapori Momoho | Thriving Communities Strategy (the strategy) were set as the funding priorities for 2022 to 2025, following a decision by the Parks, Arts, Community and Events Committee on 22 September 2022 (PAC/2022/86). Staff recommend that they remain the focus from 2026 to 2028:

·    Increase whānau and community financial security so more Aucklanders can live well.

·    Improve health outcomes so more Aucklanders are happy and healthy.

·    Grow community and intercultural connection so all Aucklanders feel as though they belong.

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a)      whakaae / approve the following allocations to 11 community organisations for Ngā Hapori Momoho | Thriving Communities grants 2024/2025:

 

Applicant	Project	Grant Funding Objective: Financial Security (FS) Heath Outcomes (HO) Cultural & Intercultural Connection (CIC)	Amount Recommended
Te Whare Hukahuka Ltd	Ka Eke Poutama - rangatahi governance skills and pathways into governance roles programme	CIC	$28,263
Auckland City Mission - Te Tāpui Atawhai	Te Whare Hīnātore - a transitional housing service to reconnect wāhine with their whānau and provide the skills to live independently	FS/HO/CIC	$28,500
KiwiHarvest	Food rescue and distribution to recipient charities	FS/HO	$28,500
OKE Charity	Working with schools - building outdoor classrooms, hands-on workshops, and community events	HO/CIC	$23,750
Auckland Pride Incorporated	Strengthening connections and wellbeing for Rainbow Youth	HO/CIC	$28,500
Momentum Charitable Trust	Life and financial skills at Auckland Region Probation Centres	FS/HO/CIC	$27,374
EcoMatters Environment Trust	Improving health outcomes through teaching Aucklanders how to keep their house warm and dry and how to save money by reducing water and energy usage	FS/HO	$26,629
TAIORA	Hauora training for Ngāti Whātua Iwi - training iwi and marae leaders with skills to support young people	HO	$28,500
Breathing Space Charitable Trust	Creative wellbeing professional development program for community organisations working alongside at-risk youth and young women	HO/CIC	$28,500
Mya Steele-Fonokalafi	Ngākau Aroha parenting - inspiring and empowering whānau to apply tūpuna parenting skills	HO/CIC	$26,104
ECPAT Child Alert Trust (ECPAT NZ)	Youth engagement programme - supporting youth who are at risk of or have survived sexual exploitation	HO/CIC	$28,500
Total recommended			$303,119

 

b)      tuhi ā-taipitopito / note that $8119 in funding will be met by the Regional Community Wellbeing Programme budget in addition to the $295,000 allocated from Ngā Hapori Momoho | Thriving Communities grant, in order to fund the 11 recommended projects in Attachment A to the agenda report.

c)       whakaae / approve the objectives of the grant for 2026 to 2028 as follows:

i)    increase whānau and community financial security

ii)   improve health outcomes

iii)  grow community and intercultural connection.

 

Horopaki

Context

8.       The 2014 Community Grants Policy sets out the policy framework for local board, multi-board and regional grants.

9.       On 10 February 2022, the Parks, Arts, Community and Events (PACE) Committee adopted the refreshed Ngā Hapori Momoho | Thriving Communities Strategy 2022-2032 (PAC/2022/11). This strategy sets out a vision for a fairer, more sustainable Tāmaki Makaurau where every Aucklander belongs.

10.     The purpose of Ngā Hapori Momoho | Thriving Communities grant is to support the implementation of Ngā Hapori Momoho | Thriving Communities Strategy 2022-2032 by directly supporting community-led projects that have regional impact.

11.     On 22 September 2022, the Parks, Arts, Community and Events Committee approved a focus on the following three objectives from the strategy for the grant for 2022-2025 (PAC/2022/86).

·    Increase whānau and community financial security so more Aucklanders can live well.

·    Improve health outcomes so more Aucklanders are happy and healthy.

·    Grow community and intercultural connection so all Aucklanders feel as though they belong.

12.     The contestable fund has a budget of $295,000 for 2024/2025. 119 applications were received, a 25 per cent increase from last year and the highest number ever received. The applicants requested a total of $3,163,745, a 25 per cent decrease from last year – noting that the maximum grant request changed from $60,000 to $30,000 this year to better reflect the amounts typically funded in recent years.

Tātaritanga me ngā tohutohu

Analysis and advice

13.     Staff provided guidance to applicants and potential applicants. A panel of five Auckland Council staff and an external advisor from Foundation North assessed the applications based on the following factors:

·    Applicant capacity and project quality (concept, capacity and capability, planning, and budget).

·    Other aspects of the grant applications provided, including alignment with the Ngā Hapori Momoho | Thriving Communities Strategy and associated investment principles.

Allocation and budget recommendations

14.     The grants assessment panel recommend allocating $303,119 to 11 projects, funding each 95 per cent of the amount requested. Noting this is above the grants budget of $295,000, the balance of $8119 will be met through funding from within the existing Regional Community Wellbeing Programme budget. This has been approved from aligned budgets by the General Manager of Community Wellbeing.

15.     A total of 108 are not recommended for funding for the following reasons:

·    24 do not align with the criteria and/or objectives of this grant and are not deemed eligible.

·    Four have received funding from the 2025/2026 Regional Arts and Culture grant fund, and one is more suitable for future consideration under that grant.

·    One has/expects significant other funding, and the amount sought provides a minor extension to the existing grant; and one is for public services that are the responsibility of the New Zealand Government.

·    69 were lower scoring applications and the requests for grants far exceed the available funds.

·    Eight were funded in at least one of the two previous grant rounds. Applicants were advised the grant is not intended for repeat funding of an organisation or their work/project, and that priority would be given to others.

16.     To manage expectations and the number of applications that do not meet the criteria, staff will do further work on communicating the criteria and objectives of the grant for future funding rounds.

Approving the objectives of the grant for 2026 to 2028

17.     The purpose of Ngā Hapori Momoho |Thriving Communities grant is to support the implementation of Ngā Hapori Momoho | Thriving Communities Strategy 2022-2032. Three of the six objectives from the strategy have been the focus for funding from 2022 to 2025. This has enabled funding into projects that improve health outcomes, community and intercultural connection, and increasingly whānau and community financial security.  

