Agenda of CCO Direction and Oversight Committee

Council Controlled Organisation Direction and Oversight Committee

10 August 2023

Status of the Eke Panuku urban regeneration programmes - update

File No.: CP2023/09717

Te take mō te pūrongo

Purpose of the report

1. To provide the committee with an update of the current urban regeneration programmes.

Whakarāpopototanga matua

Executive summary

2. Urban regeneration is the process of revitalising and improving urban areas to enhance their economic, social, cultural and environmental conditions. Eke Panuku urban regeneration programmes incorporate new sustainable homes, greenspaces and support public and active transport. By creating vibrant public spaces, community facilities and recreational areas, we foster social interactions, a sense of community and improved health and wellbeing. Our programmes attract investment by others, creating employment opportunities and boosting local businesses. Working with Mana Whenua and through our wider community placemaking, we support local arts and culture and integrate cultural elements to strengthen the local sense of place and identity.

3. The locations in which we work have been agreed by council and the ‘initiation plans’ called High-Level Project Plans (HLPP) have been approved by the Planning Committee. Further masterplanning and the preparation and review of programme business cases are approved by the Eke Panuku Board.

4. The Eke Panuku urban regeneration work has evolved and grown since Eke Panuku was established. Newer work programmes include the Lead Agency role for the City Centre, Unlock Pukekohe, the Eastern Busway Corridor, Maungawhau and Karanga a Hape CRL urban development and the Port Precinct Future Development. In addition, our mandate to acquire sites to support urban regeneration outcomes on catalytic sites beyond our current locations has been confirmed. We have a full programme which has been pushed out as a result of the recent savings requirement to support the council budget position.

5. This report highlights the non-financial benefits and achievements of the urban regeneration programmes and provides a financial overview. For each programme there is information on when it commenced, key achievements to date, planned activity and an indicative end date.

6. It is not a simple exercise to indicate the ‘status’ of each programme. All locations have significant complexity, otherwise the revitalization will have occurred without intervention. This means that urban regeneration progammes are long term by nature and need focused and ongoing place-based effort. The speed of delivery is impacted by a number of things set out in this report, including budget availability, prevailing market conditions and council-group dependencies. The early planning for locations, by necessity, lacks detailed analysis of asset condition, development feasibility, demand. Contamination, geotech conditions, ownership issues and other constraints may not be known. This means that some programmes have progressed at a slower pace than others.

7. Experience has shown that it typically takes a few years to agree a shared vision, line up and integrate plans and investment, undertake due diligence, develop masterplans and business cases, before moving into the implementation phase. It takes time to build collaborative partnerships. Progress has been faster once budget was approved in the 2018 LTP, programme business cases developed for each location, and where there is strong local board support.

8. Urban regeneration means planning neighbourhoods and improvement of built environment to strengthen communities and the economy. Through the Eke Panuku urban regeneration programmes, council plays a leadership role and showcases what good looks like, in order to catalyse investment by others. The current urban regeneration programmes support many of the priorities for the 2024-2034 Long-Term Plan. They:

· Ensure high quality intensification and good neighbourhood outcomes

· Support passenger transport patronage, walking and cycling.

· Provide housing choices

· Test small tactical improvements and trials. Our “do, learn do” approach.

· Increase access to the natural environment, growing and connecting green spaces

· Facilitate projects with multiple benefits (e.g. improving town centre amenity, flood resilience, recreation, urban ngahere and attracting investment)

· Grow partnerships with mana whenua, government agencies, private and third sector and business organisations, landowners, and communities.

· Make the most of council assets by identifying and redeveloping underutilised property, and optimising council service assets

· Support economic development through attracting investment and employment growth

· Engage local communities on local projects and urban change and amplify community-led action

· Unlock revenue for council

· Facilitate low carbon and resilient communities.

Ngā tūtohunga

Recommendation/s

That the Council Controlled Organisation Direction and Oversight Committee:

a) whiwhi / receive the Eke Panuku update report on the urban regeneration programmes.

Horopaki

Context

9. This report, requested by the committee, provides an update on the status of the urban regeneration programmes. The report

· provides a summary of the benefits of urban regeneration and the contribution of urban regeneration to Auckland Plan outcomes

· sets out the status of each urban regeneration programme, the transform and unlock locations and the regional programmes. The tables include when the programme was approved to commence, key achievements to date, planned initiatives and estimated programme completion;

· describes some of the key non-financial outcomes of the urban regeneration programmes covering housing, amenity improvements, catalyzed investment, carbon impact and sustainable procurement.

· provides the key financial information relating to capex and opex spend to date and forecast (in total and by individual programme), the revenue from disposals and the reinvestment status.

· sets out some conclusions and key lessons.

10. A second separate report to the committee responds to the Statement of Intent and begins the discussion of the future programme and funding model for urban regeneration. It also includes a background on how the locations were chosen and the current funding model.

11. Eke Panuku is responsible for planning and implementing urban regeneration programmes as one of our two key functions. The locations we work in were determined in 2015/16 with additions since that time approved by the council. The locations were approved by the Planning Committee. Council led a process that involved council, local board and mana whenua engagement and detailed multi-criteria analysis leading to a ranking of locations. Once established Eke Panuku reviewed the assessment and made recommendations to committee based on the categories Transform, Unlock, Support, to reflect the different levels of programme complexity, outcomes and effort.

12. Our current urban regeneration programmes are detailed below. All programmes have been agreed with council.

Table 1

City Centre programmes

Transform and Unlock Programmes

Regional Programmes

· City Centre

· Waterfront

· Maungawhau and Karanga a Hape (CRL)

· Development sites (midtown, downtown)

· Port Precinct Future Development

· Northcote

· Takapuna

· Henderson

· Avondale

· Panmure

· Onehunga

· Papatoetoe

· Manukau

· Pukekohe

· Eastern Busway Development Opportunities

· Support programme (strategic sites for redevelopment across city)

· Haumaru Housing (social housing)

· Service Property Optimisation (supporting local boards)

· Corporate property programme

13. Our approach and tools for urban regeneration are described as four key levers:

· lead agency role – facilitating support for a shared vision and plan for each location, leading an integrated council group response, coordinating stakeholder and community input and driving implementation.

· commercial strategy – developing unused and/or underutilised property assets to achieve urban regeneration and strategic outcomes such as housing and commercial development. Site sales, acquisition and amalgamation to unlock opportunities for the market, and revenue for reinvestment.

· public realm - investing in public realm improvements to enhance the amenity, connectivity and attractiveness of town centres as places to live, work, visit and do business, building confidence for others to invest.

· placemaking – engaging with communities and stakeholders on the changes taking place, foster relationships, test ideas and strengthen the connection between people and place.

14. The urban regeneration plan for each location is approved by the council. The initiation document, called the High-Level Project Plan, sets out the vision and strategic objectives, preliminary commercial strategy and key moves. Masterplanning and a programme business case, which sets out how we use the four levers, guides our work in each location, and is approved by the Eke Panuku Board.

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Tātaritanga me ngā tohutohu

Analysis and advice

15. This section focuses first on the non-financial benefits and outcomes. It presents a snapshot in time. Budgets and financial performance are covered in the Financial Overview section.

16. Detailed progress, by location, is presented in the spatial delivery plans, attached. This includes projects completed, projects underway and future projects, as well as the programme lifetime costs and benefits.

Benefits of urban regeneration

17. Urban regeneration is the process of revitalising and improving urban areas to enhance their economic, social, cultural and environmental conditions. Our urban regeneration programmes incorporate new sustainable homes, greenspaces and support public and active transport. By creating vibrant public spaces, community facilities and recreational areas, we foster social interactions, a sense of community and improved health and wellbeing. Our programmes attract investment by others, creating employment opportunities and boosting local businesses. Working with Mana Whenua and through our wider community placemaking, we support local arts and culture and integrate cultural elements to strengthen the local sense of place and identity.

