1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Ōtara-Papatoetoe Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 21 February 2023, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

At the close of the agenda no requests for leave of absence had been received.

6 Te Mihi | Acknowledgements

At the close of the agenda no requests for acknowledgements had been received.

7 Ngā Petihana | Petitions

At the close of the agenda no requests to present petitions had been received.

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Ōtara-Papatoetoe Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - The Beautification Trust

Te take mō te pūrongo / Purpose of the report

Daniel Barthow, Chief Executive officer and Dawn Crispe, Community Manager for the Beautification Trust will be in attendance to present to the board on their work over the past financial year (30 June 2021 to 1 July 2022).

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / thank Daniel Barthow and Dawn Crispe from the Beautification Trust for their attendance and presentation.

Attachments

a Beautification Trust - presentation...................................... 127

8.2 Deputation - Ōtara Music and Arts Centre and Taro Patch Creatives

Te take mō te pūrongo / Purpose of the report

Noma Sio-Faiumu will be in attendance to update the board on the Otara Music and Arts Centre restoration of its original name, and the Taro Patch Creatives, a new digital storytelling initiative in the Papatoetoe area.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / thank Noma Sio-Faiumu for her attendance and presentation.

8.3 Deputation - Safer walking pathways and safety barriers in front of Papatoetoe North School

Te take mō te pūrongo / Purpose of the report

Jenna Toreono, a concerned parent and Board of Trustees member, will be in attendance to request safer walking pathways and safety barriers in front of Papatoetoe North School.

Ngā tūtohunga / Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / thank Jenna Toreono from Papaatotoe North School for her attendance and presentation.

9 Te Matapaki Tūmatanui | Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

9.1 Public Forum - Plan change PC 90 (Private): 8 Sparky Road, Ōtara

Te take mō te pūrongo

Purpose of the report

Kathryn leGrove will be in attendance to speak to the board on plan change PC90: 8 Sparky Road, Ōtara.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / thank Kathryn leGrove for her public forum presentation.

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Ōtara-Papatoetoe Local Board

21 March 2023

Old Papatoetoe Community Needs Assessment

File No.: CP2023/02459

Te take mō te pūrongo

Purpose of the report

1. To tūtohi / receive the Old Papatoetoe Community Needs Assessment report dated March 2023 provided in Attachment A.

Whakarāpopototanga matua

Executive summary

2. The Community Facilities Network Plan Action Plan (2019), Ōtara-Papatoetoe Local Board Plan (2020) and a recent local board resolution (OP/2022/36), support investigating opportunities to improve the provision and delivery of community services to meet the needs of the Old Papatoetoe community. This includes investigating the potential development of a community hub.

3. The purpose of the Old Papatoetoe community needs assessment in Attachment A is to provide evidence to support these investigations. Its focus is to understand the community’s service needs (including library, arts and culture, community activities and events, spaces for hire and community lease spaces) and how these are being met by existing providers in the Old Papatoetoe area. The council facilities in scope are the Papatoetoe War Memorial Library, Papatoetoe Chambers, Papatoetoe Town Hall and the Allan Brewster Leisure Centre (hire and lease services only).

4. Other drivers for this work include questions regarding the performance of the facilities in scope and potential development opportunities presented through Unlock Old Papatoetoe, an urban regeneration programme led by Eke Panuku.

5. The community needs assessment reflects input received from the local community, facility occupants, facility users, community organisations and council facility staff. Information was gathered through a survey, in-depth interviews with key community stakeholders, intercept interviews, feedback opportunities at the Papatoetoe War Memorial Library and Allan Brewster Leisure Centre, and youth and council facility staff workshops.

6. The key findings are as follows;

· there is a reasonable range of council and non-council facilities and services available in Old Papatoetoe that are valued by the community

· the council facilities in scope are ageing, in moderate condition, some are not fit-for-purpose and some are earthquake prone. People like their central location and access to parking

· there are perceived gaps in service provision particularly for youth, older people and arts and culture. Also identified was a gap in small to medium sized meeting rooms for community use

· there is a lack of awareness of services and facilities which appears to be an underlying reason for some of the perceived gaps

· there is a provision gap in Old Papatoetoe for a community centre. Services are currently dispersed across multiple facilities and providers

· collaboration between providers could be improved

· population growth within the area appears to be offset by declining use of the facilities

· feeling of safety in the Town Centre is an issue

· there is support for the development of a community hub.

7. Findings from the community needs assessment will be used to inform the development of options for community service provision and delivery in Old Papatoetoe, alongside building and site related information, strategic alignment and financial considerations.

Ngā tūtohunga

Recommendation

That the Ōtara-Papatoetoe Local Board:

a) tūtohi / receive the Old Papatoetoe Community Needs Assessment Report dated March 2023 provided in Attachment A.

Horopaki

Context

Drivers and scope of this work

8. The key drivers for developing the Old Papatoetoe community needs assessment are;

· the Community Facilities Network Plan Action Plan (2019) which has a priority action to;

‘Investigate community facility provision to meet community needs in Papatoetoe’’

· key initiatives in the Ōtara-Papatoetoe Local Board Plan (2020) which include investigating opportunities for a community/civic hub and working with Eke Panuku for funding to implement improvements to Papatoetoe Chambers and Town Hall and Unlock Papatoetoe project area

· An investigation undertaken by Community and Social Policy to identify current and future gaps and duplications in services or facilities in the Papatoetoe area against the provision guidelines in the Community Facilities Network Plan. The following recommended key move was supported by the Ōtara-Papatoetoe Local Board at their March 2022 business meeting (OP/2022/36) and endorsed by the Parks, Arts, Community and Events Committee in April 2022;

‘To investigate opportunities to optimise the ageing community facilities portfolio and to provide an integrated facility that provides library and arts and culture spaces as well as delivers additional community services space in Papatoetoe.’

9. Other drivers include;

· questions regarding the performance of the facilities in scope and the increasing costs to maintain them

· a growing and changing community

· the opportunity to explore the potential to respond to identified community service needs within the urban redevelopment proposed through Eke Panuku’s Unlock Old Papatoetoe programme .

10. The purpose of the community needs assessment is to understand;

· the current and future community service provision needs of the Old Papatoetoe community (including library, arts and culture, community activities and events, spaces for hire and community lease spaces)

· how these needs are being responded to by council and other providers in the Old Papatoetoe area

· the services provided from the Papatoetoe War Memorial Library, Papatoetoe Chambers, Papatoetoe Town Hall and the Allan Brewster Leisure Centre (hire and lease services only) and how they are used.