18.     Ngā Hapori Momoho is a whole of council strategy and therefore other programmes contribute to the remaining three objectives: increase access and participation (such as through our approach to universal design, also “Have Your Say” consultation), enable local leadership and participation (such as through programmes to support prospective candidates into election nominations), and increase local climate resilience and sustainability (such as through the Auckland Climate Grants – both the response and strategic elements).  

19.     As the grant funding is relatively limited, staff recommend that focusing on a limited number of objectives is more beneficial than splitting funding across all six. Staff experience and feedback on identifying regional funding gaps, holding conversations with organisations, and ongoing evaluation has demonstrated that the current three objectives are well suited to the needs of Aucklanders.  

20.     Staff recommend that Ngā Hapori Momoho grants continue to invest into the current three objectives for 2026 to 2028:  

·    Increase whānau and community financial security so more Aucklanders can live well.

·    Improve health outcomes so more Aucklanders are happy and healthy.

·    Grow community and intercultural connection so all Aucklanders feel as though they belong.

21.     Staff intend to ensure that the communication of the grant and assessment of applications received increasingly reflect:

·       kaupapa Māori outcomes of the strategy

·       Te Tiriti and investing in by-Māori for-Māori solutions

·       alignment with Kia Ora Tāmaki Makaurau - the council’s Māori outcomes performance measurement framework.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22.     Applications for this grant contribute to building communities’ abilities to be resilient. Resilience is a measure of adapting and responding to situations which could include climate change. However, the specific climate impact activities for each project were not assessed as this is not one of the specific focus areas for this grant from 2022 to 2025.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23.     Where applications are for projects that fit better with other areas of council delivery, they will be referred on to staff or to other grants.

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

Local impacts and local board views

24.     Ngā Hapori Momoho | Thriving Communities grants complement local board grants. While some applicants recommended for funding have received local board funding for unrelated projects, they also meet the criteria for this grant.

25.     An overview of all financial grants received by applicants - whether from regional or local board sources - is acknowledged as desirable for the committee; however, this information is not currently available in a consolidated format.

Tauākī whakaaweawe Māori

Māori impact statement

26.     This funding supports organisations to deliver outcomes for Māori, aligning to Kia Ora Tāmaki Makaurau. In particular, it aligns with outcome Kia ora te Whānau, which seeks to empower whānau Māori to be resilient, confident, and successful, by increasing the proportion of grants to Māori organisations.

27.     Four of the 11 applications recommended for funding are from Māori organisations, accounting for 38 per cent of the total funding recommended. Two others are for projects that score highly for delivering strong Māori outcomes. Together, these six applicants account for 56 per cent of the total recommended funding.

28.     In 2023/2024, six of the 13 applicants funded were from Māori organisations and/or delivered strong Māori outcomes, and together they received 50 per cent of the allocated funding.

29.     This trend of increasingly supporting Māori outcomes compares favourably to 2022/2023 where the corresponding figure was 32 per cent. In 2020/2021 and 2021/2022 - the last two years of the Regional Community Development fund (which Ngā Hapori Momoho grant funding replaced from 2022/2023) – there were no Māori organisations among the 20 applicants funded, and only one project delivered strong Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

30.     The grant has a budget of $295,000 for 2024/2025.

31.     Staff recommend allocating the full $295,000 from the contestable fund in this funding round. The balance of $8119 will be met by the Regional Community Wellbeing Programme budget which is under the operational delegation of the Unit Manager. This has been approved by the General Manager of Community Wellbeing.

32.     There are no adverse financial implications of the decision being sought.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33.     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.

34.     All applicants will be informed of the possibility of enrolment in the Grants Expertise Management system funded by council – this offers eligible organisations access to grants information and grant writing expertise.

Ngā koringa ā-muri

Next steps

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

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

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

38.     Recipients are required to complete outcomes reporting at the end of the funding period.

 

Ngā tāpirihanga

Attachments

No.	Title	Page
a⇨	Recommendations for funding

     

Ngā kaihaina

Signatories

Author	Wayne Levick - Regional Partnerships Lead
Authorisers	Kenneth Aiolupotea - General Manager Community Wellbeing Rachel Kelleher - Director Community

 

 

Community Committee 27 May 2025

 

Allocation of the 2024/2025 Regional Environment and Natural Heritage grant programme

File No.: CP2025/09163

  

Te take mō te pūrongo

Purpose of the report

1.       To approve allocations for the 2024/2025 Regional Environment and Natural Heritage Grant funding round. 

Whakarāpopototanga matua

Executive summary

2.       The Regional Environment and Natural Heritage (RENH) Grant is a contestable grant. It aims to support and enable the protection, restoration and enhancement of Auckland’s natural environment through community-led conservation activity carried out by mana whenua and community groups.

3.       The grant focuses on three strategic regional priorities: protect and restore ecosystems, enhance community involvement and contribute to Māori outcomes. The applicant guide to the RENH Grant 2024/2025 (Attachment A) describes the purpose of the grant and lists the criteria and reporting requirements for the 2024/2025 grant round.

4.       The total budget available for allocation in the 2024/2025 RENH Grant round is $450,700 general rates, plus a Natural Environment Targeted Rate (NETR)-funded $280,300 top-up ($731,000 total).

5.       The NETR-funded top-up to the RENH Grant is an operational decision to provide increased opportunities for mana whenua and communities to lead and deliver their own initiatives for the natural environment supported by alignment to (and shared delivery of) council priorities, expected return on investment, funding system challenges and the level of grant oversubscription. The allocation of this top-up to specific projects is to be approved alongside the general rates investment.  

6.       The RENH Grant has considerable overlap with the NETR-funded Community Co-ordination and Facilitation (CCF) Grant in terms of applicants and the types of projects supported. To enhance customer experience, streamline assessment and decision-making processes and enable more efficient and impactful use of the available budget, the application and assessment processes were combined into a single grant round this year.

7.       Water quality and flood resilience general rates funding was also made available to this year’s grant round to support community-led water quality and flood resilience projects, as approved by the General Manager Healthy Waters and Flood Resilience.

8.       This approach enables applicants to use a single pathway for consideration into multiple funding opportunities, based on the best fit for their project.