18. By delivering urban regeneration programmes Council, through Eke Panuku is ‘leading by example’ ensuring development is high quality, optimising infrastructure and investment, partnering with others and ensuring investment delivers multiple benefits. These are priorities for the 2024-2034 Long-Term Plan.

19. The KPMG review of Eke Panuku urban regeneration performance (final report attached to the minutes of the June meeting for transparency) noted that Eke Panuku plays a critical role and is highly focused on delivering Auckland Plan outcomes and other council plans and strategies.

20. The benefits of urban regeneration are summarised below:

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Urban regeneration programmes contribution to Auckland Plan outcomes

Table 2

Auckland Plan Outcomes	How Eke Panuku contributes
Belonging and Participation	· Placemaking ensures local people play a strong collaborative role in the building of their public places. This helps create the kinds of places where people feel a strong relationship and commitment to their communities. · Improving town centres to create a heart for a local community that is vibrant, attractive and accessible to all (via design, planning and project delivery). · Partnering with Community Facilities to deliver accessible, multi-functional community facilities. · Engaging local communities on local projects and urban change (increasing participation and sense of pride).
Homes and Places	· Leading urban regeneration and facilitating quality urban development in town centres, to support a compact urban form and more sustainable transport modes. · Implementing the Thriving Town Centres Guidance, endorsed by the council. · Creating quality public spaces that are inclusive, accessible and contribute to urban living and civic life. · Facilitating new, well designed, sustainable homes that meet changing needs and preferences, through selling sites and working with private developers, Kāinga Ora, iwi groups, and community housing providers (CHPs).
Māori Identity and Wellbeing	· Enabling commercial opportunities and capacity building for iwi. · Reflecting mana whenua mātauranga and Māori design principles in public realm projects to showcase Māori identity. · Providing placemaking opportunities to celebrate and showcase vibrant Māori culture including working with rangatahi. · Enabling environmental outcomes to restore and enhance the mauri of Tāmaki Makaurau through our projects. · Supporting te reo Māori to flourish.
Transport and Access	· Facilitating low carbon transit-oriented development by bringing people and housing closer to transport networks, to leverage the existing investment and provide increased transport choices. · Partnering with Auckland Transport, Waka Kotahi and others (e.g. CRLL, local boards) to improve connectivity and transport choices.
Environment and Cultural Heritage	· Facilitating energy and water efficient homes, and waste minimisation in developments and events. · Partnering with others to restore environments, to facilitate stream and open space enhancements and the objectives of the Urban Ngahere Strategy. · Ensuring new development reflects the character and indigenous stories of an area or place, through place-led design.
Opportunity and Prosperity	· Partnering with Tātaki Auckland Unlimited to integrate economic outcomes and provide opportunities for business and employment growth in the regeneration of town centres. · Providing opportunities for Māori and Pasifika businesses and social enterprises through sustainable procurement. · Creating commercial and strategic value from the council surplus sites. · Providing funding for the LTP through the operating surplus from property portfolio and marinas.

Status of urban regeneration programmes and key achievements

21. The following tables provide a summary of progress for each location and regional programme. This information is necessarily high-level and should be read in conjunction with the spatial delivery plans attached. Transform and Unlock programmes have placemaking programmes that have built community participation, knowledge and support. This is not detailed in this report.

22. Estimated programme completion (last column) is indicative and means that capital projects have been completed and sites have been sold unconditionally. Some activity will be required to monitor benefits and development agreements and a transitional phase is envisaged. Timeframes for programme completion assumes ongoing budget/current LTP. The projects shown in italics were, or will be, delivered by others, or in partnership with Eke Panuku. Some important projects delivered by the council group that contribute to urban regeneration are not included in the tables such as the Manukau and Panmure Train Stations and Taumanu Reserve and Ngā Hau Māngere bridge in Onehunga.

Table 3 Urban regeneration programmes summary – transform and unlock locations

Location	Approval of High-Level Project Plan	Key achievements to date	Planned	Indicative programme completion
Northcote	Mar 2016 April 2019 -Benchmark Masterplan	Consolidation of ownership of town centre to enable planned redevelopment of town centre. Greenslade reserve and Te Ara Awataha Transitional uses and community engagement in partnership with Kāinga Ora housing delivery	Staged site sales via development agreements for town centre development Street extension and Cadness Reserve Alternative source of funding via NZ Superfund Community hub – refurbishment	FY28
Takapuna	2016 Jul 2017 Framework Plan	Sale of key sites – Takapuna Central, Auburn Street Waiwharariki Anzac Square Hurstmere Road upgrade Toka Puia carpark	New housing choices and mixed use – staged development Street upgrades	FY25
Henderson	May 2017	Wilsher Village Haumaru housing New housing (Henderson Green) Te Ara Pūheke (new road) Sale of corporate building to Laidlaw College Sale of site to Ministry of Justice for a new district court Business case with Crown Acquisitions (Trading Place)	Opanuku link Wai Horotiu Henderson connection Catherine Plaza refurbishment Housing and commercial in Oratia Precinct (Trading Place) CRL Platforms	FY29
Avondale	Nov 2017	Sale of sites for new housing (Set apartments, Trent St, Aroha) Site acquisition for community hub Crayford Street upgrade to station; public car park Avondale Central acquisition to assist redevelopment	Avondale central residential Acquisition to consolidate sites and enable comprehensive redevelopment. Te Hono community centre Town square	FY28
Panmure	Mar 2018	Clifton Court upgrade Acquisitions of key sites to enable comprehensive redevelopment.	Site sales via development agreements to enable mixed use and residential development – Basin View, Gateway West and station precincts New street connections Lagoon edge reserve enhancement Basin View and Maungarei connections	FY32
Onehunga	Mar 2017	Laneway upgrade Site sale via a development agreement for Mall expansion to integrate with the main street. Site acquisitions to enable safe connections and access to the Manukau Harbour Transitional uses	Paynes Lane streetscape Development Agreement to enable new supermarket Residential and commercial development with public space – Waiapu and Municipal precincts, Onehunga Wharf ALR and East West Link	FY30
Papatoetoe	Jul 2017 Mar 2022 - Masterplan	Refurbished mall Site sales via developments to enable a new supermarket and new assisted ownership and market housing. Site consolidation to improve a development site	Residential development via development agreement Street upgrade and parking, laneway upgrade Community facilities optimisation	FY29
Manukau	April 2016, Mar 2017 Framework Plan	Putney Way streetscape. Site sales and leases attracting significant tenants and revenue Te Whakaoranga o Te Puhinui – regeneration charter. Recent Puhinui acquisition to enable better connections. Kotuitui Place housing, MIT Barrowcliffe bridge upgrade, Hayman park and playground, Wiri playground and connections. Legal action to release carparks for development. Crown business case.	Site sales via development agreements for residential and commercial development Te Puhinui regeneration Hayman park wetlands Street upgrades	FY34
Pukekohe	Nov 2019	Non strategic site sales – new medical centre Placemaking, masterplan and trials	Edinburgh superblock and other site sales Market precinct Roulston Park upgrade Safety improvements	FY29
City Centre		City Centre Recovery City Centre Action Plan CAB residential development	Priorities set out in Action Plan Midtown programme Karanga-a-hape station neighbourhood and bus improvements Symphony Centre and Downtown carpark	Ongoing
Waterfront	Waterfront Plan 2012 CCMP 2020	Wynyard Central public realm, commercial and residential development (working with Willis Bond, Precinct Properties, Orams) Sustainable design focus, award winning development. Examples include Tank Park, Amey Daldy Park, Vos Shed, Westhaven Promenade, pile berths. AC36 facilities Management and redevelopment of Westhaven	North wharf development Te Ara Tukutuku (Wynyard Point) – future park and mixed use. Westhaven redevelopment Queens Wharf	Beyond FY34
Maungawhau	May 2020 Joint approach Jul 23 Lead Agency	Joint business case, Infrastructure assessment and precinct plan.	Opportunities for low carbon mixed use precinct Basque Park upgrade CRL Maungawhau Station Infrastructure upgrades	FY36
Port Precinct Future Development	SOI 2023-2026	Preliminary analysis	Framework Plan	TBC

23. The status of the regional programmes is described below. These programmes contribute significant revenue to council as well as achieving urban regeneration and development outcomes in many parts of the city. They each have their own strategic objectives and funding model agreed with the council when the work commenced.

