Addendum Agenda of Governing Body - Thursday, 27 July 2023

Governing Body

27 July 2023

Storm recovery and resilience consultation

File No.: CP2023/03094

Te take mō te pūrongo

Purpose of the report

1. To approve materials for Auckland Council’s storm recovery and resilience consultation to inform development of the Tāmaki Makaurau Recovery Plan and Making Space for Water in August 2023.

Whakarāpopototanga matua

Executive summary

2. The Recovery Office is coordinating efforts to support communities to recover from the extreme weather events of early 2023. A Tāmaki Makaurau Recovery Plan is being developed to guide this work. As part of the Recovery Office programme, Making Space for Water proposes a range of flood resilience activities.

3. This report introduces draft documents for public consultation on storm recovery and resilience in August 2023 (Attachments A, B and C). Much of the consultation will be place-based, working with affected communities and households to hear their feedback on the recovery process, their ongoing needs, and suggestions for improving resilience to future events. There is no express statutory requirement to consult in preparation for the Tāmaki Makaurau Recovery Plan or the next stage of decision-making on Making Space for Water, but staff have assessed these matters as having a high degree of significance and recommend consultation to ensure that the views and preferences of those interested in or affected by these matters are well understood and can inform future decisions.

4. Region-wide public consultation will take place from 3 August to 31 August 2023. It will seek Aucklanders’ feedback on two topics:

a) their experience during the storms and their aspiration for recovery to inform planning, and

b) their views on ways to better manage stormwater to reduce future flood risk.

5. Consultation materials will refer to current estimates that the cost of the Making Space for Water programme could be around $1.65 billion over a six-year period, including land acquisition, capital investment in improvements to our networks, and operating expenditure to improve our service levels.

6. Practicable options to fund this are likely to be limited to increases to general rates or creation of a specific, new, targeted rate or rates (at a regional and/or local level). The level of rates required will depend on the extent of support and co-funding available from central government. If the council had to fund all of this itself, then the additional rates could be equivalent to a further 8 per cent increase in general rates for the average value property. Any further consultation required on how to fund the programme will take place at a later point once co-funding arrangements are better understood.

7. Consultation with local boards, mana whenua and delivery partners will occur in parallel with this process. Feedback from previous relevant consultations will also be reflected in the programme refinement.

8. The Recovery Office is preparing a report for the August meeting of the Governing Body, seeking approval in principle for the structure and delivery of the Tāmaki Makaurau Recovery Plan.

9. The revised Making Space for Water work programme will be presented to the Governing Body in September 2023 for support in principle. At this stage there is too much uncertainty about funding requirements and the potential transfer of functions to Water Services Entity A for final decisions to be made. It is anticipated that views received in relation to this consultation will inform later decisions once the council has more certainty in relation to these matters.

Ngā tūtohunga

Recommendations

That the Governing Body:

a) whakaae / approve materials included in Attachments A, B and C to the agenda report for Auckland Council’s storm recovery and resilience consultation to inform the Tāmaki Makaurau Recovery Plan and Making Space for Water programme

b) tautapa / delegate responsibility to the Group Recovery Manager to approve minor amendments to the storm recovery and resilience consultation materials content prior to distribution

c) whakaae / approve public consultation in August 2023 consistent with Table 4 in this agenda report

d) tuhi ā-taipitopito / note the inclusion of preliminary costings for the Making Space for Water programme

e) tuhi ā-taipitopito / note that the consultation process and report do not bind Auckland Council to any activity or expenditure.

Horopaki

Context

10. The Recovery Office is coordinating a programme to support communities to recover from this year’s storm events, developed collaboratively across the Council Group and external agencies. Planned recovery efforts will be presented in the Tāmaki Makaurau Recovery Plan, which will support the delivery of recovery projects, initiatives and activities. The Plan will be a ‘living document’ with sections released progressively as programmes are finalised. One of these programmes is Making Space for Water, the proposed flood risk reduction programme.

11. Making Space for Water is being proposed to respond to more frequent and severe flood events in Auckland. Its purpose is to prioritise flood readiness in stormwater operations, and to ensure that communities, households and businesses are supported to build their resilience to storms.

12. At its May 2023 meeting, the Governing Body agreed to the development of a consultation plan for public consultation on the Making Space for Water programme from July 2023 (GB/2023/88). This was in recognition of the significant public interest in the programme, as well as the large budgetary implications.

13. As staff refined programme detail, it was decided that further work was needed before presenting that content to the Governing Body and public for consultation. As a result, consultation has been delayed by two weeks until 3 August 2023.

14. The consultation will combine information about the draft Tāmaki Makaurau Recovery Plan and the draft Making Space for Water programme.

Tātaritanga me ngā tohutohu

Analysis and advice

15. The Governing Body received an update on the Tāmaki Makaurau Recovery Plan in June 2023 (GB/2023/107). Therefore, the content within this report largely focusses on the stormwater management options and the development of the Making Space for Water programme.

Options analysis for Making Space for Water

16. This section presents the options for stormwater management programmes. These options considered the ability to deliver on four core principles of flood management: risk reduction, risk avoidance, risk awareness, and preparation.

17. These options are in addition to emergency works already funded and underway in the 2023/2024 annual budget. Of the additional $20 million allocated to storm recovery in this budget, some was allocated to stormwater improvements including $1.5 million to Auckland Transport for more frequent maintenance and proactive monitoring and $0.6 million for Healthy Waters to support smart water monitoring for early warning flood forecasting.

18. While this new investment will provide some improvement to asset condition and monitoring, it will not make a material difference to the current flood risk profile or ability to support Aucklanders to prepare for future flooding.

19. Staff have developed and analysed three main options to better manage stormwater including risk reduction, avoidance, awareness and preparation. All three options have been assessed against their impact on flood risk and flood resilience as per Table 1 below.

20. The three main options are as follows:

· Option 1: continuing with the current service level provided for in the 2021 Asset Management Plan

· Option 2: providing for an enhanced level of maintenance and flood intelligence to the existing asset base

· Option 3: a wide range of flood management projects (Making Space for Water).