9.       Approval delegations have been maintained based on grant context and funding source.  RENH Grant allocation approvals sits with the Community Committee (including the allocation of the NETR top-up to specific projects). NETR-funded CCF grant allocations have been approved by the General Manager Environmental Services and general rates-funded water quality and flood resilience allocations have been approved by the General Manager Healthy Waters and Flood Resilience. 

10.     Details of all recommended/approved projects are shared in this report to provide visibility of the range of funding needs, funded entities and funding sources.

11.     Across all three funding sources (RENH, CCF and water quality), a total of 74 applications requesting $6,326,444 were received. 

12.     Staff assessed the applications against key criteria: regional significance and impact, applicant track record and capability, contribution to Māori outcomes, collaboration and partnerships, project feasibility and promotion of action and general alignment to investment principals.

13.     Based on this assessment, staff recommend that the Community Committee approve the RENH Grant allocation of $731,000 (including the NETR top-up) across 23 projects.

14.     Applicants were able to apply for multi-year funding, continuing the approach used in previous years. This supports the delivery of regionally significant projects that require longer-term investment and is administratively more efficient. Out-year funding is dependent on annual budget confirmation. The tables below include a breakdown of amounts recommended for each year, where multi-year funding was requested.

15.     Equitable distribution across the region was considered among other factors in the grant allocation recommendations. Projects are recommended for funding in all local board areas.

16.     The recommended grants range in value from $5,800 to $85,000, with an average value of $34,840.

17.     Staff recommend that nine applications be declined due to the round being oversubscribed and because these projects having lower contributions towards regionally significant outcomes. One application was ineligible.

18.     Staff will notify applicants of funding decisions as soon as practicable following the Community Committee’s decision on the RENH component of the grant round. Successful grant recipients have one year to complete their project work per funded year, with continued funding (for multi-year grants) contingent on satisfactory progress.

19.     At the end of the grant term, recipients are required to complete an accountability report detailing what has been achieved with the grant funding and how the funds were spent.​ These reports are used when assessing future grants applications, alongside on-the-ground observations by staff.

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a)      whakaae / approve the allocation of $731,000 for the 2024/2025 Regional Environment and Natural Heritage Grant funding round (including the NETR top-up) to applicant projects as follows:

 

b)      tuhi tīpoka / note the $973,800 in NETR-funded Community Coordination and Facilitation Grant project allocations (approved by General Manager Environmental Services) and the $1,222,268 general rates-funded water quality and flood resilience funding project allocations (approved by General Manager Healthy Waters and Flood Resilience); as follows:

Community Coordination and Facilitation Grant allocations approved by the General Manager Environmental Services

 

Water quality and flood resilience grant allocations approved by the General Manager Healthy Waters and Flood Resilience

 

Horopaki

Context

20.     The Regional Environment and Natural Heritage (RENH) Grant was established in 2015. Its purpose is to provide funding to enable communities to protect, restore and enhance Auckland’s regionally significant natural heritage areas and projects. Natural heritage areas include native forests, wetlands, rivers, dunes, scrub and estuaries, and native plants and animals.

21.     The RENH Grant is part of the Regional Grant Programme, for which the Community Committee has oversight. The RENH Grant supports the implementation of the Auckland Plan, Auckland Council’s Indigenous Biodiversity Strategy and the Regional Pest Management Plan. Outcomes from these plans supported by this grant programme are outlined in Attachment A of the agenda report.

22.     Since 2018, the Natural Environment Targeted Rate has enabled the council to provide a more diverse suite of resources to inspire and empower community-led conservation efforts including direct, year-round access to tools and resources (such as traps) through to an additional annual contestable grant, the Community Coordination and Facilitation (CCF) Grant.

23.     The CCF Grant was developed in response to calls from the conservation community for funded coordination roles, recognising that locally embedded, paid support and investment in group infrastructure significantly enhanced the capacity and impact of community-led efforts. An evaluation of CCF’s impact in 2022/2023 demonstrated a return on investment of 6:1 – highlighting its effectiveness in increasing community engagement and effort towards biodiversity outcomes.

24.     The RENH and CCF Grants now have considerable overlap in terms of applicants and the types of projects supported. To enhance customer experience, streamline assessment and decision processes and enable more efficient and impactful use of the available budget, the application and assessment processes were combined for both grants this year.

25.     Water quality and flood resilience general rates funding was made available through this combined grant round to support community-led water quality and flood resilience projects, as approved by the General Manager Healthy Waters and Flood Resilience.

26.     This approach enables applicants to use a single pathway for consideration into multiple funding opportunities, based on the best fit for their project.

27.     Approval delegations have been maintained based on grant and funding context.  RENH grant allocation approval sits with the Community Committee (including the NETR top-up). NETR-funded CCF grant allocations have been approved by the General Manager Environmental Services and general rates-funded water quality and flood resilience allocations have been approved by the General Manager Healthy Waters and Flood Resilience. 

28.     Details of all recommended/approved projects are shared in this report to provide visibility of the range of funding needs, funded entities and funding sources.

​Outcome areas and grant programme criteria for 2024/2025

29.     The RENH and CCF Grants support projects that: protect and restore ecosystems, enhance community involvement and contribute to kaitiakitanga and Māori outcomes. Projects need to meet at least one of the outcomes in the following six categories:

·    Pest animal, weed, and plant disease management: Targeting the control and eradication of invasive species (including fencing, monitoring etc.) to protect priority ecosystems (including terrestrial, fresh water and marine).

·    Restoration planting: Enhancing biodiversity through eco-sourced planting in high-value ecological areas. Preference given where plants are sourced from nurseries that are accredited with, or working towards accreditation with, Plant Pass nursery biosecurity scheme.

·    Water quality improvement: Initiatives focused on protecting, restoring, and enhancing water resources across catchments.

·    Outstanding natural features: Safeguarding significant geological and ecological sites.

·    Community coordination: Funding facilitators or coordinators embedded in the community to boost collaboration, volunteer network expansion and on-the-ground activity, strategic or operational planning, and capacity-building for long-term group / project sustainability.

·    Operational costs: Costs associated with the running of a conservation community group such as administration, travel, communication etc.

30.     The grant framework and criteria are attached to this report as Attachment A.

​Funding available for the 2024/2025 financial year and corresponding delegations

31.     The RENH Grant has $731,000 in total to allocate ($450,700 general rates plus a $280,300 NETR top-up). Allocation approval to specific projects sits with the Community Committee.