11. Jacobs (consultants) were engaged to undertake the community needs assessment (refer to Attachment A). The research included;

· a review of relevant plans and policies, community service and facility trends and findings of recent social research and community engagement

· analysis of the community profile using census data, growth data and other primary research

· understanding community service requirements through direct engagement with the community

· detailed review of the facilities in scope including service provision and use, building condition, issues and opportunities

· analysis of other community providers and facilities within the study area using available data.

About the community facilities in scope

12. 1 - Papatoetoe War Memorial Library
2 - Papatoetoe Town Hall
3 - Papatoetoe Chambers
4 - Allan Brewster Leisure Centre

Map

Description automatically generated

The facilities in scope are located in the Old Papatoetoe Town Centre - refer to the plan below.

13. Papatoetoe War Memorial Library was built in the 1970s and has a floor area of approximately 920m2. It is assessed as being in moderate condition. In addition to the core library services, a range of programmes, activities and events are delivered. It has a small meeting room that can be hired.

14. Papatoetoe Town Hall is a heritage building built in 1918 and extended in 1956. It has a floor area of approximately 840m2. It is assessed as being in moderate condition and has recently been renovated. It is earthquake prone with a seismic rating of 15%NBS. Retrofit design work is currently underway to upgrade the building’s seismic rating to 67%NBS. It is a venue for hire with the main use being by church groups.

15. Papatoetoe Chambers was built in 1955 and has a floor area of approximately 1070m2. It is assessed as being in moderate condition and has recently been renovated. It is earthquake prone with a seismic rating of 20%NBS. It provides for eight community leaseholders.

16. Allan Brewster Leisure Centre was built in 1992 and has a floor area of approximately 4,455m2. It is assessed as being in moderate condition. For this project the focus was on the three spaces for hire and three leaseholders including the Spotlight Theatre/Manukau Performing Arts located at the southern end of the facility.

Tātaritanga me ngā tohutohu

Analysis and advice

Old Papatoetoe is experiencing population growth and changing demographics

17.

Map

Description automatically generated

The study area for the community needs assessment reflects the neighbourhoods within a 10 minute drive from the Papatoetoe Town Hall. It is bound by motorways on the South-West (SH20) and East (SH1). The Southern boundary is formed largely by Puhinui Road and the Middlemore Hospital campus forms the Northern boundary. The study area is illustrated below:

18. The 2018 Census identified the residential population of the Ōtara-Papatoetoe Local Board area at 85,122 and the study area at 41,364. Expected growth in the local board area is 6,300 people (6.4 percent) and in the study area 3,828 (8.6 percent) over the next 10 years.

19. The Ōtara-Papatoetoe Local Board area has a median age of 29.3 years compared to Auckland at 34.6 years. It is anticipated that there will be a decrease in the 0-39 age group and an increase in the 40 plus age group over the next 20 years.

20. The study area comprises 52 percent of the population of Asian ethnicity, compared to 35 percent in the local board area and 28 percent across Auckland; 27 percent Pacific Peoples compared to 46 percent in the local board area and 15.5 percent across Auckland; and 20 percent European compared to 16.6 percent in the local board area and 53.5 percent across Auckland.

21. It is anticipated that the proportion of Pacific Peoples and Asian populations will increase whilst European and Māori populations will decrease over the next 25 years.

A summary of the key findings

22. The key findings are summarised in Table 1 below;

Table 1: Key findings
Theme	Findings
Network provision	· Libraries - library provision is currently proficient · Community centre - there is a gap in provision within the study area. Spaces and services are currently dispersed across multiple facilities and providers · Spaces for hire – there is a gap in provision for small to medium sized meeting spaces, however, existing council spaces for hire are not used to capacity · Art and culture – there is a partial gap in provision for art and culture programmes and spaces available in the study area · Community leases – there are 11 community leases in place across 2 facilities which enable the provision of a range of community services
Services	· There is a wide range of community services offered by council and non-council providers within the study area which are valued by the community. Services often cater to specific sections of the community · There are some perceived gaps in community service provision especially for youth, older people and arts and culture · There is a gap in focused co-ordination of localised provision of services that can respond to community need · There is a lack of awareness of existing community services offered which appears to be an underlying reason for some of the perceived gaps · Collaboration and communication between all providers could be improved
Facilities	· There is a range of council and non-council facilities provided within the study area that provide community services which are valued by the community · The council facilities are aging, in moderate condition, and some are not fit-for-purpose. The Chambers and Town Hall are earthquake prone · There is a lack of awareness of existing community facilities · The central location of the council facilities and access to parking are valued by the community · The development of a multi-purpose community facility/hub is supported
Additional findings	· Population growth within the area appears to be offset by declining use of the facilities · Feeling of safety in the Town Centre is an issue, particularly around the Papatoetoe Chambers · Strong desire was expressed for additional or improved open space and sport and recreation · There is support for retaining the Papatoetoe Food Hub services

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. The recommendations in this report have no climate impact. Climate impacts will be assessed in any future work that may arise as a result of further investigations and will be aligned with Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. Staff from across council and Eke Panuku have provided input throughout this project. The council departments represented included Connected Communities, Parks and Community Facilities, Local Board Services and Regional Services and Strategy.

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

Local impacts and local board views

25. The community needs assessment included engagement with key stakeholders and the local community between May and July 2022 using the following channels:

· survey (119 responses were received)

· 18 in-depth interviews with key stakeholders

· 4 intercept events with the general community

· 5 network meetings/events

· a youth workshop

· a council facility staff workshop

· displays at the Papatoetoe War Memorial Library and Allan Brewster Leisure Centre.

26. The participants’ ethnicity was not representative of the community demographic makeup of the study area with Europeans over-represented and all other ethnicities under-represented, particularly Pacific Peoples and people of Asian descent. Effort was made to connect with these communities.

27. A local board workshop was held in November 2021 to discuss the scope and approach of the community needs assessment and seek input on the proposed engagement approach.

28. A summary of the key findings was shared with the local board at a workshop in September 2022 and the recommendations were discussed at a workshop in November 2022.

Tauākī whakaaweawe Māori

Māori impact statement

29. The Ōtara-Papatoetoe local board area has a Māori population of approximately 16 percent.

30. The ethnic breakdown of respondents to the general survey showed the response rate at about 10 percent.

31. Mana whenua are aware of this piece of work through the Unlock Old Papatoetoe programme. Mana whenua and mataawaka will be invited to participate in future phases of this work.

Ngā ritenga ā-pūtea

Financial implications

32. There are no financial implications associated with this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. Identified risks and mitigations associated with the community needs assessment in the context of next steps are outlined in Table 2 below.