Table 4 – Urban regeneration programmes summary – regional programmes

	Programme approval	Key achievements to date	Planned	Est programme completion*
Eastern Busway Transit Orientated Development Programme	May 2022 - Planning Com approval of programme and Eke Panuku as lead delivery agency. May 2022 - F&P approval of disposal of residual land and self-funding commercial strategy.	Partnership with AT and Eastern Busway Alliance Approval of the programme business case Offering 2 residual sites to Kāinga Ora.	The sale of residual land and properties.	Circa 2035
Support programme (strategic sites for redevelopment across the city)	October 2020 - EP board approval of the delivery plan for the Supports programme	Sale of sites for revenue and strategic outcomes including housing and commercial. Examples include sites in Whangaparoa, Hobsonville and the city centre (CAB, Bledisloe House), New Lynn, St John’s and Howick.	Sale of sites in support category and general asset sales Review of portfolio to feed a future pipeline and contribute to LTP funding. Progressing site sales, e.g. Downtown car park, 198 Dominion Rd, 132 Greenlane East, further sites in Hobsonville and New Lynn	Ongoing
Haumaru Housing (social housing for older people)	August 2016 - Governing Body approval of the HLPP Sept 2020 – EP board approval of business case	Establishment of Haumaru partnership and CHP status Wilshire Village Greenslade – KO / Haumaru partnership	Model review to enable development pipeline and viable partnership. Sale of 81A Godley Rd, Green Bay	TBC
Service Property Optimisation	March 2015 – Governing Body approval of the concept of Service Property optimisation	Sale of key sites such as: · 4 Victoria Avenue, Remuera · 19 Jervois Road, Ponsonby · 2 Pompellier Terrance, Ponsonby	Progressing site sales. For example 6 Clonbern Road, Remuera, sites in Beachlands, Papakura and Ardmore, the Mary Thomas Centre, Takapuna. Development of 29-31 St Johns Rd, Orakei	Ongoing
Corporate Property	May 2018 – Finance and Performance committee approved the Corporate Property Portfolio Strategy	Sale of key sites · 36 Graham Street, CBD ($37.7M) · 50 Centreway, Orewa ($15.1M) · 82 Manukau Station Road, Pukekohe ($6.086M) · Kotuku House, Manukau ($14.2M) · 6 Henderson Valley Road ($16M).	Sale of remaining sites: · 4-10 Mayoral Drive, CBD · 35 Coles Crescent, Papakura	Circa 2027
Unlock Ormiston (on hold)		Development of the Ormiston Town Centre and adjoining block with residential	Work with the development partner to determine the timing of the programme next stages	TBC
Own Your Own Home a shared equity home ownership scheme for older people. (on hold)	May 2022 – Finance and Performance Committee (confidential)	Comprehensive stakeholder engagement Taken the sites to the market	Work with council and strategic partners to identify a way forward	TBC

Non-financial outcomes summary

24. The table below highlights some of the portfolio level outcomes relating to the urban regeneration programmes. By setting development outcomes and sustainable design requirements when selling sites, and by designing and delivering amenity improvements working with the council group, Eke Panuku demonstrates high quality urban intensification.

Table 5

	Key achievements	Planned	Commentary
Sustainable Housing	1400 homes facilitated through development partners, around half in the Transform and Unlock locations and half in the regional programmes.	600 underway. Total of 12,000 forecast.	Includes social, affordable (including Kiwi Build and shared equity) and market homes of different sizes and typologies. Sustainable design - Homestar 6/7.
Amenity and infrastructure improvements	We have delivered over 9ha (93,251m2) of new or renewed public realm, to 30 June 2023. Use of regenerative design approaches.	Our programmes are projected to deliver another 60ha (633,245m2) FY24- FY35. Includes greenspaces, squares, walking and cycling connections. Improved amenity, resilience.	Amenity improvements are designed to attract residents, visitors and investors and support local businesses, as well as improving access, connectivity and health and wellbeing.
Catalysed investment by others	More than $1.5b of private investment catalysed	More than $2b in pipeline	Based on media reporting of private residential and commercial investment, in the locations after urban regeneration programmes have commenced. Data is indicative and numbers have not been validated.
Sustainable procurement	8.4% direct spend with diverse suppliers, FY23, exceeding target of 7.5%. Two deconstruction projects imminent	Increasing spend with Māori and Pasifika businesses and sustainable enterprises Commitment to deconstruction approaches and reducing waste to landfill.	Targets adopted in late 2021. Indirect spend to be calculated.
Reduced carbon impact	Eke Panuku homes have 14% lower carbon emissions than a typical household, saving 1.2 t CO2/year/ household.	Analysis suggests opportunities to further decrease household emissions and potential for a 45% reduction from the baseline.	Savings are comprised of 11% reduction in travel related emissions and 34% reduction in household energy related emissions. Based on modelling analysis by Arup, 2022.
Town centre outcomes	Thriving Town Centres Guidance endorsed Outcomes Monitoring Report (OMF) Dashboard prepared (baseline report)	Monitoring of broader outcomes and impact – such as population, density, public transport use, vibrancy, spend, perceptions, footfall, etc.
Quality design and development	40+ awards from a range of orgs for planning, design, collaboration, heritage restoration, environmental leadership. Our people and teams have been recognized, as well as the quality of development by our partners.	Ongoing design leadership working with our partners. Implementation of our recently adopted Public Realm Environmental Guidance.	www.ekepanuku.co.nz/about/awards/ TAG is our independent design review panel for major projects. We set out ‘essential outcomes’ including design requirements for key projects.

Financial overview

25. This section provides financial information relating to the current urban regeneration programmes including capex investment in public realm improvements, infrastructure and development, opex expenditure and revenue from site sales and long leases, by location. The table is split by actuals 2019-2023 and forecasts FY24 to programme completion.

26. When approving the regeneration plans for Transform and Unlock locations, the funding model was designed around the sale and reinvestment of Council owned nonservice properties within the Transform and Unlock locations. This was reflected in the approved FY2019 – 2028 long term plan. The reinvestment funding model excluded City Centre and Regional Programmes.

27. The table below illustrates for each regeneration location the value of capital works invested and spend on strategic acquisitions from FY 2019 to the end of FY 2023. It also highlights any sales or long-term leases of land made. It gives an indication of the expected capital works, acquisitions and sales required to complete the programmes.

28. The reinvestment model was highlighted in the CCO review of 2021 as insufficient to fund the growing Transform and Unlock programmes and requires a review for the 2025 – 2034 long term plan.

Table 6

29. Eke Panuku acquires and disposes property on behalf of Auckland Council Group. The asset recycling targets are agreed each year with council. The general asset sales, from sites outside of the transform and unlock locations, contribute to council funding. The sales revenue from the Transform and Unlock locations is reinvested, as indicated above. Property sales, over the past 4 years, and looking forward over the next two, totalling $944m, contribute significantly to the council budget. This includes gross sales of $94m FY23 and $196m FY24.