32.     The NETR-funded top-up to the RENH Grant is an operational decision to provide increased opportunities for mana whenua and communities to lead and deliver their own initiatives for the natural environment supported by alignment to (and shared delivery of) Council priorities, expected return on investment, funding system challenges and the level of grant oversubscription. The allocation of this top-up to specific projects is to be approved alongside the general rates investment.  

33.     The NETR-funded CCF Grant had $973,800 to allocate which has been approved by the General Manager Environmental Services.

34.     The additional general rates water quality funding had $1,222,268 to allocate which has been approved by the General Manager Healthy Waters and Flood Resilience.

 

Timing and promotion of the grant programme 

35.     Applications opened on 7 February 2025 and closed on 7 March 2025. Applications were assessed by subject matter experts in March and April 2025.

36.     The grant opportunity was promoted through Auckland Council’s website and social media sites, the council’s mana whenua engagement forum, pest liaison and biodiversity groups, community conservation networks and emails to environmental stakeholders and partners.

37.     Two online community workshop presentations were held, one on 12 February 2025 with 27 attendees and the second one on 19 February 2025 with 12 attendees. The workshops provided a forum for applicants to seek support with the application process and request advice from council staff.

Tātaritanga me ngā tohutohu

Analysis and advice

Applications were assessed using staged process 

38.     Applications were individually assessed against grant programme eligibility criteria and according to outcomes and focus areas.

39.     Subject matter experts assessed the applications against key criteria: regional significance and impact; applicant track record and capacity, contribution towards Māori engagement and outcomes, collaboration and partnership, project feasibility and promotion of action. Any necessary additional information was obtained through email, phone conversations and site visits. 

40.     A panel of subject matter experts then considered all applications against the outcome areas and the assessment criteria. The weighting of assessment criteria is provided in Table 1 below. Further details of the assessment process and each project is provided in Attachment B.
​

Table 1: Assessment criteria

​Criteria	​Weighting
​Regional significance and impact ​The extent to which indigenous biodiversity, and waterways will be protected, connected and restored/enhanced at a catchment and landscape scale.  Are protection and management of Significant Ecological Areas, Biodiversity Focus Areas, threatened ecosystems or species, Regional Pest Management Plan listed species and actions, important geological sites included in the work?	​30  ​
​Track record and capacity ​Has the applicant successfully delivered funded projects in the past? ​Does the applicant have the right technical skills? If not, is the applicant using a provider / contractor with the right technical skills?  ​Does the applicant have the appropriate project and financial management skills to deliver the project?  ​Has the applicant successfully provided accountability reports for any other funded projects?	​20
​Māori engagement and outcomes (kaitiakitanga)  ​Extent to which the project occurs on Māori land and/or is Māori led. Extent to which the project considers or supports Te Ao Māori and Mātauranga Māori. ​The extent to which the group, or project respects mana whenua values and aspirations for the environment.	​10
​Collaboration and partnerships  ​Does the project show examples of collaboration? Do they work with neighbouring or nearby groups?  ​Does the project have formal or informal partnership agreements? Are they exploring such opportunities?  ​Is there cofunding from other partners, excluding Auckland Council?​	​20
​Feasibility and promotes action ​Is the project good value for money?  ​Is the project budget financially feasible for the work proposed?  ​Does the project have measurable objectives?  ​Is there need for the project and the funding requested?  ​Can the project become self-sufficient within the foreseeable future?	​20
​Total	​100

​ *All categories are scored out of five, with the weighted totals being converted to a percentage. 

 

 

Rationale and recommendations for allocating funding 

41.     It is recommended that the Community Committee approve the allocation of $731,000 across 23 projects (see Table 2). This includes $450,700 in general rates funding and $280,300 NETR top-up.

Table 2: Recommended allocation of RENH Grant (including NETR top-up)

 

42.     The General Manager Environmental Services has approved allocation of the $973,800 NETR-funded CCF funding for 23 additional natural environment projects (Table 3). The General Manager Healthy Waters and Flood Resilience has approved an additional $1,222,268 to be allocated across 18 projects with water quality outcomes (Table 4). 

 

Table 3: Community Co-ordination and Facilitation (CCF) Grant allocations approved by the General Manager Environmental Services

 

Table 4: Healthy Waters and Flood Resilience Grant Allocations approved by General Manager Healthy Waters and Flood Resilience

 

43.     A total of 74 applications requesting $6,326,444 were received for the combined 2024/2025 funding round. Given the funding requested exceeds the budget available, staff have recommended that all applications with clear regional benefits are partially funded to enable a greater number of projects to be supported. Staff have considered value for money, project budgets, ability to scale projects and access to other resources in these recommendations.

44.     Recommended grants range in value from $5,800 to $85,000, with an average grant value of $34,840. 

45.     Staff recommend that nine applications be declined due to the round being oversubscribed and because these projects have lower relative contributions towards regional priority outcomes. The funding rationale and details of the projects which staff recommend be declined are provided in Attachment B. Two groups submitted multiple applications; in both cases, one application is recommended for support and the other for decline, with each pair considered as a single application for assessment purposes.

​Recommended projects’ spread across the Auckland region 

46.     Equitable distribution of grant allocations across the Auckland region was considered among other factors in the grant allocation recommendations. Some projects will primarily benefit one local board area while other projects extend over multiple board areas or have an Auckland-wide reach. Projects are recommended for funding across all local board areas, as summarised in Table 5. Attachment B provides the local board area or areas for each project.

47.     There are high numbers of projects in the northern and southern areas, reflecting the greater number of high-value ecological areas off council parkland, noting that much of the Waitākere Ranges is managed directly by Auckland Council and through non-contestable grants to mana whenua and Ark in the Park. The central area also features Aotea / Great Barrier which also has a high number of high-value ecological areas.