Table 2: Risks and mitigations
Risks	Mitigations
Unlock Old Papatoetoe programme timeframes might be extended	Continuously monitor with Eke Panuku and adjust future work programme delivery accordingly
Budget is not available to procure specialist advice to enable a full assessment of the options identified	The results of the FY24 budget will confirm capacity to deliver in 2023/2024. Future work will be guided by local board prioritisation.

Ngā koringa ā-muri

Next steps

34. Subject to local board endorsement, staff will make the Old Papatoetoe Community Needs Assessment Report available to community stakeholders that participated in the process.

35. A cross council team and Eke Panuku will work together to identify and assess options for the future provision and delivery of community services in Old Papatoetoe. The options will be informed by the findings of the community needs assessment alongside building and site related information, strategic alignment and financial considerations.

36. Consideration will be given to a community hub. This will not be an addition to the network, it will be a reframing of current provision to deliver service requirements identified through the needs assessment.

37. Financial considerations will take into account the financially constrained environment we are working within and sustainable funding opportunities, including the potential to apply service property optimisation.

38. The options will be workshopped and reported to the local board so their direction can guide next steps.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Old Papatoetoe Community Needs Assessment (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Sophie Bell - Service and Asset Planning Specialist

Authorisers

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

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

21 March 2023

Ōtara-Papatoetoe Local Board Early Engagement Plan for Local Board Plan 2023

File No.: CP2023/02783

Te take mō te pūrongo

Purpose of the report

1. To inform and seek feedback from the Ōtara-Papatoetoe Local Board on the early engagement process in developing the Local Board Plan 2023.

Whakarāpopototanga matua

Executive summary

2. Local board plans are strategic three-year plans developed in consultation with the community. They set out the direction for the local area reflecting community aspirations and priorities.

3. Local board plans are inclusive of, and connected to, regional strategies and plans, including the Auckland Plan (the 30-year vision for Auckland), the council’s 10-year Budget (Long-term Plan) and annual budgets.

4. Workshops were held in November and December 2022, and February 2023 to review the delivery of the current local board plan, receive analysis and advice from various departments on budget challenges, reprioritisation of work programme to increase focus on climate action, Māori responsiveness and delivering on core council services such as our pools, open spaces and facilities.

5. Initial ideas and initiatives from board members have formed the content of the Early Engagement summary document provided as Attachment A. Focus areas and initiatives include our community, places, people, economy and environment.

6. There will be three phases of engagement for the Local Board Plan 2023. Phase one will focus on creating awareness about the LBP and gather initial feedback (early engagement). Phase two will have Special Consultative Procedure where the community is invited to give formal feedback on the draft plan and phase three will include formal adoption of the plan and closing the loop with local communities.

7. The purpose of undertaking early engagement is to work with key community stakeholders on developing the draft Local Board Plan for later public consultation. Early engagement also tests engagement processes, shares what the board has achieved through the current local board plan and seeks initial views from stakeholder, partners, mana whenua iwi and community leaders to help the board in drafting a Local Board Plan 2023. It is also to provide an opportunity for community to reflect on their initial challenges and aspirations for the local area.

8. The contents of the Local Board Plan will be developed by the board with its local communities between June and August 2023.

9. The Local Board Plan will be formally adopted by the board in October 2023.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whiwhi / receive the draft early engagement summary document in Attachment A and the Engagement Plan in Attachment B for early engagement with local communities on the Local Board Plan 2023.

Horopaki

Context

10. The Local Government Act (Auckland Council) 2009, s20, requires each local board to adopt a local board plan by 31 October in the year immediately after the year of each triennial general election.

11. Local board plans are strategic three-year plans developed in consultation with the community.

12. The Early Engagement Summary document in Attachment A takes into account members’ views, advice and analysis on financial challenges faced by council and is reflective of the achievements of the current plan. The draft document comprises of aspirational outcomes, and some of the key initiatives on local activities, projects, and facilities.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Informal early engagement will take place from April to May 2023. It provides a key opportunity for mana whenua iwi, mataawaka, community partners and stakeholders to influence the content of the plans by putting forward ideas, initiatives and priorities or projects. Public engagement at this stage allows for a ‘community conversation’ that can shape the setting of priorities to formulate the draft plan.

14. There will be three phases of engagement for the Ōtara-Papatoetoe Local Board Plan 2023:

· phase One, which is treated as early engagement, will take place from April to May 2023 and will focus on gathering initial feedback from mana whenua, mataawaka, partners and community stakeholders to inform the development of the draft local board plan

· phase Two will be a Special Consultative Procedure, which is a statutory consultation requirement under the Local Government Act. There will be a formal public notification and feedback process from July-August 2023

· phase Three will be post adoption of the local board plan in October 2023 and will involve sharing the plan with local communities and closing the loop with those who gave feedback.

15. For early engagement, the focus will be on targeted stakeholder consultation which includes community partners, community grant recipients, local board venue and facility hirers and users, mana whenua iwi, Māori communities and local youth partners.

16. Engagement with mana whenua will be through rangatira ki te rangatira across local iwi and hapū partners, which includes: Ngāti Whātua – Ngāti Whātua Ōrākei, Waiohua-Tāmaki – Ngāti Tamaoho, Te Kawerau ā Maki, Ngāi Tai Ki Tāmaki, Te Ākitai Waiohua, Ngāti Te Ata Waiohua, Marutūahu – Ngāti Paoa, Ngāti Whanaunga, Ngāti Maru, Ngāti Tamaterā, Te Patukiriri and Waikato – Waikato-Tainui. The board will also work in partnership with marae in the local area.

17. A draft Ōtara-Papatoetoe Local Board Plan, supported by an Engagement and Project Delivery Plan will be tabled at the board’s business meeting in June for the board to adopt, before going out for formal engagement with the local community.

18. The board will formally adopt its Local Board Plan 2023 in October 2023.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. In 2019, Auckland Council voted unanimously to declare a Climate Emergency, and the following year the Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan was adopted. The Annual Budget 2022/2023 gives effect to those actions by guaranteeing ring-fenced funding to cut emissions, including a half-billion-dollar boost to deliver new and more frequent bus services across the region. Although the targeted rate is ring-fenced to deliver the actions in the Annual Budget 2022/2023, local boards can also address climate change in their local board plans.

20. Local Board Plans will seek to set out the board’s priorities and initiatives in addressing climate impact and seek the views of the community in meeting that challenge.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. Local board plans are a requirement of the Local Government (Auckland Council) Act 2009. Local Board Plans align with key Auckland Council strategies, including the Auckland Plan, Kia Ora Tamaki Makaurau (Māori Outcomes Framework) and Tāruke ā Tāwhiri (Climate Action Plan).