Conclusions and key lessons

30. This report sets out the positive progress, significant achievements, and tangible changes being made across the locations that we work in, and contribution to Auckland Plan and other council strategies.

31. The cost of this investment detailed in the Financial Overview section is relatively small in council group budget terms but leverages significant benefits. Eke Panuku is 1.7% of the group’s overall operational expenditure and 2.9% of overall capital expenditure.

32. The KPMG review of performance in three locations noted that urban regeneration programmes are long-term by nature (10-25 years) and will evolve overtime as Council and community priorities and needs change. The review recommended that the priority locations programmes should be reviewed on a periodic basis (five-yearly) to reconfirm desired outcomes, link proposed projects to expected benefits and outcomes and identify investment needs. Eke Panuku has committed to a rolling review in the Statement of Intent and anticipates commencing with Manukau in FY24.

33. To make the required capital and operational savings requested by council we have had to make adjustments to our programmes and prioritise investment. Consideration was given to contractual and compliance requirements, aligning with partners and opportunities to leverage our investment. We have ensured that we continue to maintain a level of activity across all the current locations and that we continue to plan and build a pipeline of projects for the future. The reduced capex funding for investment in new public space and amenity has deferred approximately 20 projects. We will continue to advance major development sites to achieve revenue for council and development outcomes. These will progress to the market, subject to the prevailing market conditions. The reduction in operational budget means that the level of local placemaking, communication and engagement is reduced. However we will endeavor to ensure relationships are maintained, information shared and role of local boards supported.

34. The current status of the urban regeneration programmes is set out in Tables 3 and 4 and incorporates the reduced budgets and deferrals. The tables indicate the programme commencement date, the key achievements of the urban regeneration programmes to date and planned work, along with an indicative end date for each programme. It has been necessary to adjust programmes as we go along. Projects are prioritized annually in order to work within the available budget and respond to the market in terms of site development. The KPMG report indicated that the delivery of the Avondale and Manukau urban regeneration programmes are generally on track against the indicative timeframes of the Programme Business Cases. It noted that Northcote is delayed, due to challenges in acquiring multiple freehold and leasehold property interests. Other lessons are highlighted which impact on the momentum of the urban regeneration programmes.

35. Some lessons:

· Platform building – experience has shown that it typically takes a few years to agree a shared vision, line up and integrate plans and investment, undertake due diligence, develop masterplans and business cases, before moving into the implementation phase, where there is visible change on the ground. It takes time to build collaborative partnerships. Progress has been faster once budget was approved in the 2018 LTP, programme business cases developed for each location, and where there is strong local board support.

· Community input – A mix of engagement tools are required to hear from the wider community and to ensure that community aspirations for change are not held back by a minority of interests.

· Dependencies and priorities – CCO review in 2020 highlighted the need for CCOs to be more aligned in planning and delivery. The KPMG review noted there are critical dependencies with other council group projects and approvals. Support for the implementation of the approved urban regeneration programmes is not always forthcoming and priorities are misaligned. The regulatory environment is also a dependency.

· Market cycles and development outcomes – Readying sites for the market can involve a range of steps. Having a pipeline of sites is important and ability to respond to the market. We need to make tradeoffs around value, timing and strategic outcomes such as development nature and quality and the role of the site in the overall masterplan. High rise development remains challenging in many suburban locations due to the risks, construction costs and demand despite the planning enablement. Lower-rise medium density typologies are viable and appropriate in many centres to meet strategic objectives.

· Balancing aspiration and reality – The early planning for locations, by necessity, lacks detailed analysis of asset condition, development feasibility, demand. Contamination, geotech conditions, ownership issues and other constraints may not be known. This has led to some aspirations that will not be realized as they are unlikely ever to be feasible or affordable. An example is the vison for a major mixed use development of Onehunga Wharf.

· Complexity – all locations have significant complexity, otherwise the revitalization will have occurred without intervention. This means that urban regeneration progammes are long term by nature and need focused and ongoing place-based effort by a multi-disciplinary team. KPMG highlighted the work required to align outcomes and resources, engage with many parties, unlock various statutory constraints. This ‘Lead Agency” role has now been included as one of our four levers but may need further recognition within the group.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. Urban regeneration is a useful tool to ensure integrated planning for lower carbon and more resilient communities. Independent research has shown that Eke Panuku enables Aucklanders to live a ‘low carbon lifestyle’. This is due to the low carbon development and building design features, and through the low carbon travel benefits due to the households location within a high-density town centre.

37. Carbon emissions from the operational use and associated household travel activities of a typical Eke Panuku household are lower when compared to a typical Auckland household by approximately 14%, saving 1.2 t CO2/year/household. This was comprised of approximately an 11% reduction in travel related emissions and 34% reduction in household energy related emissions. The report considered opportunities to further decrease household emissions and showed potential for a 45% reduction from the baseline.

38. The Eke Panuku Board has recently endorsed the Public Ream Environmental Guidance, prepared in close collaboration with the council group. The guidance sets out standards and strategies we will apply in our public realm projects and new collaborative pilot work with council. By enhancing green spaces, planting trees and using water-sensitive design approaches that ‘make space for water’, such as in Northcote, Wynyard Quarter and planned in other locations, we are reducing the risks of flooding and increasing resilience.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

39. Eke Panuku works closely with Community Facilities, Healthy Waters, Tātaki Auckland Unlimited and Auckland Transport. Our work touches most parts of Auckland Council including Regulatory, Finance, Plans and Places, Development Programme Office etc.

40. We have not sought council group views for this update on our programme.

41. Table 2: Urban regeneration programmes Transform and Unlock locations highlights the projects that have been, or will be, delivered in partnership with other parts of council or other agencies. Investment in infrastructure and community services is required to support intensification and is a key dependency for some of the urban regeneration programmes.

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

Local impacts and local board views

42. Urban regeneration improves town centres and urban areas to enhance their economic, social, cultural and environmental conditions. Revitalized areas attract new activity, services and investment, supporting local community wellbeing.

43. Because of these benefits, there is strong demand from local boards for inclusion of their town centres in the urban regeneration programme.

44. While local board views have not specifically been sought for this report, we interact regularly with the local boards in the areas we are working. Our stakeholder surveys indicate that the Local Boards are well informed and see value in the work we do. Our Priority Location Directors and engagement staff meet regularly with them and we acknowledge their decision making role and knowledge of community interests and priorities.

45. Out of necessity we do not service other local boards to the same degree. We do engage with local boards where there are properties to investigate and dispose. We also work with local boards to provide advice on service property optimization opportunities.

46. Key challenges we face with local boards include a perceived slow pace of our work, disruption caused by works underway and where the outcome of an optimization assessment shows it to lack feasibility and affordability.

Tauākī whakaaweawe Māori

Māori impact statement

47. Strong and positive relationship with Mana Whenua, through regular engagement. Mana whenua have significant input to the urban regeneration programmes. Tangible achievements include:

· Te Whakaoranga o Te Puhinui – regeneration charter and partnership

· Te Ara Awataha, Northcote – integration of mana whenua art and local story telling through project design, installations and signage

· Te Ara Tukutuku Plan for Wynyard Quarter – new level of partnership and collaboration

· Development opportunities - site sales to iwi partners in Avondale, Manukau, Papatoetoe

· Māori design, art, placemaking are evident in our projects expressing local history and cultural narratives. Examples include Barrowcliffe Bridge, Te Nukuao (Shade Structure in Tank Park), Clifton Court, Hayman Park, Waiwharariki Anzac Square, projects in Westhaven Marina and He pia He Tauira (a group of Rangatahi who support placemaking activities).