 

Table 5: Geographic distribution of recommended applications, encompassing all funding streams

​Local Board	​Region	​Number of applications recommended for funding
​Hibiscus and Bays	North	20
​Rodney
​Upper Harbour
​Albert-Eden	Central	16
​Devonport-Takapuna
​Great Barrier
​Kaipātiki
​Maungakiekie-Tāmaki
​Ōrākei
​Puketāpapa
​Waiheke
​Waitematā
​Henderson-Massey	West	6
​Waitākere Ranges
​Whau
​Franklin	South	16
​Howick
​Māngere-Ōtāhuhu
​Manurewa
​Ōtara-Papatoetoe
​Papakura
Regional	Regional	6
​Total	​	​64

​ 

Tauākī whakaaweawe āhuarangi

Climate impact statement

48.     Previously the RENH Grant included climate specific outcomes, however a separate climate grant was established in September 2022 (under resolution ECC/2022/80). Therefore these outcomes are no longer explicit criteria under this grant. 

49.     The improved health of native biodiversity through conservation projects supported by this grant will improve the resilience of Auckland’s indigenous ecosystems against the impacts of climate change. It will also increase flooding resilience, providing improved climate protection to human wellbeing and built assets.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50.     The grants programme has no identified impacts on council-controlled organisations and therefore their views on applications were not sought.

51.     Environmental Services administers the Regional Environment and Natural Heritage and CCF Grants. Staff from Environmental Services seek input on applications from experts in other departments, particularly Healthy Waters and Flood Resilience, where relevant.

52.     Applications were also reviewed by a historic heritage subject matter expert and an archaeological assessment was completed where necessary. This expertise was provided from within council.

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

Local impacts and local board views

Local impacts 

53.     ​ Equitable geographical distribution of grant allocations across different local board areas was considered among other factors by the moderation panel and is discussed in paragraphs 46 and 47.

Local board views 

54.     The Community Grants Policy provides for local boards to operate their own local grants programmes. Local boards may choose to fund local environmental projects and activities, some of which may complement the grants provided at regional level, or vice versa. Applicants to the Regional Environment and Natural Heritage Grant list all previous grants that have been received, which is considered in funding allocations. 

55.     Staff will distribute information on the outcome of this grant round to all relevant local boards, following the approval of the grant recommendations in this report. 

Tauākī whakaaweawe Māori

Māori impact statement

56.     The RENH Grant aims to respond to Auckland Council’s commitment to improving Māori wellbeing and empowering kaitiakitanga by providing grants to organisations delivering positive outcomes for Māori. Provision of grants to these projects, and to those delivered by mana whenua, contribute to the kaitiakitanga outcome of Kia ora Tāmaki Makaurau, the council’s Māori outcomes framework. 

​Applications that contribute to Māori Outcomes

57.     The RENH Grant supports projects or activities that align with, enable and empower mana whenua or mataawaka in the exercise of kaitiakitanga in Tāmaki Makaurau. Māori outcomes for all applications were assessed by a subject matter expert in Te Ao Māori and te taiao. The subject matter expert evaluated the extent to which the project empowered mana whenua as kaitiaki and how Te Ao Māori has been integrated into the project methodology and goals.

58.     Through the combined assessment and allocation process, sixteen applications were identified as contributing positively towards Māori outcomes. Of these applications, eight projects outlined in Table 6 demonstrate strong iwi involvement. These include a mix of iwi-led initiatives, co-led partnerships and projects developed with close engagement with mana whenua or Māori communities. While not all are iwi-led, each reflects meaningful collaboration with Māori and clear commitment to delivering outcomes that benefit Māori. 

59.     The proportion of applicants led by or in significant collaboration with mana whenua has increased over time. Additionally, the council provides funding directly to mana whenua through other avenues, acknowledging that a move towards non-contestable grants better reflects the treaty relationship

 

 

 

Table 6: Projects with significant contributions to Māori outcomes

​Applicant	​Project title	​Contribution to Māori outcomes
​Restore Rodney East	​Te Kohuroa Rewilding Initiative	Landscape-scale ki uta ki tai project. In-depth engagement with Ngāti Manuhiri Kaitiaki prior to activity commencing, resulting on on-going meaningful collaboration with mana whenua, supporting iwi capacity building, cultural inductions for community conservation groups and embedding of te ao Māori within the project.
​Nga Kaitiaki Hapori o Pourewa The Community Guardians of Pourewa	​Pourewa Valley Integrated Plan Restoration Plan	​Current and future generations can access a pathway network with different options by foot or cycle or watercraft to connect to the valley’s historical and cultural significance and bicultural heritage, and to enjoy, manage and protect its natural features. ​Under the kaitiakitanga of Ngāti Whātua Ōrākei, a member of Nga Kaitiaki Hapori o Pourewa treaty partner who supports the project by sharing mātauranga Māori concepts and approaches, providing practical support including hosting project activities and events at He Tomo Kanga Hub, and providing practical technical support and advice by staff at Okahu Rakau - nursery and mara kai - gardens.
​Ngāti Rehua-Ngātiwai ki Aotea Trust Board	​Pou Whenua Kaitiaki	​This role is all about the empowerment of Ngāti Rehua-Ngātiwai ki Aotea by restoring their role as kaitiaki of Aotea’s environment, ensuring more opportunity for mana whenua participation and leadership in conservation efforts. This will strengthen whānau, hapū, and rangatahi engagement, creating educational and employment opportunities in environmental sustainability. ​This role will also foster strategic partnerships with Te Kaunihera o Tāmaki Makaurau, Te Papa Atawhai, Crown agencies and local conservation groups, ensuring that mana whenua are at the table of planning and environmental decision making.
​Mataitai Farm Trust	​Mataitai Nursery	​This is a Māori led project on Māori land. The project will follow appropriate tikanga and respect the whenua and cultural values. The trust will hire and upskill Māori for the roles proposed to develop a native plant nursery.
​Tai Tū Moana	​Tai Tū Moana Project Lead	​Tai Tū Moana is an iwi-led conservation project, overseen by the Ngāti Rehua-Ngātiwai ki Aotea Trust Board. The project integrates mātauranga-ā-Rehua, which is embedded through the tikanga and moemoeā established by the Trust Board and collective whānau. A central aspect of this integration is the inclusion of kaitiakitanga, which involves recognizing both the mauri of the moana and the mauri of the people. A primary focus of the project is to heal the moana, and to empower the whānau to reconnect with the moana for their wellbeing.
​Te Ahiwaru Trust ​T/A Makaurau ​Marae Maori Trust	​Ngaa Tohu o te Taiao: Honouring Ancestral Knowledge in Predator Control	​This is an iwi led project focusing on the integration of matauranga Māori into predator control efforts. Some of the work will be conducted on wahi tapu sites that are significant to Te Ahiwaru. ​They will be working towards protecting taonga species such as the mawhai as well as indigenous biodiversity within the project area through pest management. The project area is Ihumaatao which is a Māori community with a marae where pest plant and animal control will be implemented. The goal is to develop a Māori-led framework for environmental restoration that strengthens whānau participation, intergenerational knowledge transfer, and ecosystem resilience.
Pou Tangata Ngai Tai Ki Tamaki Community Development Trust	Ngā Tai e Rua Tūhononga	Ngāi Tai Ki Tāmaki have been working to restore Motukaraka island, a site of ecological and great cultural significance. With this funding they are hoping to continue to carry out pest plant and animal control on the island and extend this to work, in partnership with community groups, of interest to Ngāi Tai such as Mangemangeroa and Cockle Bay. The funding will also support the completion of a restoration plan for Motukaraka with the input from the existing community groups in the areas surrounding the island such as Pest Free Howick.
​Koina Te Ao - Love ​The Planet Limited	​700 Plus – Limiting the pest highway to South Head	​This project is located entirely on Māori owned land and the paid role will be done entirely by kaitiaki. The project has been discussed and support given by the Ōtakanini Tōpū trust board and Haranui Marae - who are the key mana whenua who will be involved in this project. Mana whenua values and te ao Māori are integral to the project, in particular due to the significance of the project area due to the density of waahi tapu.