22. Local board plans are strategic documents that are developed every three years. They set a direction for local boards and reflect community priorities and preferences in relation to Council activities during that period. They provide a guide for local board activity, funding and investment decisions. They also influence local board input into regional strategies and plans, including annual budgets. The Local Board Plan also considers Council financial plans, such as long term and annual budgets, and financial responses to the impact of the Covid-19 pandemic.

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

Local impacts and local board views

23. Initial local strategic context, including ideas and initiatives from board members have formed the content of the Early Engagement summary document in Attachment A.

Tauākī whakaaweawe Māori

Māori impact statement

24. Auckland Council has committed to a treaty-based partnership with Māori. The local board will engage with mana whenua at rangatira ki te rangatira level across local iwi and hapū partners.

25. Kia Ora Tāmaki Makaurau, a Māori outcomes performance measurement framework, has been developed with mana whenua entities and Māori communities to reflect te ao Māori, be informed by mātauranga Māori (Māori knowledge) and be Māori centric. It provides practical guidance for staff to deliver on Māori outcomes, by identifying focus areas where the council group can best influence and direct resources, and by providing measures to ensure consistent delivery.

26. The Kia Ora Tāmaki Mākaurau framework forms the foundation for the Māori outcomes in local board plans alongside improved engagement with Māori communities and mana whenua. It is intended that specialists from Ngā Mātārae will be involved in the development of local board plans as well as Māori outcomes specialists in other departments of council.

Ngā ritenga ā-pūtea

Financial implications

27. There are no specific financial implications arising from this report as it provides information to the local board on the delivery of early engagement for local board plan 2023. Funding of $6,500 for engagement initiatives has already been approved and any future funding will need to be approved through normal council budget processes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. For the Early Engagement phase one of the Local Board Plan, the key risk is that a high level of Community Engagement may not be achieved. This can be due to engagement fatigue from major consultants such as Annual Budget and New Zealand Census, varying community priorities such as Flood recovery, and other ongoing events.

29. Mitigation on the above includes a detailed engagement plan and ongoing collaboration with community partners to reach traditionally hard to reach groups.

Ngā koringa ā-muri

Next steps

30. Staff will commence early engagement in April 2023 and report the findings to the board for incorporation into its draft Ōtara-Papatoetoe Local Board Plan.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Early Engagement Summary - Local Board Plan 2023 Draft	27
b ⇩	Engagement Plan – Local Board Plan 2023	37

Ngā kaihaina

Signatories

Author	Shoma Prasad – Engagement Advisor
Authoriser	Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

21 March 2023

An evaluation of the local board TUIA rangatahi mentoring programme

File No.: CP2023/02797

Te take mō te pūrongo

Purpose of the report

1. To receive the evaluation of the TUIA (rangatahi mentoring programme) and its recommendations.

2. To provide an opportunity for the local board TUIA rangatahi mentor, Chair, Apulu Reece Autagavaia to update the board on the programme’s progress.

Whakarāpopototanga matua

Executive summary

3. The local board has supported the TUIA programme since 2017 and has allocated a budget of $3000 for 2022/2023, through its work programme to support the delivery of it.

4. The TUIA programme seeks to develop the leadership capacity of young Māori in communities throughout New Zealand. The mentoring is on one-to-one basis, with monthly informal and formal meetings, participation in civic events and trainings, with the overall objective of enhancing the TUIA’s leadership skills as a local leader.

5. In Auckland, the Franklin, Papakura, Māngere-Ōtāhuhu, Ōtara-Papatoetoe and Manurewa local boards have committed to TUIA, offering annual rangatahi places on the mentoring programme.

6. Currently the southern Local Board Services teams are providing administrative support in the management of the programme, with additional assistance from Local Board Communications and Connected Communities departments in promoting the rangatahi mentoring opportunity to iwi, youth, and community groups.

7. The TUIA programme aligns with Auckland Council’s ‘I Am Auckland’ strategic action plan for children and young people which was adopted in 2013 following significant consultation with the region’s rangatahi (young people). It sets out council’s commitments to children and young people in Tāmaki Makaurau.

8. In 2021 the Parks, Arts, Community and Events (PACE) committee of the Governing Body endorsed a recommendation to carry out a three-year review of I am Auckland to reflect the changing lives of Auckland’s children and young people, including the impact of COVID-19.

9. In response to the PACE committee resolution, TUIA was one of several council group programmes evaluated. The evaluation report was completed in December 2022 and has been prepared by the Centre for Social Impact. This is provided as Attachment A.

10. A schedule of Auckland Council local boards’ TUIA rangatahi programme mentors and rangatahi for 2023 is Attachment B. TUIA rangatahi have recently been confirmed for this year and it is proposed that the board’s TUIA rangatahi mentor give a brief verbal update on how the 2023 programme is progressing.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whiwhi / receive the evaluation of the local board TUIA rangatahi mentoring programme (TUIA)

b) tuhi ā-taipitopito / note the evaluation recommendations to consider:

i) ongoing support for and strengthening of TUIA

ii) facilitating opportunities for rangatahi and local boards to engage in the larger national conversation about participatory democracy and civics education

iii) sharing TUIA evaluation learnings and insights with other local boards and other parts of the council group

iv) further engagement with mana whenua on TUIA to seek insight and learning an increase in operational capacity (identifying a dedicated resource) to support the continuous improvement and upscaling of the TUIA programme,

v) enhanced professional development for mentors

c) refer this report, attachments and resolutions to the Nga Matarae Heads of Strategic Outcomes and Relationships/Partnerships and request further advice on options to meet the recommendations of the evaluation

d) whiwhi / receive a verbal update from the board’s TUIA rangatahi mentor on how the 2023 programme is progressing.

Horopaki

Context

11. Auckland Council facilitates and supports a wide range of programmes for children and young people, from sport and recreation, arts and culture, employment schemes, youth voice and leadership. It also supports programmes for younger children in libraries and council facilities and holiday programmes in Tāmaki’s major cultural institutions. ‘I Am Auckland’ is council’s strategic action plan for children and young people living in Tāmaki Makaurau that supports the delivery of programmes for children and young people. Through the I Am Auckland evaluation framework, in 2022, council commissioned the Centre for Social Impact (CSI) to evaluate six programmes which included TUIA.

12. The purpose of the evaluation is to understand what outcomes these programmes have achieved and whether these align with the goals of I Am Auckland. The evaluation findings will be used to contribute to a wider, three-year review of I Am Auckland that is being led by the Culture and Diversity Team in the Community and Social Policy Department.