Table 1: Stormwater management investment options

Option	Description	Criteria
Option	Description	Reduce existing flood risks	Avoid creating new flood risks	Raise people’s awareness of flood risks	Be prepared for flood events
Option 1 Continue current level of service per 2021 AMP	Hot spot maintenance, catchment planning, modelling, stream works	Some improvement	No improvement	No improvement	No improvement
Option 2 Enhanced maintenance level of service	Increase street and catchpit clearing, minor improvements to catchpits, flood intelligence	Some improvement	Some improvement	Some improvement	Some improvement
Option 3 Proposed Making Space for Water investment	Increase maintenance, develop and deliver blue-green networks, enhance natural systems, work with communities to build resilience	Significant improvement	Significant improvement	Significant improvement	Significant improvement

21. Option 1 is the current level of service and consequential investment as identified by the 2021 Healthy Waters Asset Management Plan (AMP). The AMP includes catchment planning, flood intelligence, partnership with community, maintenance and renewals. However, the current level of investment does not improve the current flood risk profile for Auckland or respond to the higher level of future risk.

22. Option 2 is an enhanced maintenance level of service option and provides for $169 million of additional council investment above the current Asset Management Plan over the next six years. This is the additional maintenance and flood intelligence components of the draft Making Space for Water programme. Additional maintenance would reduce some risks caused by blocked or broken stormwater infrastructure. This would help to accommodate some flood events and would somewhat reduce some risks, particularly road flooding. It would help Auckland to be better prepared for some future events. This level of investment would not manage any risks to private or natural waterways, nor would it support communities to build their resilience.

Option 3: Making Space for Water

23. Option 3, Making Space for Water, proposes a combination of built and natural infrastructure, and leverages community capacity, to respond to and reduce flood risks (Table 2). By using a wide range of approaches, risks can be reduced or avoided, awareness raised, and preparedness built with communities to help respond to and manage future events.

24. There are approximately 50,000 properties across Auckland that are at risk of some level of flooding. These properties will be impacted to varying degrees, depending on the scale of a rain event. The work proposed under Making Space for Water is expected to reduce this risk profile. For the most at-risk properties, this would be a significant reduction through direct intervention at a property level. For the vast majority of the remaining properties, their risk would be reduced by indirect interventions at the community and regional level, to make these homes safer in the event of flooding.

25. As reported in the May 2023 report to Governing Body (GB/2023/88), nine initiatives have been identified as part of the proposed Making Space for Water programme. These are described in Table 2. Together, the initiatives are designed to address all flood-affected areas within the scope of the programme, with a cascade of interventions from education and advice through to engineering solutions and, in limited situations (as an option of last resort and subject to central government decisions), property acquisition.

26. The learnings from previous projects have been important to developing the possible work programmes. Te Auaunga (Oakley Creek) in Mount Roskill / Mount Albert and Te Ara Awataha in Northcote were designed and built to reduce flood risk to the neighbouring community and demonstrate the effectiveness of nature-based solutions. Both projects performed very well in the recent storm events despite the intensity of the storm event. The design of the Te Auaunga project protected 89 habitable floors from flooding by adding capacity to the stream and consequently reducing the flood plain. The Te Ara Awataha project has helped facilitate a large-scale re-development of the Northcote area where Kainga Ora are currently developing 1700 apartments and Eke Panuku Development Auckland are re-developing the town centre including a further 300 homes. Further, Project Twin Streams involved the purchase of approximately 150 properties over 10 years and their removal from flood hazard. The locations of these properties were flooded during the recent storm events and, had the houses not been removed previously, they would almost certainly have been flooded.

27. Possible projects could deliver three levels of benefit:

· Site-by-site benefit: Some of the proposed interventions will directly benefit individual properties, for example removing buildings that are at an unacceptable risk of repeated or severe flooding. Approximately 400 properties could be taken out of flood hazard zones through the blue-green networks and culvert and bridge upgrades projects, and a further identified 150 high-risk properties. These benefits depend on sufficient co-funding being made available for property acquisition.

· Community benefit: Others will provide benefits at a community level, for example the work to build community-led flood resilience, support rural settlements, and rehabilitate streams would support communities to act to reduce their flood risks by managing the infrastructure in their immediate community. Blue-green networks also provide community-scale benefits.

· Regional benefit: Investment in flood intelligence and overland flow path management impact all properties across the region. Flood intelligence informs asset planning, maintenance, and mapping of flood risks. Overland flow path management requires council resources to identify, investigate and intervene in obstructions to overland flow paths. Our modelling and observations after the flood show that better overland flow path management would have noticeably reduced the extent of flooding in some areas by allowing the water to drain away.

Table 2: Making Space for Water provisional programme overview

Initiatives	Overview
Operations and Maintenance
Increased maintenance	Maximising stormwater networks’ operational efficiency in lower-level flooding events. Includes: increased street sweeping, catchpit cleaning, weed clearance from streams.
Flood intelligence	Investing in planning and modelling tools to enhance council decision making. Includes: rain radar, modelling tools, plan change input, design standards, and the collection of post event impact information (e.g., www.flooded.co.nz)
Neighbourhood solutions
Community-led flood resilience	Support for communities to act to reduce their own flood risks. Includes: direct advice for property-owners in high-risk areas, industry-specific advice (e.g., for builders and landscapers), and regional public events and awareness campaigns.
Stream rehabilitation	Rehabilitating critical high-risk streams. Includes: vegetation management, slope stabilisation, advice to property owners, bank battering and stream channel modification to improve flow dynamics and reduce erosion.
Rural settlements	Responding to specific stormwater needs in storm-affected communities, including marae and papakāinga. Includes: targeted consultation, supporting community resilience planning, improving existing stormwater infrastructure.
Culvert and bridge upgrades	Improving capacity of critical culverts and bridges. Includes: assessment, replacement, and upgrade of vulnerable assets.
Blue-green network projects	Creating new blue-green networks in areas identified as having (i) critical flood risks (ii) feasible stormwater solutions and, (iii) wider community benefits. Property acquisition and removal of some of the houses in these areas as a part of this programme is subject to central government decisions. Includes: stream daylighting, widening and realignment, and enhancing surrounding parkland or open space. May also include site amalgamation and urban redevelopment where feasible. Areas identified for blue-green networks are outlined on page 12 of the consultation document (Attachment A).
Site-specific solutions
Overland flow path management	Region-wide work to repair, protect, maintain, monitor, and enhance the performance of overland flow paths. Includes: educating property owners on their responsibilities for private overland flow path maintenance.
High-risk properties	Working with property owners to develop solutions for properties with significant health and safety risks. May include engineering solutions and potential property acquisition where support from central government can be secured.

Content for public consultation

28. Draft storm recovery and resilience consultation documents are included with this report for approval and summarised in Table 3. This includes the consultation document (Attachment A), consultation document summary (Attachment B) and feedback form (Attachment C).