Ngā ritenga ā-pūtea

Financial implications

60.     The total budget available for allocation in the 2024/2025 RENH Grant round is $450,700 general rates, plus a Natural Environment Targeted Rate (NETR)-funded $280,300 top-up ($731,000 total).

61.     A minimum of 50 per cent applicant contribution is encouraged for the RENH Grant to ensure that the council grants continue to leverage community investment and funding from other providers.

62.     The applicant contribution can be financial, volunteer time or in-kind contributions. The total applicant contribution across all applications is estimated at $7,468,003. 

63.     Following the assessment of project budgets and potential environmental outcomes, most applications were able to provide 50 per cent or greater contributions to their proposed projects. The projects also result in significant environmental, human safety, social and cultural benefits.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

64.     A risk assessment has identified three risks associated with the grant allocation process which are all considered low risk. These are listed in Table 7 along with the mitigations.

Table 7: Risks and mitigations associated with allocation of the RENH Grant

​Risk	​Risk assessment	​Considerations and mitigations
​Perceived inequity in grant allocation	​Low risk of happening	​Applicants may query the grant allocation process and feel it has been inconsistent or unfair. This risk is mitigated through the thorough and transparent evaluation and assessment process, carried out in accordance with the grant framework.
​Projects unable to be completed due to unforeseen circumstances	​Low risk of happening	​This risk is mitigated through the application assessment which has included consideration of alternative delivery options where required, as well as past delivery track record of applicants. In the event of project disruption, council staff will work with grant recipients to agree alternative delivery plans or extended project timeframes. Multi-year payments are contingent on successful delivery of previous year’s activities.
​Grant applicants do not use grant funds appropriately to fulfil the conditions of their grant or deliver the outcomes desired by the council	​Low risk of happening	​This risk is mitigated through the initial assessment, which included evaluation of the capacity of applicants and their track record, and requirements for detailed reporting on outcomes of all applications. Grant recipients are required to account for use of allocated funds and the council can request the return of any funds not used in line with the approved grant purpose.

​ 

65.     Staff will maintain regular contact with grant recipients during project implementation to follow up on progress and make sure any risks of individual projects are properly addressed.

Ngā koringa ā-muri

Next steps

66.     Once approved, applicants will be notified of funding decisions and any relevant conditions (like archaeological reports) being required as soon as practicable. Successful applicants will have one year to complete the proposed project work for each year of funding. Receiving further funding (if a multi-year application is made) is partially dependent on successful completion of previous year.

67.     At the end of the grant term all recipients are required to complete an accountability report. Recipients of a multi-year grant will also need to report annually outlining progress made.

68.     Accountability reports provide detailed information about different aspects of the project, including achievements, receipts to show expenditure, photos and videos and are reviewed by subject matter experts against prespecified metrics.

69.     Accountability reports, as well as on-the-ground observations by staff, are used in subsequent years as part of the grants assessment process, to ensure funding is allocated to groups that have successful delivery track records. Staff are also available to provide advice to assist groups in continuous improvement.

70.     Unsuccessful applicants will be issued with a decline letter as soon as practicable. These applicants will also be offered the opportunity to work with council staff on applications for future funding rounds or other opportunities for funding.

71.     The scope and criteria of future RENH Grant allocations may be influenced by the council-wide review of contestable grants

 

Ngā tāpirihanga

Attachments

No.	Title	Page
a⇨	Guide for Applicants Regional Environment and Natural Heritage Grant Framework 2024/2025
b⇨	2024/2025 Regional Environment and Natural Heritage Grant Allocation Table

     

Ngā kaihaina

Signatories

Author	Taylor Farrell - Relationship Advisor
Authoriser	Rachel Kelleher - Director Community

 

 

Community Committee 27 May 2025

 

Environmental and Community Volunteering Update

File No.: CP2025/09719

  

Te take mō te pūrongo

Purpose of the report

1.       To respond to the Community Committee’s request for an update on environmental and community volunteering supported by Auckland Council.

Whakarāpopototanga matua

Executive summary

2.       An overview of volunteering activities delivered or supported by Auckland Council was provided to the Community Committee on 25 March 2025. This update is the second in the series and focuses on environmental and community volunteering. Appendix A includes a set of case studies to demonstrate the variation in outcomes and value derived from different volunteering initiatives, and Appendix B provides a summary of the challenges and opportunities for volunteering activities.

3.       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. 

4.       The council supports volunteering and integrates volunteers into many functions and services. Multiple forms of value are generated by council’s investment in volunteering including increasing the reach of existing services, delivering additional services and programmes, connecting people and building a strong community spirit, engaging more residents in democratic processes, gaining value knowledge of local people, and gaining access to unique skills the council may not have with our workforce.