13. It is also intended that the evaluation findings will inform and support the ongoing development of TUIA and the other programmes evaluated by CSI. The purpose of this report is to receive the evaluation of the TUIA (rangatahi mentoring programme) and its recommendations.

Tātaritanga me ngā tohutohu

Analysis and advice

Local board work programme

14. The Māngere-Ōtāhuhu local board supports the TUIA rangatahi mentoring programme and has done so since 2017. The local board work programme budget is $3000 for 2022/2023, and this is the typical level of annual investment for this programme.

About the local board TUIA rangatahi mentoring programme

15. TUIA is a programme that has a national and local component. Founded by the Mayors Taskforce for Jobs in 2011, the basis for this initiative is that with the right support and the right opportunities, young leaders can become effective drivers of social and economic change in their respective communities.

16. The rangatahi is mentored regularly by a local board member, and is supported by the whole local board, involving informal meetings and attending more formal hui. The relationship also provides both partners – rangatahi and the local board – an opportunity to gain insight into intergenerational issues, values and their respective ‘worlds’.

17. The programme also builds on the network of rangatahi who are contributing to their communities and supporting each other. This is done through the national TUIA wānanga, enabling relationships to be developed across a diverse range of rangatahi throughout the country who recognise, accept and celebrate their whānaungatanga as well as their diversity.

18. Three pou (pillars) make up the TUIA rangatahi experience; mentoring, community contribution and wānanga.

19. Rangatahi are invited to attend five wānanga on marae in different parts of the country over the year to build their networks, obtain support, and undertake leadership development opportunities, in an environment that nurtures and celebrates te ao Māori.

20. National wānanga are coordinated and organised by the TUIA Charitable Trust. From 2011 to 2022 the TUIA programme involved 56 councils, 19 iwi and community-based organisations, and over 350 rangatahi participated.

21. In Auckland, the Franklin, Papakura, Māngere-Ōtāhuhu, Ōtara-Papatoetoe and Manurewa local boards have committed to TUIA, offering annual rangatahi places on the mentoring programme.

Evaluation of the TUIA programme

22. The TUIA programme aligns with Auckland Council’s ‘I Am Auckland’ strategic action plan for children and young people which was adopted in 2013 following significant consultation with the region’s rangatahi (young people). It sets out council’s commitments to children and young people in Tāmaki Makaurau

23. In 2021 the Parks, Arts, Community and Events committee of the Governing Body endorsed a recommendation to carry out a three-year review of the strategy to reflect the changing lives of Auckland’s children and young people, including the impact of COVID-19.

24. The three-year review included an evaluation of a selected number of existing child and youth programmes delivered by the Auckland Council group. The purpose was to understand what outcomes these programmes achieve and how these align with the goals of I Am Auckland. A key objective was also to provide programme organisers with valuable insights and learnings.

25. The Centre for Social Impact was commissioned to undertake the evaluations, and six council programmes were selected for evaluation through an expression of interest process:

i) Local board TUIA rangatahi mentoring programme: Supports rangatahi from the Franklin, Papakura, Māngere-Ōtahuhu, Ōtara-Papatoetoe and Manurewa local boards to contribute to their communities with mentorship from local board members, civics education, community projects, and wānanga with other mentees

ii) He Pia He Tauira: Provides opportunities for young people from mana whenua iwi to engage with Eke Panuku and express kaitiakitanga and manaakitanga through regenerative placemaking activity

iii) The Ōtara-Papatoetoe Squad (TOPS): A youth voice initiative that offers leadership development and opportunities for young people in the Ōtara-Papatoetoe local board area

iv) West Tech: Increases digital equity by teaching children and young people in West Auckland how to repair laptops and other digital devices

v) Tula’i: West Auckland based leadership programme for Pasifika youth that includes youth mentoring, inspirational speakers, connection with parents, a camp, and community service

vi) Girl on Fire: North Shore based programme that encourages young Asian girls to increase physical activity and build leadership skills.

26. The programmes were chosen after meeting at least two of the following selection criteria:

i) cover at least two I Am Auckland goals

ii) deliver to areas of most need i.e. south and west Auckland

iii) deliver to tamariki and rangatahi Māori

iv) deliver to Pacific or Asian populations

v) are youth-led

vi) target multiple outcome areas e.g. arts and employment

vii) cover other priority child and youth populations e.g. disabled or rainbow young people.

27. The TUIA programme evaluation report prepared by the Centre for Social Impact is dated December 2022 and is included as Attachment A.

28. A schedule of Auckland Council local boards TUIA rangatahi programme mentors and rangatahi for 2023 is included as Attachment B.

Benefits of the TUIA programme

29. The TUIA programme evaluation and anecdotal evidence highlights the value and success of the programme. It indicates that the mentor/mentee model at local board level is impactful.

30. This programme aligns with many local board objectives and I Am Auckland goals.

31. In the south Auckland context, TUIA is proving to be a platform for enhancing local board member community networks and iwi relationships, building rangatahi capability/experiences and developing local community succession-planning.

Recommendations from the evaluation

32. There are a number of recommendations from the evaluation for the local board’s consideration as detailed below.

Strengthening the future TUIA

33. The evaluation identifies a number of benefits of the programme and recommends ongoing advocacy for and promotion of TUIA. The evaluation also notes alignment of this local board programme with some of the recommendations in the Future for Local Government review. For example, the Future for Local Government review discusses the need to increase community understanding about the role of local government, and therefore encourage greater civics education and participation, as well as ensuring te ao Māori values and mechanisms for partnership and engagement are reflected at all levels of council systems. In its own way, the TUIA programme is delivering to these outcome areas in local governance of Tāmaki Makaurau.

Looking at TUIA as part of a larger conversation on participatory democracy and civics education

34. The evaluation recommends that south Auckland local boards are facilitated to connect with the TUIA national body, as an opportunity for rangatahi and local boards to engage with the larger national conversation about participatory democracy and civics education.

Building ongoing evaluation into TUIA

35. The sharing of evaluation data and insights with key stakeholders is recommended as part of the evaluation, and that this be integrated into the future programme design. Council staff and mentors involved in TUIA could connect with the national TUIA body to collaborate on evaluation approaches, and to share learnings and insights from local boards, mentors and rangatahi with other governance entities in Auckland and other regions.

TUIA and engagement with mana whenua iwi

36. The evaluation recommends active engagement with mana whenua on TUIA. There is currently strong engagement with some of the south Auckland local boards and iwi mana whenua, which has been further enhanced by the TUIA connection.