29. There is no express statutory requirement to consult in preparation for the Tāmaki Makaurau Recovery Plan or the next stage of decision-making on Making Space for Water, but staff have assessed these matters as having a high degree of significance and recommend consultation to ensure that the views and preferences of those interested in or affected by these matters are well understood and can inform future decisions.

30. The consultation questions to inform the development of the Tāmaki Makaurau Recovery Plan include feedback on the people’s experience, what has helped and would help people and their communities feel like they have recovered.

31. The Recovery Office is following the approach used in Northland where questions were asked to elicit information, identify themes and inform planning. This approach enables people to tell their story and meet planning needs.

32. The second part of the consultation will seek feedback on the options identified as part of the proposed Making Space for Water programme.

33. The consultation material will refer to current estimates that the cost of the Making Space for Water programme could be around $1.65 billion over a six-year period. This would include around $700 million for land acquisition, $550 million of capital investment in improvements to our networks, and $400 million of operating expenditure to improve our service levels. These estimates are based on the best information available at this stage including current capital values for properties, expected inflation impacts, consequential operating expenses and contingency.

34. Any additional rates charge would be over and above the starting point general rates increase. If there were no support or co-funding from government then the council would need to identify funding sources for the full $1.65 billion. Funding this over 10 years including ongoing operating costs would be equivalent to an 8 per cent increase in general rates for the average value property. These considerations are discussed further in the financial implications section below.

35. Consultation material will include an indication of the funding options available to the council, including both government co-funding and rates funding. Any further consultation required on how to fund the programme will take place at a later point once co-funding arrangements are better understood.

Table 3: Consultation Document outline

Theme	Recovery Planning	Making Space for Water
Background	Impacts of storm events	Factors influencing flood risk
Purpose	Elicit people’s experience of the floods and aspirations for recovery	Explain the possible initiatives and a high-level indication of potential funding options Ascertain public support for the proposed initiatives
Outcome	High level themes loosely associated with geographic communities to inform recovery planning	Provide feedback to the Governing Body when considering options for Making Space for Water
Question themes	Effect of storms on individuals and communities What helped after the storms Aspirations for recovery	Suitability of possible interventions Additional activities
Project portfolios and initiatives	Community and social recovery Māori partnership and participation Economic recovery Natural and built environment	Operations and maintenance Neighbourhood solutions Site-specific interventions

Consultation promotion and opportunities for feedback

36. This consultation will use a regional promotional campaign to raise awareness of the consultation to all Aucklanders, as well as increased effort in targeted, priority communities that have been more greatly affected by flooding.

Table 4: Consultation activities – storm recovery and resilience consultation

Consultation activity	Method
Promotion and publicity	Paid advertisements through local community newspapers, on radio, digital online banners, and social media boosted posts. Promotional media through press releases, stories and advertorials, interviews. Shareable social media tiles and graphics.
Access to information	A 16-page consultation summary will be available online and in hard copy at all events (English only). Translated feedback forms and two-page summaries will be available in Te reo Māori, Simplified Chinese, Traditional Chinese, Samoan, Hindi, Korean and Tongan. Where appropriate, New Zealand Sign Language translations will also be available.
Receiving feedback	Feedback will be encouraged through the AK Have Your Say website. All advertisements and marketing materials will include this web address. Feedback can be provided at events or sent by email or post.
Events	Subject-matter experts will attend drop-in events Additional events are planned for highly affected areas Online webinars to answer questions from the public Hearings style events for key regional stakeholders Māori-focussed drop in events Workshops and business meetings with each local board Water-centred mana whenua hui Event dates are being finalised and will be shared with elected members prior to the consultation going live, should they wish to attend.

Some communities will need more consultation

37. Some local board areas were more severely impacted than others or experience frequent flooding. Of these, the Recovery Office has also identified communities that are more vulnerable to emergency events and has designed more active and targeted consultation through community groups in these communities. These include areas such as Māngere, Muriwai, Karekare and Mount Roskill that were particularly impacted by this year’s storm events.

38. Direct efforts will continue to be made to connect with these affected residents and property owners through targeted promotion and additional community drop-in events.

39. Care will need to be taken with these communities as there will be overlap with property owners who are being contacted as part of initial assessments in respect of central government’s proposed voluntary buy out proposals. It is important that they understand the different purposes of each engagement and do not experience consultation fatigue. In June, 6838 letters were sent to property owners across Auckland seeking information regarding whether their property may be eligible for the government’s proposed voluntary buy-out scheme. Of the 850 responses received at the time of writing, 28 per cent of respondents indicate they believe their property should be considered ‘Category 3’ (not safe to live in because of the unacceptable risk of future flooding and loss of life).

40. The impacts on rural communities’ flood response have been different to those on urban communities. The Recovery Office is working with the Northern Adverse Event Team and the Waikato Primary Industry Adverse Events Cluster. We will also seek specific feedback through community groups, guidance from rural local boards, and the Rural Advisory Panel on workstreams affecting rural areas.

Tauākī whakaaweawe āhuarangi

Climate impact statement

41. There is no significant climate impact from undertaking this consultation. By partnering in the materials being prepared, the travel and resource demand will be lower than if it was conducted separately.

42. Climate impact and carbon avoidance or sequestration are considered as part of capital works designs.

43. Climate impacts of Making Space for Water have been considered in previous reports.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

44. Many parts of council have responsibilities that influence how we manage flood risks and build community resilience. This detail was provided to the Governing Body on 22 June 2023. Staff have worked across the council group to align programme scope with policy direction and other work programmes led by council, and with our partners, including council-controlled organisations.

45. Healthy Waters and the Recovery Office are working with the Chief Planning Office, Local Board Services, Legal, and Finance to refine Making Space for Water, develop the Tāmaki Makaurau Recovery Plan, and the associated consultation plan, to ensure alignment with council policy and priorities.

46. On 26 April 2023, the Civil Defence and Emergency Management (CDEM) committee approved accelerated consultation on the Auckland CDEM Group Plan review (CDEMC/2023/7). This consultation is occurring at the same time as the Storm Recovery and Resilience consultation. Staff across both workstreams are working to ensure these processes align.

47. The consultation document includes a list of internal and external parties who will be part of the continued development and implementation of the programme.

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

Local impacts and local board views

48. Local boards received a copy of the 23 May 2023 Governing Body report including the proposed Making Space for Water initiatives.

49. Briefings with all local board members in July 2023 provided more information to local boards about the direction of both programmes and how they can engage with the process. Feedback from that briefing will be presented verbally at the Governing Body meeting.

50. Local board views on both programmes will be sought through local board workshops and business meetings in August. Local board feedback will be provided to the Governing Body along with public feedback and further programme detail in September 2023.