5.       Council has three main approaches to volunteering:

·        programmes led by the council or council-controlled organisations (CCOs)

·        council-contracted programmes

·        community-led initiatives supported by the council. 

6.       People volunteer for a variety of reasons and volunteering brings a wide range of personal benefits. Volunteers feel like they are making a difference, have a sense of purpose and belonging within the community, are learning new skills, meeting new people, and enjoy themselves.

7.       The aspiration of volunteer programmes and initiatives is creating shared value between volunteers and council, resulting in outcomes where both benefit from collaborative efforts. This can be achieved through understanding needs and opportunities, assessing volunteer skills and interests, establishing effective partnerships and relationships, providing resources and training, and recognising and appreciating volunteers.

8.       Nine environmental and community volunteering case studies are provided to illustrate the variety of council and community volunteer programmes and initiatives and their differences in anticipated outcomes and value. Commentary is also provided on the limitations of solely focusing on financial return on investment when determining value and comparing programmes and it does not capture the non-monetary value generated such as individual, social and cultural benefits.

9.       The challenges and opportunities related to volunteer activities are well-known by staff and continue to be addressed through a focus on continuous improvement and an LTP Investment Area opportunity project.

 

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a)      whiwhi / receive the report on environmental and community volunteering activities delivered or supported by Auckland Council.

b)      tuhi tīpoka / note that further requests for reports or briefings on volunteering activities can be provided by relevant departments and CCOs as necessary.

Horopaki

Context

10.     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. 

11.     The council has three main approaches to volunteering:

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

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

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

12.     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’ which can lead to staff doing on-going volunteering in their personal time.

Tātaritanga me ngā tohutohu

Analysis and advice

Benefits of volunteering

13.     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.

14.     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.

15.     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.

Why council invests in and supports volunteering

16.     The council supports volunteering and integrates volunteers into many aspects of its 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 key performance indicators means that people are no longer volunteering and would instead need to be employed.

17.     Key reasons that 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.

Generating shared value and benefits

18.     A key aspiration of volunteer programmes and initiatives is creating shared value between volunteers and council, resulting in outcomes where both benefit from collaborative efforts. This can lead to improved community services, increased volunteer engagement, and a more resilient and connected community.

19.     Shared value comes from:

·        Understanding needs and opportunities – identifying local service needs and gaps and determining whether volunteering could be part of a solution in the service operating model.

·        Assessing volunteer skills and interests – are there local volunteer organisations or individuals who would be suitable and interested in participating in the volunteering opportunity, and in what capacity. What requirements need to be considered to ensure volunteer opportunities are accessible to all, including people with disabilities or those facing language barriers.

·        Establishing effective partnerships and relationships with volunteers – agree the opportunity, identify expectations of both parties, work together to define shared goals, objectives and service models that benefit both the community and the volunteers, and establish clear lines of communication and roles and responsibilities in the collaboration.

·        Providing resourcing and training - consider what resources, such as infrastructure or funding, is required to support volunteer programmes and initiatives, and provide appropriate training, mentoring, and ongoing support to ensure volunteers are equipped to contribute effectively.

·        Recognising and appreciating volunteers - acknowledge and celebrate volunteer contributions to boost morale and engagement, and monitor the impact of volunteer efforts to demonstrate their value to the community, council staff and elected members.

Measuring value

20.     The value of volunteering goes far beyond the measurable financial value, with the true value of volunteering lying in the transformation it brings to people, communities and places.

21.     Using a solely financial Return on Investment (ROI) to measure the value of volunteer activities is limited because it fails to capture the broader, non-monetary benefits and social value that volunteering provides (such as improvements in community well-being, social capital, natural capital and individual development – all of which are difficult to quantify in monetary terms).

22.     Comparing the value of different volunteering programmes and initiatives using financial return on investment also needs to be undertaken with caution due to the variability in anticipated outcomes of each volunteering programme and initiative.

Environmental and community volunteering case studies

23.     Nine environmental and community volunteering case studies have been provided in Appendix A to illustrate the variety of council and community volunteering programmes and initiatives. The case studies provide a programme description, anticipated outcomes and values, and financial return on investment analysis if available. Below is a summary of the financial return on investment analysis and important commentary on comparability.

 

	Case study	Financial ROI	Commentary
1	Local parks ecological volunteering (PCF) -supporting 400 volunteer groups to restore and maintain local parks	$1.96	·    Excludes staff costs ·    Includes local board fund for project delivery
2	Auckland Botanic Gardens (PCF) – engaging over 100 volunteers to help deliver activities such as front of house, guiding, administration, gardening, basic asset maintenance, holiday programmes and events.	$19.52	·    Excludes staff costs ·    Excludes the significant revenue generated by the Friends of the Botanic Gardens
3	Tūpuna Maunga Authority Volunteering (PCF) – engaging mana whenua and the community through maunga education initiatives, wānanga, maanki, and provision of resources and supplies.	Not Available	·    The volunteer programme is not designed to be measured using financial metrics
4	Migrant Conservation Programme (PCF) - connects migrants to their parks and community and encourages them to become regular volunteers.	-$0.66	·    Excludes staff costs ·    Includes local board fund for project delivery
5	Expanding Community Action (ES) – empowering communities to lead biodiversity restoration and grow conservation volunteering through strategic investments (e.g. grants), capacity building, and partnerships.	$6.10	·    The ROI was assessed for the Community Co-ordination and Facilitation Grant which is part of the wider Expanding Community Action programme. ·    Excludes staff costs
6	Community-Led Libraries (CW) – supporting eleven community-led libraries (previously known as rural libraries) through the provision of funding (regional and local board) and assistance from a permanent Library Coordinator role.	$5.27	·    Excludes staff costs ·    Excludes council venue lease value
7	Events Volunteering (CW) – engaging volunteers to assist with the logistics of delivering some local events such as Anzac Day.	Not available	·    Informal approach, volunteer data not collected
8	Auckland Volunteering Partnerships (CW) – provision of funding to build cultural capability in their organisation, expand community outreach and engagement, develop a Disability Support Guide/Framework, support leaders of volunteering, and increase inclusive volunteering opportunities (including youth volunteering).	Not available	·    A recent capacity and capability building initiative, so volunteer value not generated yet
9	Community-Led Places & Arts Investment (CW)  - supporting 49 urban community partners and 49 rural halls to provide a community-led approach to community service delivery.	Not available	·    Volunteer data not collected across all activities

 

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

26.     Council support for community volunteering activities contributes to the delivery of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, in particular the natural environment and communities and coast priority areas.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27.     The content of this update report has been provided by specialist staff from Parks and Community Facilities, Community Wellbeing, and Environmental Services.