Dedicated TUIA resource

37. The evaluation recommends an increase in operational capacity (identifying a dedicated resource) to support the continuous improvement and upscaling of the TUIA programme.

38. Currently support is primarily provided by southern Local Board Services teams (administration and some coordination), with specific assistance from Local Board Communications and Connected Communities (promoting the rangatahi mentoring opportunity to iwi, youth and community groups). There is considerable reliance on each elected member mentor to lead much of the activity for the local TUIA programme.

Professional development for mentors

39. The evaluation recommends that a thorough training programme is provided to local board members who are mentoring rangatahi. It is important the mentor/mentee relationship is one of trust, and that both parties are working in safe environments. Professional development of mentors would help ensure an ongoing positive youth development experience, and that the mentors are well-equipped and supported to be effective in this responsible role.

Tauākī whakaaweawe āhuarangi

Climate impact statement

40. There are no specific climate impacts as a result of the evaluation as future actions are yet to be determined. The Tuia programme involves some climate impact as rangatahi are required to travel to wananga in different parts of the country as part of the programme.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. The TUIA programme aligns with Auckland Council’s ‘Kia Ora Tāmaki Makaurau’ Framework on Māori outcomes. In Auckland - Franklin, Papakura, Māngere-Ōtāhuhu, Ōtara-Papatoetoe and Manurewa local boards have committed to TUIA, offering annual rangatahi places on the mentoring programme. Each year, the five Auckland local boards offer one rangatahi placement on the TUIA programme. In 2022, one local board, offered two rangatahi placements.

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

Local impacts and local board views

42. This report provides information on the evaluation of the Tuia programme to participating local boards. Boards are invited to provide any feedback or take further action to implement the recommendations of the evaluation as necessary.

Tauākī whakaaweawe Māori

Māori impact statement

43. The Tuia programme is focused on rangatahi development, strengthening relationships with iwi mana whenua and better outcomes for Māori communities in the participating southern local board areas. Staff believe the Tuia programme has positive impact on Māori communities in local areas.

Ngā ritenga ā-pūtea

Financial implications

44. There are no specific financial implications arising from this report as it provides information to the local board on an evaluation of a programme. Funding for the Tuia programme for 2022-2023 has already been approved and any future funding will need to be approved through normal council budget processes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. There are no major risks highlighted in the evaluation of the local board TUIA rangatahi mentoring programme (TUIA).

Ngā koringa ā-muri

Next steps

46. The board will consider the future of the Tuia programme, including financial support, as part of its normal planning and budget processes.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	TUIA Programme Evaluation report	55
b ⇩	Southern local boards TUIA rangatahi programme 2023 – mentors and rangatahi	73

Ngā kaihaina

Signatories

Author	Shoma Prasad - Engagement Advisor
Authoriser	Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

21 March 2023

Council-controlled organisation forward work programme and engagement approach for Quarter Four (April-June 2023)

File No.: CP2023/02681

Te take mō te pūrongo

Purpose of the report

1. To provide the Ōtara-Papatoetoe Local Board with the council-controlled organisation (CCO) forward work programme and engagement approach in its area for Quarter Four (April-June 2023).

Whakarāpopototanga matua

Executive summary

2. The 2022/2023 CCO Local Board Joint Engagement Plans were adopted in June 2022. These plans record CCO responsibilities and local board commitments with Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare.

3. Local boards and CCOs are expected to review the joint engagement plans (CCO responsibilities and local board commitments) in June 2023.

4. CCOs provide local boards with the CCO work programme in their area. Each work programme item lists the engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

5. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

6. As per the 2022/2023 CCO Local Board Joint Engagement Plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.

· Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

7. CCOs and local boards workshop the CCO work programme and engagement approach regularly to identify and maximise opportunities for good community outcomes within the local board area.

8. This report provides a formal update of the CCO forward work programme, engagement approach and anticipated milestones for Quarter Four (April-June 2023). This report also includes the status on CCO work programme items since the last report in September 2022.

9. The Ōtara-Papatoetoe Local Board will receive the next CCO work programme and engagement approach report in June 2023 which will include an update on projects from Quarter Four (March-June 2023) and expected milestones for work in Quarter One (July-September 2023).

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whiwhi / receive the council-controlled organisations forward work programme and engagement approach for Quarter Four (April-June 2023).

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

10. The 2020 Review of Auckland Council’s council-controlled organisations recommended that CCOs and local boards adopt an engagement plan to:

· help cement CCO and local board relations

· agree on a common understanding of accountability between CCOs and local boards

· coordinate CCO actions better at the local level.

11. These plans record the commitment between Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland, Watercare and the local boards to work together.

12. Each local board adopted their 2022/2023 CCO Local Board Joint Engagement Plans in June 2022. These plans include CCO responsibilities and local board commitments.

13. This report does not update the CCO responsibilities and local board commitments. Local boards are expected to revise these in their next engagement plans in June 2023.

What are the CCO work programme items?

14. CCOs provide local boards with a work programme that lists the different CCO projects happening in the local board area.

15. The work programme is not a full list of projects in the Ōtara-Papatoetoe Local Board area. It includes work programme items for engagement purposes. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

16. As per the joint engagement plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.

· Local boards advise CCOs of issues or projects of significance, to communicate the interests and preferences of their communities and to allow for flexibility in terms of engagement, recognising differing levels of interest.

17. Each work programme item records an engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

18. The CCO work programme is intended to be reported through a local board business meeting quarterly for clarity and transparency. These updates may include the following types of changes:

· new work programme items and proposed engagement level

· changes to the engagement approach with the local board

· updates to status or anticipated milestones during the next quarter.

19. The work programme and engagement approach are workshopped regularly between CCOs and local boards to identify and maximise opportunities for good community outcomes within the local board area.

20. The engagement approach is based on the International Association for Public Participation (IAP2) standards which are provided in Table 1 below.

Table 1: International Association for Public Participation (IAP2) Engagement Approach Levels

CCO engagement approach	Commitment to local boards
Inform	CCOs will keep local boards informed.
Consult	CCOs will keep local boards informed, listen to and acknowledge concerns and aspirations, and provide feedback on how local board input influenced the decision. CCOs will seek local board feedback on drafts and proposals.
Collaborate	CCOs will work together with local boards to formulate solutions and incorporate their advice and recommendations into the decisions to the maximum extent possible.

21. Local boards received the last update to the CCO work programme and engagement approach in September 2022. CCOs have been updating local boards on their work programmes through induction workshops since November 2022.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The following sections list changes since September 2022 to the CCO work programme for any:

· completed work programme items

· new work programme items

· changes to engagement levels.