Tauākī whakaaweawe Māori

Māori impact statement

51. Direct consultation with mana whenua began in mid-May. Since then, staff have worked through their established relationships to refine some initiatives. Staff gave an overview of the programme to the Tāmaki Makaurau Mana Whenua Forum pou taiao on 7 June 2023. At this hui, staff were asked to hold a workshop on this and other broader water issues.

52. Hui with Independent Māori Statutory Board (IMSB) staff has highlighted a need to work more intentionally with IMSB members through programme development and public consultation. The Recovery Office recognises the need for effective consultation with Māori. Māori have interests across each of the recovery workstreams such as marae, businesses, housing, tamariki, and the natural environment. An iwi consultation plan is in development, with additional events proposed for mana whenua and mātāwaka.

53. Staff are working with the council’s Māori outcomes specialists to maximise opportunities for mana whenua and Māori to provide input on the range of options, throughout the consultation period, programme design, and delivery.

Ngā ritenga ā-pūtea

Financial implications

54. As noted above the proposed Making Space for Water programme of additional investment is currently estimated to cost around $1.65 billion.

55. On 1 June 2023, the government proposed entering into funding agreements with councils in cyclone and flood affected regions to support them to offer voluntary buy-out for owners of high-risk (Category 3) properties and to co-fund work needed to protect properties where risk can be managed (Category 2).

56. Details of these arrangements are yet to be confirmed but the Making Space for Water programme includes elements within both categories.

57. Different funding sources could be considered by the council to fund the remainder of the costs, but practicable options are likely to be limited to increases to general rates or creation of a specific, new, targeted rate.

58. Any additional rates charge would be over and above the starting point general rates increase which is estimated to be 13 per cent for the 2024/2025 year for the average value residential property. This is, however, a very preliminary estimate and is subject to many variables and decisions as part of developing the Long-term Plan 2024-2034.

59. If the council were to fund the entire Making Space for Water programme with an estimated cost of $1.65 billion, this would require funding equivalent to an additional 8 per cent increase in general rates for the average value property.

60. The council is working through negotiations with central government, as addressed in the confidential ‘Recovery Coordination Office Update on Cost Share Negotiations with Treasury’ report on this agenda. Any Crown funding through this process will reduce the requirement for funding from Aucklanders.

61. Further options would be available to the council around a targeted rate, including funding specific projects only from properties within each affected catchment, or collectively from all affected catchments. This could result in rating increases for some properties of well over 50 per cent.

62. Other rating policy options would be available to the council such as phasing in a targeted rate over two years to manage the impact on ratepayers.

63. This level of detail will be subject to further development for future consultation. Future consultation will include updated cost projections and more detail on funding options, informed by feedback on this consultation and any funding agreements with central government.

64. Operating costs incurred within the 2023/2024 financial year will be met from existing budgets, including the Storm Response Fund.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

65. Detailed Making Space for Water programme risks and mitigations were included in the May Governing Body report (GB/2023/88).

66. Table 5, below, identifies the risks associated directly with consultation.

Table 5: Consultation risks and mitigations

Risk	Mitigation
Consultation fatigue	Integrate findings from previous consultations into programme development and ensure cross-referencing of current responses. Coordination of consultations taking place.
Expectations	Be clear about the limitations of the current consultation, the programme’s dependency on central government co-funding for capital works and future rates decisions.
Retraumatising communities	Word consultation questions and events with care. Staff attending have experience in supporting psycho-social needs.
Confusion with Civil Defence and Emergency Management Group Plan consultation	Feedback for both processes will be themed to capture any overlap and shared in analysis where appropriate and practical within agreed timeframes.

Ngā koringa ā-muri

Next steps

67. Pending Governing Body approval, consultation will take place from 3 to 31 August 2023 to inform development of the Tāmaki Makaurau Recovery Plan and the Making Space for Water programme.

68. The Recovery Office will report to the August 2023 meeting of the Governing Body, seeking approval in principle for the structure and delivery of the Tāmaki Makaurau Recovery Plan. It is proposed to seek approval of the plan in sections once the Governing Body has approved the structure of the plan.

69. The revised Making Space for Water work programme will be presented to the Governing Body in September 2023 for support in principle. This will also be provided to the National Transition Unit for Affordable Water Services reform for their consideration.

70. Funding implications of all recovery actions will be considered as part of future consultations.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Storm Recovery and Resilience Consultation Document
b	Storm Recovery and Resilience Consultation Document Summary
c	Storm Recovery and Resilience Consultation Feedback Form

Ngā kaihaina

Signatories

Authors

Nicholas Vigar – Head of Planning, Healthy Waters

Mace Ward – Deputy Group Recovery Manager

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Peter Gudsell - Group Chief Financial Officer

Megan Tyler - Chief of Strategy

Mat Tucker - Group Recovery Manager

Phil Wilson - Acting Chief Executive

Governing Body

27 July 2023

Report on committee structure changes

File No.: CP2023/09728

Te take mō te pūrongo

Purpose of the report

1. To note my decisions about committees, chairs and other roles, approve committee membership, and make one change to the councillor appointed as a director of Auckland Transport (AT).

Whakarāpopototanga matua

Executive summary

Committee Structure

2. The current committee structure was established in November 2022 (GB/2022/111). I signalled there would be a review after 6-12 months to ensure the committees were focused, efficient and allowed councillors to contribute meaningfully.

3. The committees are working well. These changes are intended to incorporate feedback received during the annual plan process.

4. The structure will add one committee of the whole, the Budget Committee, to consider matters relating to the 10-year Budget (Long-term Plan) and Annual Budget. This will include two voting IMSB members.

5. The structure will also expand the responsibilities of the current Expenditure Control & Procurement Committee, and the Regulatory & Safety Committee.

6. There is some reallocation of committee memberships to ensure that all councillors have a fair workload and can contribute on matters of interest to them.

7. The governing body retains responsibility for key financial decisions and monitoring. This continues to be our most important role this term, so we must deal with it at governing body chaired by me.

8. The committee structure will be reviewed in 12 months time after the adoption of the 10-year Budget (Long-term Plan), to ensure it still delivers on the direction set by Governing Body.

9. The Deputy Mayor and I remain ex-officio members of each committee.

10. A summary of the proposed Committee changes is below, and detailed in Attachment A.

i) Budget Committee

Chair: Mayor Brown

Deputy Chair: Councillor Sayers

A new Committee of the Whole, responsible for matters relating to the 10-year Budget (Long-Term Plan) and Annual Budget that are not retained by the Governing Body.