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

Local impacts and local board views

28.     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.

29.     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 channeling community interest and enthusiasm into volunteer programmes and making strategic connections between initiatives and groups.

30.     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

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

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

33.     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.

34.     Environmental Services have worked in partnership with mana whenua to develop guidance for volunteers on how to engage with mana whenua on conservation projects[1], including support for cultural inductions.

35.     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.

36.     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, Māori connection to te Taiao (the environment), and the rich history of our local parks.

Ngā ritenga ā-pūtea

Financial implications

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

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

39.     The overall financial costs and 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.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40.     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 were managed centrally rather than the current model of being functionally aligned to service provision delivered by council departments. The current model 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 would also have 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.

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

Ngā koringa ā-muri

Next steps

42.     Staff are continuing to respond to volunteering challenges and opportunities (see Appendix B) through two key pathways – the LTP Investment Area Opportunity Project and delivering differently and continuous improvement programmes run by each accountable unit’.

43.     The LTP Investment Area opportunity assessment focuses on achieving strategic outcomes including system solutions to volunteer challenges. This includes:

·        council investing in volunteering as a civic outcome and to complement service delivery

·        ensuring shared benefit for the council, volunteers and communities

·        volunteer infrastructure and engagement – for example the opportunity to record and acknowledge volunteer efforts through a shared platform; volunteer management systems.

44.     The ‘delivering differently’ and departmental continuous improvement programmes are focusing on:

·        compliance with legal responsibilities

·        customer centric processes, systems and programmes

·        improving data capture and value measurement

·        shaping new community-led service solutions.

45.     Further requests on specific programmes and initiatives can be requested through the relevant council department or CCO.

 

 

 

 

Ngā tāpirihanga

Attachments

No.	Title	Page
a⇨	Environmental and Community Volunteering Case Studies
b⇨	Volunteering Approaches Challenges & Opportunities

     

Ngā kaihaina

Signatories

 

Authors	Trish Kirkland-Smith – Volunteering & Environmental Programmes Manager, Parks and Community Facilities Rebecca Stanley – Principal Advisor (Conservation Partnerships), Environmental Services Wayne Levick – Regional Partnership Lead, Community Wellbeing Jo Brewster – Manager Manager Pātaka Kōrero Kaewa Glenn Boyd – LTP Investment Area Lead, Group Strategy and Transformation
Authorisers	Martin van Jaarsvald – Head of Specialist Operations, Parks and Community Facilities Imogen Bassett – Head of Natural Environmental Specialist Services Dickie Humphries – Head of Community Impact, Community Wellbeing

 

 

Community Committee 27 May 2025

 

Status update on action decisions from Community Committee - 25 March 2025

File No.: CP2025/07156

  

Te take mō te pūrongo

Purpose of the report

1.       To update the Community Committee on action decisions made at the last meeting.

Whakarāpopototanga matua

Executive summary

2.       The information provided below is a status update on action decisions only that were made at the Community Committee on 25 March 2025.

Resolution Number	Item	Status
CCCCC/2025/13	Overview of Auckland Council regional grants	Resolutions noted and appropriate staff have been requested to identify how current regional grant criteria, policies and processes reflect the investment principles. Staff have also been requested to identify any opportunities for increased alignment.
CCCCC/2025/14	Regional Events Grants Fund - Allocations Financial Year 2024/2025 Round Two	All regional event grant funding agreements completed and payments scheduled.
CCCCC/2025/15	Regional Arts and Culture Grants Allocation Recommendations 2024/2025 Round Two	Applicants advised of grant decisions; payment process underway for successful applicants.
CCCCC/2025/16	Royal New Zealand Coastguard - Multi-Year Funding Agreement	Funding Agreement drafted – Met RNZC personnel on 16 April 2025 to discuss and agree Auckland-centric / relevant KPIs for inclusion in the agreement.

 

Ngā tūtohunga

Recommendation/s

That the Community Committee:

a)      tuhi ā-taipitopito / note the status of decisions made at the 25 March 2025 meeting.

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

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

 

Community Committee 27 May 2025

 

Summary of Community Committee information memoranda, workshops and briefings (including the Forward Work Programme) – 27 May 2025

File No.: CP2025/07160

  

 

Te take mō te pūrongo

Purpose of the report

1.       To note the progress on the Forward Work Programme appended as Attachment A.

2.       To receive a summary and provide a public record of memoranda, workshop and briefing papers that may have been held or been distributed to committee members.

Whakarāpopototanga matua

Executive summary

3.       This is a regular information-only report which aims to provide greater visibility of information circulated to committee members via memoranda/workshops and briefings or other means, where no decisions are required.

4.       The following workshops/briefings have taken place for the committee:

Date	Subject
30/04/2025	OPEN Workshop - Sport and Recreation Facility Investment Plan Documents will be made available on the Auckland Council website here

 

5.       These documents can be found on the Auckland Council website, at the following link:
http://infocouncil.aucklandcouncil.govt.nz/

o  at the top left of the page, select meeting/te hui “Community Committee Workshop” from the drop-down tab and click “View”;

o  under ‘Attachments’, select either the HTML or PDF version of the document entitled ‘Extra Attachments’.

6.       Note that, unlike an agenda report, staff will not be present to answer questions about the items referred to in this summary.  Members should direct any questions to the authors.

 

Ngā tūtohunga Recommendation/s That the Community Committee: a)      tuhi ā-taipitopito / note the progress on the Forward Work Programme appended as Attachment A of the agenda report. b)      whiwhi / receive the Summary of Community Committee information memoranda, workshops and briefings – 27 May 2025.

 

 

 

 

Ngā tāpirihanga

Attachments

No.	Title	Page
a⇨	Forward Work Programme

     

Ngā kaihaina

Signatories

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