23. More detailed updates to the CCO work programme are provided in Attachments A-D.

Auckland Transport

Completed work programme items since September 2022

24. Auckland Transport has completed the following work programme items:

· Completion of a number of Local Board Transport Capital Fund Projects being:

i) Rongomai Walkway (Stage 11 – Belinda Avenue to Dunstan)

ii) Ōtara Hub Canopy

iii) Othello Park Shared Path

iv) Ōtara Creek Esplanade Path Network.

25. Various programmes implementing safety measures across the local board area have been undertaken this quarter.

26. Auckland Transport’s work programme items are provided in Attachment A.

27. Note the attachment with the update on Auckland Transport’s work programme is incomplete.

Tātaki Auckland Unlimited

Completed work programme items since September 2022

28. Tātaki Auckland Unlimited has completed the following work programme items:

· Rangatahi youth enterprise summit.

29. Tātaki Auckland Unlimited’s work programme items are provided in Attachment B.

Eke Panuku Development Auckland

Completed work programme items since September 2022

30. Eke Panuku Development Auckland has completed the following work programme items:

· Kotuku House

· Papatoetoe Masterplan.

New work programme items since September 2022

31. Eke Panuku Development Auckland has added new projects to the work programme including:

· Cost reduction to mitigate budget challenges.

Changes to work programme items since September 2022

32. Changes have been made to the following work programme items:

· Karoro Court gap filling (cancelled due to reprioritisation around budget reduction)

· Manukau Square and Pavilion (postponed due to reprioritisation around budget reduction).

33. Eke Panuku Development Auckland’s work programme items are provided in Attachment C.

Watercare

34. Watercare’s work programme items are provided in Attachment D.

Tauākī whakaaweawe āhuarangi

Climate impact statement

35. This report does not have a direct impact on climate, however the projects it refers to will.

36. Each CCO must work within Te Tāruke-ā-Tāwhiri: Auckland's Climate Action Framework. Information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare have been conducting induction sessions with local boards since late 2022 to overview their CCO’s purpose and work programme.

38. Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

39. The joint engagement plans and work programme items are shared with the integration teams that implement local board work programmes and give council staff greater ongoing visibility of CCO work programmes.

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

Local impacts and local board views

40. This report on the CCO work programme items ensures the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

41. As per the joint engagement plan, CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

42. This report does not have a direct impact on Māori, however the projects it refers to will.

43. Local boards and CCOs provide opportunities for Māori to contribute to their decision-making processes. These opportunities will be worked on a project or programme basis.

Ngā ritenga ā-pūtea

Financial implications

44. This report does not have financial impacts on local boards.

45. Any financial implications or opportunities will be provided to local boards on a project or programme basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. Due to local elections, local board induction, and summer closedown, some local boards may not have workshopped with CCOs on the work programme and engagement approach.

47. Not having a workshop risks the local board’s ability to fulfil their commitment to advise CCOs of issues or projects of significance and to communicate the interests and preferences of their communities.

48. This report addresses this risk by providing the current CCO work programme and engagement approach to provide clarity and transparency.

49. If local boards prefer a more formal commitment for workshops with their CCOs, this arrangement can be addressed through revision of the next CCO Local Board Joint Engagement Plans (CCO responsibilities and local board commitments) in June 2023.

Ngā koringa ā-muri

Next steps

50. The local board will receive the next CCO forward work programme report in June 2023 which will include an update on projects from Quarter Four (March-June 2023) and expected milestones for work in Quarter One (July-September 2023).

51. CCOs and local boards will have an opportunity to workshop the CCO forward work programme through April and May before the next report in June 2023.

52. CCOs and local boards are expected to revise their next joint engagement plans (CCO responsibilities and local board commitments) in June 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Transport forward work programme items for Q4 2023	81
b ⇩	Tātaki Auckland Unlimited forward work programme items for Q4 2023	83
c ⇩	Eke Panuku Development Auckland forward work programme items for Q4 2023	87
d ⇩	Watercare forward work programme items for Q4 2023	89

Ngā kaihaina

Signatories

Author

Maclean Grindell - Senior Local Board Advisor

Authorisers

Louise Mason - General Manager Local Board Services

Manoj Ragupathy - Local Area Manager

Ōtara-Papatoetoe Local Board

21 March 2023

Local Government New Zealand – membership of Auckland Council

File No.: CP2023/02515

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to provide local boards with information that enables them to provide feedback to the Governing Body when it considers Auckland Council’s ongoing membership of Local Government New Zealand (LGNZ).

Whakarāpopototanga matua

Executive summary

2. The Mayor of Auckland leads the development of the annual plan. The mayor is promoting a reduction of expenditure and in this context has asked for consideration of the council’s ongoing membership of LGNZ. This will be considered by the Governing Body at its meeting on 23 March 2023.

3. The council currently pays a subscription of approximately $400,000. In addition, there are costs associated with attending the annual conference and other activities. That expenditure could be applied to other council services.

4. Although Auckland Council is large enough to continue without using the resources and services provided by LGNZ, key questions are: should New Zealand have an association of local government? And, if so, should Auckland Council support this even though it might not need to use any of the resources or services provided by LGNZ?

5. This report provides information that will assist local boards to provide feedback to the Governing Body by 15 March 2023. Due to the constrained timeframe, the board provided feedback by delegation (Resolution OP/2022/183k). The feedback will be tabled at the meeting.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) tuhi ā-taipitopito /note the feedback for the Governing Body’s consideration of Auckland Council’s ongoing membership of Local Government New Zealand (LGNZ), tabled at the meeting.

Horopaki

Context

6. LGNZ is constituted as an incorporated society (New Zealand Local Government Association Inc). The members of the society are individual councils.

7. The objectives of LGNZ, under the constitution, are summarised as:

· promote the national interests of local government

· advocate on matters affecting the national interests of local government

· dialogue with government, parliamentarians and government agencies

· provide information to members

· research matters on behalf of member authorities

· provide advice and training opportunities

· hold conferences.

8. The components of LGNZ are:

· National Council, which is the governing body of LGNZ

· National Council Committees, to guide best practice

· Zones, which are geographical groups of councils and Auckland Council

· Sector Groups, which are groups of councils based on local government sectors (metropolitan, provincial, regional, rural).

9. The president and vice-president are elected at an annual general meeting (AGM) by ballot of member councils.

10. The National Council comprises the president and 17 members who are generally appointed by zones and sectors. Provision has been made in the LGNZ constitution for three members of Auckland Council on the National Council, one of which is reserved for a representative of Auckland Council’s 21 local boards. The National Council employs the chief executive.