It is anticipated this committee will formally meet three times a year to approve consultation items, consultation documents and recommend Governing Body adopt the final budget decisions. It is expected to hold workshops.

The Deputy Chair of this committee will be Councillor Sayers.

ii) Transport and Infrastructure Committee

Chair: Councillor Watson

Deputy Chair: Councillor Fletcher

No change

iii) Planning, Environment and Parks Committee

Chair: Councillor Hills

Deputy Chair: Councillor Dalton

No change to the scope and leadership of this Committee.

Proposing to create a ‘Regional Parks Political Working Group’ to make recommendations to the Planning, Environment and Parks Committee on policy matters relating to regional parks and land acquisitions, and to inform the 10-year Budget (Long-term Plan)

Councillor Lee will chair this working group. Members will be Councillor Filipaina, Councillor Fletcher, Councillor Leoni and Councillor Turner, with the Chair and Deputy Chair of Planning, Environment and Parks Committee as ex-officio members. This gives effect to requests made by elected members during the Annual Plan process.

iv) Revenue, Expenditure and Value Committee

Chair: Councillor Williamson

Deputy Chair: Councillor Walker

A change of name and broadening of scope to recognise the importance of revenue streams and value for money, as requested during the annual budget process.

A significant addition is that the Committee will now have a mandate to review the service and financial performance of individual Council and CCO departments. This will enhance the scrutiny and accountability of spending.

Membership changes proposed: Adding Councillors Darby, Walker and Stewart, retaining Councillor Sayers as a member, and removing Councillors Lee and Filipaina.

v) Council-controlled Organisations Direction and Oversight

Chair: Councillor Henderson

Deputy Chair: Councillor Leoni

Councillor Walker’s move to the Revenue, Expenditure and Value Committee allows Councillor Henderson to step up to the role of Chair, and Councillor Leoni to Deputy.

The Committee is already examining group shared services, and this is now made clear in its purpose. The committee will now meet quarterly to reflect the CCO’s reporting timeline.

Membership changes proposed: Adding Councillor Leoni as Deputy Chair.

vi) Performance and Appointments Committee

Chair: Councillor Newman

Deputy Chair: Councillor Lee

Membership changes proposed: Adding Councillor Lee as Deputy Chair to replace Councillor Darby who comes off the committee. Adding Councillor Williamson.

vii) Regulatory and Community Safety

Chair: Councillor Bartley

Deputy Chair: Councillor Turner

During the Annual Plan process there was a desire from some community and elected members to focus on the Council contribution to regional community wellbeing. Councillor Bartley has been doing an excellent job in that space and it is logical to add that to the committee’s purpose and name.

Membership changes proposed: Adding Councillor Lee. Removing Councillor Baker and Councillor Walker.

viii) Civil Defence and Emergency Management

Chair: Councillor Stewart

Deputy Chair: Councillor Baker

There is a change of deputy chair to Councillor Baker, and the addition of Councillors Fairey and Filipaina given their significant community leaderships in response to recent severe weather events and interest in this area.

Membership changes proposed: Adding Councillor Filipaina and Councillor Fairey. Removing Councillor Leoni.

ix) Audit and Risk

Chair: Independent Chair Bruce Robertson

Deputy Chair: Councillor Fuli

No change to purpose. Removing Councillor Fairey and replacing her with Councill Dalton.

Other Roles

11. There are changes proposed to the Lead Councillor roles.

12. I propose appointing Deputy Mayor Desley Simpson as Lead Councillor for Tātaki Auckland Unlimited, and Councillor Angela Dalton as Lead Councillor for Eke Panuku.

13. I acknowledge the significant work and time being invested by elected members to these roles, particularly Councillor Fairey on the Joint Governance Working Party.

Auckland Transport directors

14. I acknowledge Councillor Mike Lee for his service as a Director of Auckland Transport (AT). Councillor Lee has served as a Director of Auckland Transport for over six years, and has contributed significant knowledge and experience.

15. I propose to appoint Councillor Chris Darby as Director, to replace Councillor Mike Lee for the remainder of the term. Councillor Lee has indicated his acknowledgement of that change and I thank him for his contribution.

16. We can appoint a director only if that person has, in the opinion of the council, the skills, knowledge or experience to guide the organisation and contribute to the achievement of the objectives of the organisation (s 57(2) of the Local Government Act 2002).

17. The councillor put forward meets this requirement. The rationale for appointing councillors as directors of AT is that doing so will assist the board to meet its obligations to understand and implement council policy and strategy for transport, including as reflected in its statement of intent, and be accountable for its performance to council.

18. Councillor Darby is a sponsor for Auckland Light Rail project, so brings an important governance perspective to the role, with the project at a critical juncture. My view is that Auckland Transport needs to be much more involved with that project.

19. Councillors appointed to the AT Board will receive director’s fees. My expectation is that they retain an amount equal to the additional amount received by a Chair of a Committee of the Whole and any amount received more than this is donated to charity. This approach reflects the workload of these roles and ensures a degree of parity with other councillors.

20. Appointing councillors as directors will require careful management of some issues. I intend for protocols to be in place to guide the roles.

Climate impact statement

21. None. Responsibilities for climate matters are reflected in the Terms of Reference.

Council group impacts and views

22. My structure provides for appropriate direction and oversight of CCOs and the Port company. Local boards have not been engaged on these decisions.

Māori Impact Statement

23. Independent Māori Statutory Board (IMSB) representation on committees is reflected in the attached structure. The new ‘Budget Committee’ will increase IMSB representation and participation in the upcoming Long-Term Plan.

Financial Implications

24. None. Resourcing for the committees is covered by existing operational expenditure.

Ngā tūtohunga

Recommendation/s

That the Governing Body:

a) note the decisions of the Mayor on the establishment of committees, and appointment of chairpersons, deputy chairpersons and other roles; and

b) appoint Councillor Chris Darby as director of Auckland Transport to replace Councillor Mike Lee.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Governing Body Structure and Roles

Ngā kaihaina

Signatories

Author

Mayor Wayne Brown

Governing Body

27 July 2023

Amendments to the Terms of Reference for committees

File No.: CP2023/09727

Te take mō te pūrongo

Purpose of the report

1. To update the Governing Body Terms of Reference to reflect changes to the committee structure decided by the Mayor, and to make changes to the membership and responsibilities of other committees of the Governing Body.

Whakarāpopototanga matua

Executive summary

2. The Mayor has the power to establish committees and appoint chairs and deputy chairs. The governing body gives effect to the committees by delegating responsibilities and powers in the Terms of Reference.