48. Our Achieving Māori Outcomes Plan sets out our commitment to advance Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

49. Eke Panuku is 1.7% of the group’s overall operational expenditure and 2.9% of overall capital expenditure.

50. The current funding model based on the reinvestment approach is not sustainable nor sufficient in the medium term.

51. Confirmation of the budget in the Long-term Plan will determine the scale of the programme going forward and the capacity to include new locations.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

52. Risks and mitigations relating to the delivery of the urban regeneration programmes include:

53. Development partners and sale revenue – We continue to monitor the market, ready sites for sale and manage our relationships with our development partners. We remain confident that sites sold at the right time will achieve significant revenue for council and contribute to urban regeneration outcomes.

54. Dependencies – some of the urban regeneration programmes are dependent on other council projects and investment, such as Te Hono, the Avondale Community Centre and the release by Auckland Transport of car parking sites that have been planned for development. Public realm improvements require asset owner support and approval. We seek early engagement and alignment with our council partners.

55. Funding availability to complete programmes – further deferral or cancellation of programmes or projects will risk wide community and stakeholder disappointment, social licence and reputation. This will be subject to the LTP process.

Ngā koringa ā-muri

Next steps

56. Delivery of the urban regeneration programmes, milestones and performance measures as set out in the Statement of Intent 2023-26. Quarterly reporting on progress.

57. Input to the LTP process on the future urban regeneration programme and funding model.

58. Put in place a rolling update to the Planning Environment and Parks Committee to reconfirm outcomes and priorities for each of the transform and unlock locations. The first will likely be Transform Manukau, later this year.

59. Annual visit of the Governing Body to Eke Panuku on 6 October 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Spatial Delivery Plans - Urban Regeneration Programmes

Ngā kaihaina

Signatories

Author

Brenna Waghorn - Manager Strategic Planning, Panuku Development Auckland

Authorisers

David Rankin - Chief Executive - Eke Panuku

Alastair Cameron - Manager - CCO Governance & External Partnerships

Council Controlled Organisation Direction and Oversight Committee

10 August 2023

Future Eke Panuku urban regeneration programme and funding model

File No.: CP2023/09870

Te take mō te pūrongo

Purpose of the report

1. To commence dialogue with the committee on the future urban regeneration programme and funding model in response to the Statement of Intent and as an input to the 2024-2034 Long-Term Plan.

Whakarāpopototanga matua

Executive summary

2. Auckland Council and the former councils have supported a programme of urban regeneration in specific places over decades. Urban regeneration is the process of revitalising and improving urban areas to enhance their economic, social, cultural and environmental conditions. Our urban regeneration programmes incorporate new sustainable homes, greenspaces and support public and active transport. By creating vibrant public spaces, community facilities and recreational area, we foster social interactions, a sense of community and improved health and wellbeing. Our programmes attract investment by others, creating employment opportunities and boosting local businesses. Working with Mana Whenua and through our wider community placemaking, we support local arts and culture and integrate cultural elements to strengthen the local sense of place and identity.

3. Urban regeneration is about revitalising neighbourhoods with new homes, improved amenity, infrastructure, and services. It involves optimising surplus public land and leveraging transport investment to catalyse housing and commercial growth in and around town centres and transit stops, to support implementation of the Auckland Plan. Urban regeneration is long-term in nature and complex. It requires focussed intervention and a multidisciplinary place-based approach. It is therefore typically undertaken by standalone organisations on behalf of local, state or national governments. This was supported by the CCO review panel in 2020.

4. As set out in our Statement of Intent, Eke Panuku will work with the council to define options for the future medium to long-term urban regeneration programme, including how this is funded. This report is intended to commence this dialogue to ensure that there is sufficient time to give it full consideration. The CCO Direction and Oversight Committee has invited a ‘deep dive’ on key issues. It is acknowledged that this work will form part of decision-making by the Governing Body in the next 10-year budget process.

5. A separate report to Committee on the same agenda provides an update of the status of the current urban regeneration programmes including achievements and budgets. It highlights the vital place-based and ‘lead agency’ approach which supports better and more integrated council group responses to local places and communities.

6. The Eke Panuku urban regeneration work has evolved and grown since Eke Panuku was established. Newer work programmes include the Lead Agency role for the City Centre, Unlock Pukekohe, the Eastern Busway Corridor, Maungawhau and Karanga a Hape CRL urban development and the Port Precinct Future Development. In addition, our mandate to acquire sites to support urban regeneration outcomes on catalytic sites beyond our current locations has been confirmed. Auckland light rail presents a significant opportunity for urban regeneration however Council support for, and our role remains uncertain, beyond our current programmes on the proposed rail corridor. We have a full programme which has been pushed out as a result of the recent savings requirement to support the council budget position.

7. Given the council group financial constraints, a ‘continuation’ scenario of an urban regeneration programme of similar size going forward ($70m capex^{^[1]} and $26m^{^[2]} opex per annum) is presented in this report for discussion. Under this scenario, modelling suggests we start to have some budget and organisational capacity for new programmes in a few years. The first location likely to be nearing completion is Takapuna, followed by Avondale and Northcote, and subsequently Henderson, Pukekohe and Papatoetoe. Eke Panuku investment in these locations could potentially be complete within the first five years of the Long-term Plan period, subject to budget availability, property market activity, and the availability of partner investment from both the public and private sectors. While we will continue to monitor development agreements and benefits realization in these locations, our presence will be much reduced and we will need to formally end our ‘lead agency’ role.

8. Looking out, with a reduced ‘reinvestment budget’ due to the likelihood of fewer assets for disposal in any new locations, LTP debt funding for capex is the only realistic model for urban regeneration, supported by partnerships (such as with NZ Superfund) and contributions from other council budgets for facilities and infrastructure. Future work on targeted rates for the light rail corridor and on development contributions for brownfields, may unlock some new funding or financing opportunities but these are yet to be fully tested and confirmed.

9. Together with the other report, this material is intended to enable councillors to consider the costs and benefits of urban regeneration and its contribution to delivering council priorities in the Long Term Plan.

10. There are many town centres with good public transport that have strong urban regeneration potential, but work will only progress in line with council direction and budget priorities. This report sets out an approach to choosing new locations if agreed by council. This would be under the auspices of the Planning Environment and Parks Committee.

11. Eke Panuku is 1.7% of the group’s overall operational expenditure and 2.9% of overall capital expenditure.

Ngā tūtohunga

Recommendation/s

That the Council Controlled Organisation Direction and Oversight Committee:

a) tuhi ā-taipitopito / note the report

b) tono / refer to council officers for advice on Eke Panuku involvement in the LTP process to address the future urban regeneration programme and sustainable funding model.

Horopaki

Context

12. The independent review of CCOs in July 2020 highlighted the need for Council and Eke Panuku to confirm the medium to long-term future urban regeneration programme and funding model. It also strongly endorsed urban regeneration and a stand-alone agency model. As indicated in the Statement of Intent, Eke Panuku is to engage with council on this as part of the 2024-2034 Long-term Plan.

13. The Long-term Plan process is underway. Eke Panuku has initiated this report to commence dialogue on the future urban regeneration programme and funding model as an input to the LTP process.

14. This report

· provides a background on how the urban regeneration locations were chosen

· describes the current funding model

· sets out funding options and their plausibility

· presents a ‘continuation’ scenario, based on the current level of funding

· suggests an approach that could be taken to choosing new locations for the programme, at the appropriate time.

15. A separate report on this agenda, requested by the committee, provides an update on the status of the urban regeneration programmes, the progress, timing, budgets and benefits, and when we expect each programme to be completed.

Tātaritanga me ngā tohutohu

Analysis and advice

How were the current locations chosen?