11. Zones and sectors generally:

· make appointments to the National Council

· provide advice to the National Council

· disseminate information to members

· assist the National Council with dealing with issues

· receive updates from LGNZ on issues facing local government.

12. Auckland Council is not a member of a geographical zone of councils. It is its own Zone, recognising the 21 local boards in the Auckland Council model. The Auckland Council Zone meets four times per year and is attended by representatives of the 21 local boards and the Governing Body. The LGNZ President and Chief Executive, or their nominees, report to the Zone on the key issues facing the local government sector and being addressed by the National Council.

13. Auckland Council gets a number of benefits from its interactions with LGNZ. These benefits include keeping abreast of national issues affecting local government, influencing local government issues on the national agenda, providing sector leadership, and elected representatives being able to connect and network with their peers from across the country.

14. Auckland Council’s annual subscription for 2022/2023 is $350,352.26 excluding GST and covers an April to March financial year.

Composition of the National Council

15. The National Council comprises:

· the President

· the chair of Te Maruata

· one member elected by each of zones 1, 2, 3, 4, 5, 6

· three members elected by the Metropolitan Sector Group (except Auckland Council)

· two members elected by the Regional Sector Group

· one member appointed by each of the provincial and rural groups

· the Mayor of Auckland

· one elected member appointed by the Auckland Council governing body

· one elected member appointed by the Auckland Council local boards.

16. Committees of the National Council include:

· Te Maruata

· the Young Elected Members’ committee

· the Community Board Executive Committee (an advisory committee)

· other committees set up by the National Council from time to time.

17. Although the members of LGNZ are the councils, the LGNZ constitution provides for one position on the National Council to be appointed by Auckland Council local boards.

18. A decision about the ongoing membership of LGNZ is made on behalf of Auckland Council as a whole and is made by the Governing Body.

Tātaritanga me ngā tohutohu

Analysis and advice

19. The Mayor of Auckland has a statutory role of leading the development of, among other things, the annual plan. Local boards will be aware that the mayor is proposing an annual plan that seeks to reduce council expenditure.

20. In this context, the mayor has asked that the ongoing membership of LGNZ is considered. The subscription together with related costs such as conference attendance is over $400K. That amount could be used for other council purposes.

21. Before the formation of Auckland Council, the eight legacy councils each paid their subscriptions to LGNZ. The subscription paid by Auckland Council is not the sum of those subscriptions, but a lower amount. As the subscription has already been discounted (by about $200K), seeking a further significant reduction is not considered to be an option.

22. LGNZ’s latest annual report (for 2021/22) shows that its gross surplus (revenue less direct costs) was just over $2 million and its net surplus before tax (after deducting operating expenses) was $341,007.

23. There are 78 councils in New Zealand with populations ranging in size from 600 (Chatham Islands) to 1.7 million (Auckland). The average population size per council is approximately 85,000 (about the size of an Auckland Council ward). After Auckland Council the next largest council in terms of population is Canterbury Regional Council with a population of 655,100. The largest city is Christchurch with a population of 389,130. Auckland Council is considerably larger than any other council in New Zealand.

24. LGNZ comprises and represents all councils in New Zealand. It is the body that central Government Ministers consult when seeking a view from the local government sector.

25. LGNZ provides resources such as policy advice, elected member development and conferences that are available to the whole sector.

26. Auckland Council, on the other hand, is large enough to provide policy advice and elected member development without calling on LGNZ services; although in the past there has been a collaboration between LGNZ and Auckland Council at a staff level and on National Council and its committees at the elected member level.

27. LGNZ’s latest annual report notes that LGNZ has coordinated a sector response to major reforms, including the RMA reforms and Three Waters. LGNZ has also organised webinars about issues raised by the Future for Local Government Review.

28. In the future, there is the possibility of major local government reforms arising from the report of the Future for Local Government Review Panel. If this happens, it could be beneficial for Auckland Council to be a part of a sector approach to those reforms, in which case a future council might choose to rejoin LGNZ if the current council resigns its membership.

29. Issues around climate change will likely become more important in the future and it may be important to coordinate a sector approach to these.

30. Key questions are: should New Zealand have an association of local government? And, if so, should Auckland Council support this even though it might not need to use the resources or services provided by LGNZ?

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. As a consequence of the pandemic. LGNZ has held some meetings online but not all. If Auckland Council resigned its membership of LGNZ there would be less air travel between Auckland and Wellington by those attending meetings.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. There are no impacts on the council group.

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

Local impacts and local board views

33. LGNZ exists primarily for elected members (as compared to Taituarā which exists for local government managers). Under the constitution, councils are the members of LGNZ. The constitution recognises local boards by providing a position on the National Council to be elected by Auckland Council’s 21 local boards.

Tauākī whakaaweawe Māori

Māori impact statement

34. The LGNZ National Council has a committee known as Te Maruata. It promotes the participation of Māori in local government and provides a network for Māori elected members.

Ngā ritenga ā-pūtea

Financial implications

35. The current expenditure on LGNZ activities, approximately $400,000, could be used on other Auckland Council activities.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. There is a risk, if Auckland Council is not a member of LGNZ, of Auckland Council not being able to influence the position of the sector on various policy matters. This risk is considered to be low as Auckland Council is large enough to be seen by central government as an important local government participant to be communicated with separately to the sector as a whole.

37. There is a risk to LGNZ that if Auckland Council resigns its membership that this will adversely impact LGNZ’s financial position.

38. Being part of LGNZ has the benefit that the council can socialise Auckland issues with the elected representatives of other councils. There is a risk that Auckland Council could lose the understanding and support of other councils if it withdraws from LGNZ. Loss of support by other councils could affect Auckland Council’s relationship with central government.

Ngā koringa ā-muri

Next steps

39. Local board feedback was due on 15 March 2023 and was collated and reported to the Governing Body. Due to the constrained timeframe, the board provided feedback by delegation (Resolution OP/2022/183k). The feedback will be tabled at the meeting and attached to the minutes as a minute attachment.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Oliver Roberts - Planning & Operations Manager

Manoj Ragupathy - Local Area Manager

Chairperson	Apulu Reece Autagavaia
Deputy Chairperson	Dr Ofa Dewes
Members	Dr Ashraf Choudhary, QSO, JP	Albert Lim
	Topou Folau	Swanie Nelson
	Vi Hausia

Author	Carol McGarry - Democracy Advisor
Authoriser	Manoj Ragupathy - Local Area Manager