3. The Terms of Reference include the roles, responsibilities and membership of the committees of the Governing Body.

4. The terms are subject to change to reflect changes in committee structure as decided by the Mayor, and subject to changes to roles, responsibilities and membership as a decision of the Governing Body.

5. The Mayor has presented a report to the Governing Body outlining the proposed changes to committees, roles and responsibilities. This report addresses the necessary changes to the Terms of Reference only.

6. The proposed amendments to the terms are:

a) Appoint a Budget Committee, which will be responsible for annual and long-term budget decisions. Ratification of budgets is retained as a role of the Governing Body

b) Make changes to the membership of a number of the committees, including changes to Chair and Deputy Chair roles

c) Expand the remit of the Expenditure Control and Procurement Committee; and change its name to Revenue, Expenditure and Value Committee

d) Change the name of the Safety and Regulatory Committee to Regulatory and Community Safety Committee and make some minor changes to its responsibilities

e) Make minor amendments to the terms of the Audit and Risk Committee to reflect audit practices.

Ngā tūtohunga

Recommendation/s

That the Governing Body:

a) adopt the amendments contained in the proposed Terms of Reference in Attachment A of the agenda report and delegate those powers and responsibilities as listed.

b) authorise the Director of Governance & CCO Partnerships and Chief of Strategy to amend the Terms of Reference by reflecting additional decisions of the Mayor and Governing Body that relate to membership, advisory panels and other minor amendments required to ensure completeness.

Horopaki

Context

7. The Terms of Reference implement the committee structure established by the mayor. By adopting the Terms of Reference, the Governing Body is delegating the appropriate responsibilities and powers to, and setting quorums for, the committees established by the mayor.

8. The Terms of Reference have been amended to reflect the changes made and to ensure responsibilities align clearly with the purpose of each of the committees.

Tātaritanga me ngā tohutohu

Analysis and advice

9. Proposed changes to the Terms of Reference (the terms) are included as Attachment A to this report. The changes are shown as strikethrough (delete) and underline (insert) so to indicate the nature of changes to the current version which was adopted at the beginning of the current electoral term.

10. A number of the changes reflect the political direction of the committee structure established by the Mayor.

11. The terms manage operational, logistical and legal factors to ensure the right allocation of responsibilities across the established structure.

12. Appointing a new committee with responsibility for the annual and long-term budgets, prior to final ratification by the Governing Body. This change will also enable IMSB participation in key budget decisions. Final adoption (approval) of both long-term and annual budgets is retained by Governing Body as required by the Local Government Act.

13. This additional committee will create minimal additional process as matters would have required consideration at extraordinary committee meetings.

14. The Expenditure Control & Procurement Committee changes will expand the remit of this committee to include greater emphasis on financial performance, however overall responsibility for this is retained by Governing Body.

15. The name of the Regulatory Committee will be amended to Regulatory, Safety and Community Wellbeing Committee.

16. Audit staff have requested minor changes to the terms for the Audit and Risk Committee to reflect good audit practices (which are currently in place).

17. Changes to membership and key roles have more of a political implication, rather than procedural or operational. Other changes to the terms are minor and considered to be in keeping with the intention of the relevant committee and purpose of decision making responsibilities of the Governing Body.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. All council decisions should consider direct and indirect impacts of climate change and the effects of a warming climate.

19. In order to ensure council meets it climate risk obligations the Terms of Reference includes specific requirements relating to the accountability for the impacts of climate change relevant to decisions presented to them.

20. Specifically, the Audit and Risk, and CCO Direction and Oversight Committees ensure a broad and business as usual approach to considering the effects and impacts of climate change are considered throughout all decision making.

21. This approach also helps ensure council is compliant with the External Reporting Board’s (XRB) climate standards which we are legislatively required to specifically include consideration of climate change. This will also help further embed Te Tāruke-a-Tāwhiri: Auckland’s Climate Plan into daily decision-making considerations.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. Wider impacts of the committee structure will be managed through reporting requirements with individual CCOs or COs and by utilising existing staff relationships and communication.

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

Local impacts and local board views

23. The Terms of Reference relate to committees of the Governing Body and local board views have not been sought, as these are procedural matters for elected members of the governing body.

24. Opportunities continue to be provided for local boards to comment and provide feedback on committee agendas and work programme items.

Tauākī whakaaweawe Māori

Māori impact statement

25. All council reports received by committees for decision making required active consideration about the direct and indirect impact on Māori.

26. Accountability to mana whenua and mataawaka of Tāmaki Makaurau is a matter for consideration throughout all council decision making, regardless of the committee. Implications on Māori and the impacts of decisions (both direct and indirect) are important considerations for all report writers when providing advice to all committees of the Governing Body.

27. Input into decision making by members of the Independent Māori Statutory Board (IMSB) is provided on almost all committees, except where they may sit as ex-officio.

28. The committee structure established by the Mayor provides explicit oversight of financial decision making by the Governing Body. The appointment of the Budget committee will include membership by representatives of the Independent Māori Statutory Board, to ensure the views of Māori are considered in financial decision making; and to hold council to account in this respect.

Ngā ritenga ā-pūtea

Financial implications

29. There are no direct changes to budgets or spending as a result of the changes to committees. Alignment and forum for decisions around decision making are altered, but the decisions themselves will continue in an appropriate forum.

30. Any remuneration changes impacting elected members will be dealt with via a separate report and resolution.

31. Finance staff have provided advice regarding the changes to the committee, with specific reference to the appointment of a committee to oversee key budget decisions; and the additional responsibilities of the Expenditure Control and Performance Committee.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. Risks associated with the proposed changes could include political, reputational and management related impacts.

33. There are no greater risks associated with the proposed changes than the existing terms that cannot be managed through existing council risk management processes.

Ngā koringa ā-muri

Next steps

34. Any additional refinements required to implement the proposed changes will be actioned by Governance staff, and an amended version of the Terms of Reference will be uploaded to the council’s website.

35. Changes to the committee calendar will also be actioned to reflect the recurrence of, and membership of councillors on committees included in the changes.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Governing Body Terms of Reference Amendments

Ngā kaihaina

Signatories

Author

Steve van Kampen - Governance Support Manager

Authorisers

Kenneth Aiolupotea - General Manager Democracy and Engagement

Phil Wilson - Acting Chief Executive

Governing Body

27 July 2023

Local Government Members (2023/2024) Determination 2023

File No.: CP2023/09867

Te take mō te pūrongo

Purpose of the report

1. To agree an amendment to the allocation of the remuneration pool for the Governing Body.

Whakarāpopototanga matua

Executive summary

2. The Remuneration Authority (Authority) determines salaries of local government elected members. For each council it establishes a remuneration pool and invites recommendations from the council on how that pool should be allocated, based on positions of responsibility. If the Authority approves the allocations recommended by council it includes them in its determination which is gazetted.