16. Eke Panuku is responsible for planning and implementing urban regeneration programmes as one of our two key functions. The locations we work in were determined in 2015/16 with additions since that time approved by the council. The locations were approved by the Planning Committee. Council led a process that involved council, local board and mana whenua engagement and detailed multi-criteria analysis leading to a ranking of locations. Once established Eke Panuku reviewed the assessment and made recommendations to committee based on the categories Transform, Unlock, Support, to reflect the different levels of programme complexity, outcomes and effort. The process and criteria are illustrated below:

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17. Our current urban regeneration programmes are detailed below:

City Centre programmes

Transform and Unlock Programmes/ suburban town centres

Regional Programmes

City Centre

Waterfront

Maungawhau and Karanga a Hape (CRL)

Development sites (midtown, downtown)

Port Precinct Future Development

Northcote

Takapuna

Henderson

Avondale

Panmure

Onehunga

Papatoetoe

Manukau

Pukekohe

Eastern Busway Development Opportunities

Support programme (strategic sites for redevelopment across city)

Haumaru Housing (social housing for older people)

Service Property Optimisation (supporting local boards)

Corporate Property programme

18. Our approach and tools for urban regeneration are described as four key levers:

· commercial strategy – using unused and/or underutilised property assets to achieve urban regeneration and strategic outcomes such as housing and commercial development. Site sales, acquisition and amalgamation to unlock opportunities for the market and revenue for reinvestment.

· placemaking – engaging with communities and stakeholders on the changes taking place, foster relationships, test ideas and strengthen the connection between people and place.

19. The urban regeneration plan for each location is approved by the council. The initiation document, called the High-Level Project Plan, sets out the vision and strategic objectives, preliminary commercial strategy and key moves. Masterplanning and a programme business case, which sets out how we use the four levers, guides our work in each location, and is approved by the Eke Panuku Board.

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Current funding - a mixed model

20. The CCO Review in July 2020 first raised the need to revisit the funding model for Eke Panuku.

21. There is a mix of funding models currently embedded in the LTP for Eke Panuku, including the re-investment approach, debt funded regeneration and the Strategic Development Fund.

The re-investment approach

22. The reinvestment approach is the current agreed capex funding mechanism for urban regeneration of town centres. The approach was approved by council as part of the Long-Term Plan 2018-2028 (LTP). It enables Eke Panuku to reinvest the proceeds of the sale of assets within the Transform and Unlock programme (other than waterfronts), to support urban regeneration outcomes within or across the Transform and Unlock locations. Previously all proceeds from property sales went into the Council’s consolidated budget and were not reinvested into the locations where the proceeds of sale were raised.

23. In the Haumaru Housing program there is a slightly different type of reinvestment. Here the disposal receipts are recycled within that programme for the multi-year redevelopment of the social rental housing villages, blended with Joint Venture debt or accumulated revenues from the Haumaru Housing properties.

24. On a smaller scale there are a number of property optimisation projects in conjunction with local boards and Community Facilities. This is where properties are sold and the sales receipts are then utilised for a specific purpose for example reinvested into a new community hub, at the direction of the local board.

25. As the CCO review noted, the reinvestment approach is not sustainable nor sufficient in the medium term, as it relies on urban regeneration areas having sufficient council-owned valuable sites for disposal. Alternative funding arrangements need to be considered. The current positive balance of the re-investment approach is $66m. However, the existing LTP indicates the re-investment approach will move from a surplus position to a deficit position in around FY27, implying debt funding will need to be used for the Transform and Unlock locations for the first time.

Debt funded regeneration

26. Direct debt funding has enabled the redevelopment of the city centre waterfront where the investment requirements are too large and distortionary for the re-investment approach to work alone. Auckland Council funds growth and new community facilities through debt, to ensure inter-generational equity in terms of the users of the facilities paying for them over the life of the facilities. Auckland Council has funded regeneration projects in the Waterfront to demonstrate the commitment to regeneration of the area and to stimulate third party investment. This investment has shown a great return through both the leveraged commercial and residential development within the Wynyard Quarter, and through the increased land values which the staged release of long lease hold property have achieved. The current Long-term Plan already allows for a degree of debt funded regeneration as the long-term financial model clearly shows the reduction in property disposal receipts, whilst maintaining a modest program of regeneration.

Strategic Development Fund

27. The Strategic Development Fund (SDF) was set up much like a revolving credit facility to enable Eke Panuku to acquire land or property for development purposes, particularly to aggregate sites in and near centres. Eke Panuku has the mandate to acquire property for urban renewal using the Public Works Act. The value of the SDF currently sits at $97m utilised of $100m. Sales to release proceeds are staged overtime, with some pending. In most cases the acquired property has a holding income.

28. The fund was set up to be recyclable, with acquisitions becoming disposals, which produce receipts which could then be re-used to acquire new sites and so on. During the emergency budget of 2021, the forward-looking plan dislocated the receipts from recycling. The Long-term Plan now contains the receipts for disposal of the SDF acquired sites with no allowance for the receipts to be re-invested.

29. Eke Panuku would like to see this facility re-instated as the ability to acquire key sites is a critical urban regeneration tool, especially as the land holdings decline or are not available. The SDF enables Eke Panuku to:

· Increase the scale and development potential of Council land through purchasing adjacent sites.

· Purchase strategic sites and/or aggregate landholdings to create development sites thereby essentially unlocking the market.

· Enhance the development potential and value of sites through value-adding actions such as consenting or the provision of infrastructure

· Unlock opportunities that would not otherwise happen (or would be highly unlikely) such as aggregating leasehold sites in a town centre to enable redevelopment.

· Facilitate better development outcomes including improved amenity, connections, access and quality housing intensification etc.

30. Eke Panuku has formed a partnership with the NZ Superfund to support acquisitions and potentially upscale the development and urban regeneration potential. This is focused on larger sites.

Revenue from site sales

31. Eke Panuku acquires and disposes property on behalf of Auckland Council Group. The asset recycling targets are agreed each year with council. The general asset sales contribute to council funding. The sales revenue from the Transform and Unlock locations is reinvested, as indicated above. As set out in the accompanying report, property sales, over the past 4 years, and looking forward over the next two, totalling $944m, contribute significantly to the council budget. This includes gross sales of $94m FY23 and $196m FY24.

Funding options

32. Alternative funding sources are explored below. Options such as development contributions and targeted rates have not been fully tested for brown field urban regeneration although this work is signalled over the next few years. The reinvestment approach is not sustainable beyond FY 27.

Option	Description	Pros	Cons
Rates and debt	Funding is made available in the LTP for the urban regeneration programme in the same way other council investment priorities and programmes are funded	Simple and comparable to other projects and services. Spreads costs across generations of users.	Council financial constraints
Asset sales and reinvestment	Revenue from sale of properties in priority locations is reinvested into the current urban regeneration programmes for capital investment in public amenity, development and placemaking.	Builds community support for asset sales Maintains a nexus between asset sales and new investment	The sales revenue runs out in FY27 and remaining reinvestment funding is committed to current programmes. New locations will not be supportedd by reinvestment, as asset sales won’t be sufficient.
Potential for partnership funding – seeking funding from new partners	Eke Panuku has established a partnership with NZ Superfund to support acquisitions in current locations. Already working with Council Group and Government for shared funding approaches.	Brings in additional funding and supports aligned objectives. Articulating a vision can bring partners on board. Potential opportunities relating to ALR and Kainga Ora programmes.	Uncertain funding stream. Reliant on the priorities of other organisations.
Targeted rates	Targeted rates are paid by communities receiving the benefits of new infrastructure and services. Have been used by council to support specific priority workstreams.	This will be explored further by government for ALR project.	Investigation with the Council Finance team in 2020 found the level of rate required would unlikely be feasible. Lacks equity with communities that have not paid a targeted rate for facilities.
Development contributions		Aplication to greenfields has been confirmed, e.g. Drury. More work underway by council to explore brownfield growth areas such as Maungawhau.	Practical applications in brownfields yet to be tested. DC’s already apply.
Mix of funding levers	Eke Panuku is currently funded via a mix of levers – some rates and debt funding (e.g. for waterfront), a facility for acquisitions (the SDF) and reinvestment.	Realistic approach in a constrained environment, however with a heavier reliance on debt funding. Some certainty can be provided. Enables a flexible approach across locations (potentially).	Complex to articulate, monitor and report on.