3. If a council changes its positions of responsibility and recommends a different allocation of the remuneration pool the Authority makes an amending determination.

4. The Local Government (Auckland Council) Act 2009 provides for the mayor of Auckland the power to establish the committees of the governing body and appoint chairpersons. Mayor Wayne Brown has reviewed the committee structure and this affects the number of positions of responsibility.

5. The changes to the committee structure are the subject of a separate item. Under this item consequential changes to the allocation of the remuneration pool are presented for approval.

6. A table containing the amended allocations will be provided prior to the meeting so that the Governing Body can make recommendations to the Authority for amendments to the current determination.

Ngā tūtohunga

Recommendation/s

That the Governing Body:

a) whakaae / approve the amended allocation of the Auckland Council governance remuneration pool as follows:

Role	Additional per councillor	Total per councillor	Total
Deputy Mayor (1)	55,000	162,794	162,794
Chair, Committee of the Whole (2)	31,694	139,488	278,976
Deputy Chair, Committee of the Whole (3)	22,500	130,294	390,882
Chair, Decision-making Committee (4)	23,125	130,919	523,676
Deputy Chair, Decision-making Committee (4)	21,500	129,294	517,176
Chair, Other Committee (1)	22,000	129,794	129,794
Deputy Chair, Audit & Risk Committee (1)	20,000	127,794	127,794
Chief Liaison Councillor (Advisory Panels) (1)	20,000	127,794	127,794
Portfolio Leader (1)	10,001	117,795	117,795
Councillor appointed as director of Auckland Transport (2)	0	107,794	215,588
Councillor with no additional responsibilities (0)	0	107,794	0
Total			2,592,269

Horopaki

Context

7. The Authority is the independent body set up by Parliament to handle the remuneration of key office holders such as Judges, members of Parliament, local government representatives, and some individual office holders and board members of independent statutory bodies.

8. The Authority sets the remuneration for elected positions in individual local authorities, in accordance with the Remuneration Authority Act 1977 and clauses 6 and 7A(1) and (5) of Schedule 7 of the Local Government Act 2002.

9. For each council the Authority establishes a governance remuneration pool reflecting the size of the actual total governance roles of councils rather than the number of councillors. The pool is the total amount that must be paid in remuneration to councillors. The council can decide how it wants to allocate its pool according to its priorities and circumstances but must use the total pool.

10. This requires Auckland Council to make recommendations to the Authority on how the pool should be allocated. The recommendations must include a rate for base councillor remuneration and remuneration for all positions of additional responsibility.

11. Roles to which additional remuneration can be allocated may include internal council roles such as the deputy mayor, committee chairs or portfolio holders, as well as other roles representing the council on outside organisations or groups. The pool does not apply to the remuneration of the Mayor.

12. Following the local council elections in 2022, the Governing Body agreed the allocation of the remuneration in terms of positions of responsibility, including chairpersons and deputy chairpersons of committees. The number of committee chairpersons and deputy chairpersons arises from the committee structure as determined by the mayor. The Governing Body’s recommendations were included in the Authority’s 2022/23 determination. The Authority has recently issued its determination for 2023/24 which includes no changes to salaries.

13. The mayor has reviewed the committee structure. There is a separate report on this agenda which sets out the changes to the committee structure.

Tātaritanga me ngā tohutohu

Analysis and advice

Process

14. The changes to the committee structure affect the number of positions of responsibility. The allocation of the remuneration pool needs to be amended accordingly and recommended to the Authority.

15. The process of developing and producing a determination generally takes up to three months to complete as the drafting has to be peer reviewed by the Parliamentary Counsel Office and the determination is then published in the New Zealand Gazette.

16. Councils need to wait until an amendment determination is gazetted by the Authority before they can make the changes to their elected members’ remuneration. However, all amendments (including adjustments to annual remuneration) are generally effective on and from the day after the day on which the council confirms the position(s) of responsibility and the associated remuneration. Amendments are backdated in the amending determination to the effective date.

Requirements attached to the remuneration pool

17. There are four requirements concerning the allocation of the pool:

· the whole pool must be used but cannot be exceeded

· Auckland Council must decide a base remuneration for councillors who have no additional responsibilities, which cannot be lower than the minimum set by the Remuneration Authority

· for any roles which attract additional remuneration above the base rate, the council must have a formal vote which includes the following:

o a title and short description of each role (i.e. what are the requirements for the councillor who undertakes it)

o the proposed annual dollar value of remuneration attached to the role.

18. Following the Governing Body’s formal decision, Auckland Council will forward the proposal for this additional remuneration to the Authority for consideration and inclusion in the determination.

Current allocation of the remuneration pool

19. The allocation of the pool in the current determination is as follows:

Deputy Mayor	162,794
Chair, Committee of the Whole (2)	139,488
Deputy Chair, Committee of the Whole (2)	130,794
Chair, Decision-making Committee (4)	130,794
Deputy Chair, Decision-making Committee (4)	129,794
Chair, Other Committee	129,794
Deputy Chair, Other Committee (2)	127,794
Chief Liaison Councillor (Advisory Panels)	127,794
Portfolio Leader	117,795
Councillor appointed as director of Auckland Transport (2)	107,794
Councillor (minimum allowable remuneration)	107,794

20. The total pool is $2,592,269.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. This decision is unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decision’s implementation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. This decision does not impact upon the wider council group.

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

Local impacts and local board views

23. This proposal does not affect local board elected members.

Tauākī whakaaweawe Māori

Māori impact statement

24. The proposals to the Remuneration Authority relate to all councillors and do not impact Māori differently to others.

Ngā ritenga ā-pūtea

Financial implications

25. The whole pool set by the Authority must be allocated. The council cannot exceed the allocated pool. Remuneration is factored into council’s existing budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. The proposed allocation must be advised to the Authority whose process takes about three months. Rates for responsibilities will be back-dated but cannot be paid until they are gazetted.

Ngā koringa ā-muri

Next steps

27. Staff will provide the Remuneration Authority with the council’s proposed allocation of the remuneration pool.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor

Authorisers

Rose Leonard - Manager Governance Services

Phil Wilson - Acting Chief Executive

Governing Body

27 July 2023

Report back on working group formation

File No.: CP2023/10134

Te take mō te pūrongo

Purpose of the report

1. To report on the establishment of political working groups to inform the next draft long-term plan (the proposed 10-year Budget 2024-2034).