Scale of future urban regeneration programme – ‘Continue’ Scenario - an urban regeneration programme of the same scale

33. In order to assist the LTP process we have set out for the Committee a scenario based on a similar sized programme as the current programme and what this would look like, when locations could be added and the level of funding required.

34. Assumptions for this ‘continue’ scenario are as follows:

· An ongoing annual capex budget of $80m and opex budget of $26m for urban regeneration, which represents a credible budget going forward and within recent budget reductions. This includes regional programmes, service property optimisation, sales and renewals of the Eke Panuku managed property portfolio of $10m capex pa.

· The basis for each location is the council-approved High Level Project Plan and the board-approved programme business case. These provide an estimate of the total programme cost and adjusted delivery timeframe, with annual updates and budgets and investment priorities approved by the Board.

· Some programme timeframes have been extended beyond those indicated in the relevant programme business case as a pragmatic reflection of actual progress in some locations being less rapid than anticipated.

· The urban regeneration programmes progress at a slower rate due a reduced budget.

35. Modelling of the ‘continue’ scenario is illustrated in the following figures. The capex figure shows when urban regeneration will be completed under the given assumptions. The opex figure shows where capacity would be available for new programmes, given the current assumptions.

36. Three locations are anticipated to be substantially complete by year 5 (FY29) and five more by year 10 (FY35). Two current programmes continue beyond the Long-term Plan period.

37. This scenario shows capex budget capacity potentially becoming available in FY28, growing from around $1m in FY28 to up to $32m by FY34. This would suggest that 2-3 new programmes, depending on scale and complexity, could be commenced sequentially from 2028, from a capex perspective. From an opex perspective we could phase in earlier planning, engagement and other platform building work.

38. The first location where Eke Panuku regeneration investment will be completed will be Takapuna, followed by Avondale and Northcote, and subsequently Henderson, Pukekohe and Papatoetoe. These six locations could potentially be complete by the end of the first five years of the Long-term Plan period, subject to budget availability, property market activity, and the provision of essential partner investment from both the public and private sectors. The Onehunga and Panmure programmes are anticipated to be completed in the latter half of the Long-term Plan period, with the Manukau and Waterfront programmes being the longer-term and more complex Transform locations, with activity anticipated beyond the ten year period.

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39. Eke Panuku has the urban regeneration skills and multidisciplinary team in place and is making good progress after a period of ‘platform building’. As programmes move towards completion, the first resources to become available will be in areas such as planning, strategic project management, design, masterplanning and engagement. These are the skill sets required for the early stages of urban regeneration developing the plan and working with local boards, mana whenua, stakeholders and communities. Experience has shown that it typically takes a few years to line up and integrate plans and investment, undertake due diligence, develop masterplans and business cases, before moving into the implementation phase. Given the opex-heavy planning phase, it will be possible to phase in work earlier. Then capex is needed to implement the programme along with the development strategy.

Doing more, or doing less, and other options

40. This report does not consider alternative scenarios in any detail but presents one scenario (status quo/continuation) from which the options of “doing more” or “doing less” can be considered.

41. There is demand for ‘doing more”. Local boards continue to advocate for their town centres to be included in the urban regeneration programme. Many locations on the face of it, have strong urban regeneration potential. However, given the council’s financial situation and wide range of priorities, a larger urban regeneration programme is not anticipated at this time.

42. “Doing less” is an option. In implementing the recent budget savings requirements while continuing the existing programme albeit at a slower pace, we have indicated that further reductions would likely necessitate reducing locations and ending programmes all together. Reducing the scale and speed of the Eke Panuku programme would have the following implications:

· With projects deferred, there is a loss of momentum, community and stakeholder support and ‘social licence’.

· Opportunities to leverage existing and planned council investment are not taken; reduced opportunities for the private sector through unlocking council surplus sites

· Town centres continue to decline and struggle.

· Less new sustainable and affordable housing is created close to transport and services as envisaged in the Auckland Plan.

· Reduced revenue and benefits from site sales.

43. For example, a ‘reduce’ scenario based on a capex of $60m pa, would mean that only four programmes are completed during the 10 years and six continue on. There would be no capacity for new programmes within the LTP period.

44. Another option is expanding some of the current programmes where there is further potential. This has not been assessed. While it may make sense theoretically from an efficiency, knowledge, and partnerships perspective, it may struggle with councillors and Local Boards due to the demand noted in paragraph 44. Some locations, such as Avondale, have significant further opportunity subject to decisions by central government.

45. An option to use our levers differently has been suggested. We have already deployed this approach in meeting the savings target. We have pulled back on both the public realm and placemaking levers with reduced capex and opex. Further reductions would likely necessitate reducing locations and ending programmes all together. The commercial lever is subject more to market conditions.

Proposed process to select new urban regeneration locations

46. Assuming there is funding in the adopted Long-term Plan to maintain a programme of urban regeneration, a process will need to be agreed as to how to select new priority locations. Current budget assumptions mean this is not an urgent decision given that there is limited scope to add work to the programme for a few years based on the current funding levels continuing. It is best undertaken when the budget is clarified. The process will need to be confirmed with the Planning Environment and Parks Committee.

47. To identify and agree the priority locations in 2015/16 there was wide analysis of possible locations, detailed multicriteria analysis, engagement of economic consultants and comprehensive local board, mana whenua and stakeholder engagement. We have learnt that rather than rating and ranking locations, more detailed analysis and due diligence of a smaller list of locations that meet strategic priorities and criteria, would be more useful. The process could look something like this, commencing in 2024/25:

· Local boards and Mana whenua invited to propose locations that meet the agreed principles or criteria

· Strategic lens - identification of priorities and opportunities in the Future Development Strategy, ALR and other council group priorities and planned infrastructure investments etc.

· From the above, recommendation of a shortlist to Council for further analysis (2-4 locations).

· Detailed analysis and comparison of options through council group ‘sprints’. This would include how the four levers could be applied in each location, the vision, nature of a commercial strategy and partnerships, key moves.

· Presentation of an Indicative Business Case to council, comparing the options, leading to a decision on locations to be added at an agreed time.

48. Town centres that have been proposed for urban regeneration over recent years include Manurewa, Papakura, Otara, Mangere, Puhinui, Mt Roskill/Three Kings. Opportunities are likely to be presented as part of the Auckland Light Rail project and other strategic transport projects such as the Harbour Connections project and the Future Development Strategy. Assuming future urban regeneration will be more heavily debt funded, the choice of locations can be focussed more on need rather than the presence of unused or underutilised council property.

Tauākī whakaaweawe āhuarangi

Climate impact statement

49. A stable long-term urban regeneration programme supports the transition to lower carbon and more resilient communities, bringing housing closer to transport and services and optimising investment in passenger transport and active modes. Place-based urban regeneration enables collaborative partnerships and funding to drive projects that future proof the city and communities already facing the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50. Decisions on the future scale of the urban regeneration programme and sustainable funding model has impacts for the council group prioritisation of investment. Council group investments in community facilities, services and infrastructure have increased benefits and a catalysing impact, where they are supporting a wider urban regeneration programme.

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

Local impacts and local board views

51. We have not sought local board views for this report.

52. As outlined in this and the associated report, urban regeneration has significant positive benefits for communities.

53. There is strong local board support for the current programmes and demand from other local boards to add new locations to the programme.