Whakarāpopototanga matua

Executive summary

Report

2. On 22 June the Governing Body agreed to endorse the Mayor’s approach to establish political working or oversight groups to inform the draft long-term plan (2024-34).

3. Elected Members and the IMSB were invited to express their interest in topics for working groups and membership of them, with a final decision to be made by the Mayor and Deputy Mayor.

4. These groups are below and their terms of reference and proposed are below:

i) Stadium Venues Political Working Group

Chair: Councillor Shane Henderson

Members: Mayor Wayne Brown (or nominee)

Councillor Newman

CEO of Tātaki Auckland Unlimited or nominee

Nominee of the Minister of Sport (understood to be Raelene Castle)

1 x IMSB representative.

This working group will explore matters relating to Auckland stadium venues.

The Council faces substantial refurbishment, maintenance and renewal costs for its existing stadium venues. Eden Park Trust also has a $54m loan facility with council due in 2028. The 2021 CCO review found that the “harsh economic reality is Auckland neither needs nor can afford four stadiums”.

There have been a number of unsolicited proposals to Council and government for a ‘national stadium’. This working group will confirm expressions of interest, assess the proposals, and consider information about supply and demand, in order to present options for the governing body to consider as part of the long-term plan. It is expected that options presented could be at no cost to ratepayers, and would meet the needs of sports codes and cultural groups.

The group is intended to enhance political participation and oversight of these matters, for consideration into the draft long-term plan and beyond. It will report to the Governing Body.

ii) Revenue Political Working Group

Chair: Councillor Sayers

Members: Deputy Mayor Simpson

Councillor Dalton

Councillor Darby

Councillor Fairey

Councillor Williamson

1 x IMSB representative

This working group will carry out work to inform the next long-term plan on items relating to non-rates revenue, funding for infrastructure, development contributions, fines, compliance charges, time-of-use charging and other matters which could support Auckland Council Group’s revenue, outside rates.

The group is intended to enhance political participation and oversight of these matters for consideration into the draft long-term plan. It will report to the Revenue, Expenditure and Value Committee.

iii) Investments Political Working Group

Chair: Councillor Fletcher

Members: Mayor Wayne Brown

Councillor Darby

Councillor Filipaina

Deputy Mayor Simpson

Councillor Walker

Councillor Williamson

1 x IMSB member.

This working group will carry out work to inform the next long-term plan on items relating to investments, in line with a resolution made by governing body on 8 June 2023 (GB/2023/100 clause e)) during 2023/24 annual budget decision-making as below:

a) “agree to establish a Political Working Group on Auckland Council Investments to oversee a program of work to consider, and make recommendations to the Governing Body on, the following matters to inform the next draft long-term plan (the proposed 10-year Budget 2024-2034):

i) council's ownership objectives for its remaining shareholding in AIAL (which includes how council could or should exercise its power as a minority shareholder);

ii) the long-term use of the funds realised from the sale of shares in AIAL, including considering which of the following options best improves the council’s long-term financial position:

A) permanently reduce the council’s long-term debt-to-revenue limit to reflect the reduction of debt from the sale of Auckland International Airport Limited shares; or

B) long-term investment in other funds or assets.

iii) any other steps that should be taken to improve council’s approach in relation to its investments or non-service assets that could maximize their contribution to Auckland and to the council’s long-term financial position, so it can provide for infrastructure and services expected by Aucklanders.”

The group is intended to enhance political participation and oversight of these matters, for consideration into the draft long-term plan. It will report to the Governing Body.

iv) Arts, Social, Sports & Community Institutions Political Working Group

Chair: Deputy Mayor Simpson

Members: Mayor Wayne Brown

Councillor Henderson

1 x IMSB member

This working group will carry out work to inform the next long-term plan on items relating to Auckland regional amenities funding. This includes social, cultural, sporting and arts outcomes, as well as potential legislative change to the Auckland Regional Amenities Funding Act and external partnerships.

The working group will also examine Auckland Council’s relationship with the Auckland War Memorial Museum and other facilities.

The group is intended to enhance political participation and oversight of these matters, for consideration into the draft long-term plan. It will report to the Governing Body.

v) Regional Parks

Chair: Councillor Lee

Members: Councillor Filipaina

Councillor Fletcher

Councillor Leoni

Councillor Sayers

Councillor Turner

1 x IMSB member

Councillors Hills and Dalton will also be members ex-officio as Chair and Deputy Chair of the Planning, Environment and Parks Committee.

This political working group will make recommendations on regional park management and acquisitions to inform the next Long-Term Plan.

It is different to the ‘Open Space, Sport & Recreation Joint Political Working Group’ that also reports to the Planning Environment and Parks Committee.

The working group will report to the Planning, Environment and Parks Committee.

vi) Māori Outcomes

Chair: Councillor Leoni

Members: TBC

1 x IMSB

This political working group will explore how best to deliver on Māori Outcomes and Kia Ora Tāmaki Makaurau through the Long-Term Plan.

This working group will report to the Governing Body.

5. Groups will report back to the Governing Body or specified Committee. All Governing Body members will be able to attend and listen to meetings, and may participate at the discretion of the chairperson.

6. Working groups are not formal committees, so will have no decision-making powers and will not have the same level of officer support. The Mayor’s Office will consider budget requests from political working groups for support from the mayor’s office to engage independent experts, or provide staff support.

Ngā tūtohunga

Recommendation/s

That the Governing Body:

a) note the establishment of political working groups and that all governing body members are able to attend if they wish by contacting the chair of the relevant group.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Mayor Wayne Brown

Mayor	Mayor Wayne Brown
Deputy Mayor	Cr Desley Simpson, JP
Councillors	Cr Andrew Baker	Cr Mike Lee
	Cr Josephine Bartley	Cr Kerrin Leoni
	Cr Angela Dalton	Cr Daniel Newman, JP
	Cr Chris Darby	Cr Greg Sayers
	Cr Julie Fairey	Cr Sharon Stewart, QSM
	Cr Alf Filipaina, MNZM	Cr Ken Turner
	Cr Christine Fletcher, QSO	Cr Wayne Walker
	Cr Lotu Fuli	Cr John Watson
	Cr Shane Henderson	Cr Maurice Williamson
	Cr Richard Hills

Exclusion of the Public: Local Government Official Information and Meetings Act 1987