Tauākī whakaaweawe Māori

Māori impact statement

54. Our urban regeneration programmes enable a wide range of cultural and commercial opportunities. Our urban regeneration programmes support Māori through social procurement (engagement of Māori businesses, artists, place makers etc), engagement with Mana Whenua and opportunities for cultural narratives to come alive, environmental enhancement and commercial opportunities.

55. In collaboration with Mana Whenua, Eke Panuku is implementing the agreed Achieving Māori Outcomes Plan which responds to Kia Ora Tāmaki Makaurau.

56. Continuation of an urban regeneration programme will enable the ongoing evolution of partnership with Mana Whenua, focus on Māori Outcomes and if resources are available, enable increased engagement with Maatawaka. The focus on long-term outcomes and a long-term commitment to urban regeneration is better for partnership, central to a Te Ao Māori values.

57. Mana whenua will be consulted early on any future process to modify or add to the urban regeneration programme.

Ngā ritenga ā-pūtea

Financial implications

58. Eke Panuku is 1.7% of the group’s overall operational expenditure and 2.9% of overall capital expenditure.

59. The current funding model based on the reinvestment approach is not sustainable nor sufficient in the medium term. The existing LTP indicates the reinvestment approach will more from a surplus position to a deficit position in around 2027, implying debt funding will need to be used for the Transform and Unlock locations for the first time.

60. This report sets out a ‘continuation’ scenario based on ongoing annual capex budget of $70m and opex budget of $26m, which represents the average budget over recent years, with some fluctuations. This excludes a capex budget of $10m pa assumed for renewals.

61. Confirmation of the budget in the Long-term Plan will determine the scale of the programme going forward and the capacity to include new locations.

62. Gross sales of $94m FY23 and $196m FY24, are noted in paragraph 31.

63. Eke Panuku is seeking restoration of the revolving credit facility, the Strategic Development Fund.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

64. Managing demands for new locations to be added to the urban regeneration programme: the process and timing of selecting new locations will be agreed with the shareholder and this will be subject to budget availability.

65. Unnecessary work: a pragmatic process to selecting new locations is proposed and inputs from others including Local Boards will be carefully managed.

66. A reduced programme or no new funding in 2024-34 LTP: further deferral or cancellation of programmes or projects risks a loss of social license, wide community and stakeholder disappointment and reputational impact.

Ngā koringa ā-muri

Next steps

67. To confirm when the future urban regeneration and funding model will be considered within the Long-term Plan process and to prepare any further material as requested by this committee or the Governing Body to assist this dialogue.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Brenna Waghorn - Manager Strategic Planning, Panuku Development Auckland

Authorisers

David Rankin - Chief Executive - Eke Panuku

Alastair Cameron - Manager - CCO Governance & External Partnerships

Council Controlled Organisation Direction and Oversight Committee

10 August 2023

Council Controlled Organisations - Approval of statements of intent for 2023-2026

File No.: CP2023/07719

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023-2026 statements of intent (SOIs) for three of Auckland Council’s substantive council-controlled organisations, and three legacy council-controlled organisations (CCOs).

Whakarāpopototanga matua

Executive summary

2. SOIs set out the objectives and activities of each CCO for the next three years. They serve as a basis for accountability to the council, as the shareholder, and provide an opportunity for the council to influence each organisation’s direction.

3. Staff have reviewed the final SOIs and reconciled these against the shareholder comments provided to CCOs in May 2023. The shareholder comments were focused on alignment with statutory requirements, annual letters of expectation, group strategy and policy, and the draft 2023/24 annual budget.

4. Staff consider that no major modifications are required to final SOIs and that the CCO Direction and Oversight Committee should approve the 2023-2026 SOIs for council’s substantive CCOs – Eke Panuku, Tātaki Auckland Unlimited and Watercare Services Limited. The Auckland Transport SOI is considered at the Transport and Infrastructure Committee.

5. The council has also received final SOIs from three legacy CCOs. Staff recommend that the 2023-2026 SOIs for Community Education Trust (COMET) Auckland, Contemporary Art Foundation and Manukau Beautification Charitable Trust are approved.

Ngā tūtohunga

Recommendations

That the Council Controlled Organisation Direction and Oversight Committee:

a) whakaae / approve the 2023-2026 statements of intent for Eke Panuku, Tātaki Auckland Unlimited and Watercare

b) whakaae / approve the 2023-2026 statements of intent for Community Education Trust Auckland, Contemporary Art Foundation and Manukau Beautification Charitable Trust.

Horopaki

Context

6. The requirements for SOIs are set out in Schedule 8 of the Local Government Act (LGA) 2002. SOIs establish the objectives and activities of each CCO for the next three years. They serve as a basis for accountability to the council, as the shareholder, and provide an opportunity for the council to influence each organisation’s direction.

7. SOIs are one element of council’s overall strategic, planning, reporting and accountability documentation. Other documents include the statement of expectations, CCO accountability policy, long-term plan and annual report.

8. Under the LGA the council has the ability to modify a SOI to ensure it adequately reflects the council’s strategic priorities if it considers that is necessary.

9. Each SOI follows a template, as recommended by the CCO review, which has the following sections:

· Part 1: Strategic Overview – which focuses on the three-year horizon and sets out strategic objectives, nature and scope, how it will deliver on council’s outcomes and the 10-year budget (long-term plan) performance measures.

· Part 2: Statement of performance expectations. It provides an annual work programme, financial information and responses to specific requests by the shareholder. It is updated and submitted annually.

10. A letter of expectation was provided to each substantive CCO in December 2022. The content of the letters was confirmed by decisions of the Governing Body on 15 December 2022 (GB/2022/137).

11. At this meeting the Governing Body also agreed to approve a one-month extension of statutory deadlines for the 2023-2026 SOIs, as provided for in the LGA Schedule 8, section 4 (GB/2022/137). Key steps in the process were:

· CCOs provided their draft SOI to council by the deadline of 1 April 2023

· CCO Direction and Oversight Committee approved shareholder comments on 11 May 2023 (CDOCC/2023/13)

· CCOs considered the shareholder comments at a public board meeting (as required)

· Final SOIs were received by 31 July 2023.

Tātaritanga me ngā tohutohu

Analysis and advice

12. Staff have reviewed the final SOIs and reconciled these against the shareholder comments provided in May 2023. This reconciliation is provided in Attachment A of the report. The shareholder comments were focused on alignment with statutory requirements, annual letters of expectation, group strategy and policy and the draft 2023/24 annual budget.

13. Staff consider that no major modifications are required for the SOIs.

14. The SOIs are provided in attachments B-G as follows:

· Eke Panuku Development Auckland Limited (Attachment B)

· Tātaki Auckland Unlimited (Attachment C)

· Watercare Services Limited (Attachment D)

· COMET Auckland (Attachment E)

· Contemporary Art Foundation (Attachment F)

· Manukau Beautification Charitable Trust (Attachment G).

Eke Panuku

15. The Eke Panuku final SOI addresses or responds to all the matters raised in the shareholder feedback. Changes to the final SOI of note include:

· the document has been revised to make it more succinct, however it is still lengthy. This is partly due to the inclusion of additional financial information and photos.

· Part 2 of the SOI provides a high-level assessment of the impact of the $5m budget reduction. Further detail on the longer-term progress with urban regeneration programmes is included in the status of urban regeneration programmes report to this committee meeting. The description of 2023/24 projects (that contribute to each programme) is shorter, clearer and mostly specifies quantifiable benefits, as requested in the letter of expectation.

· The SOI states that all board meetings will be open to the public, some board meetings will be held in various locations around Auckland (to meet with local boards) and the amount of high-public interest information on the Eke Panuku website will be increased.

· Key partnerships and relationships are reflected in the final SOI, including with the Independent Māori Statutory Board and mātāwaka.

Performance measures and targets

16. Targets for five measures have been reduced (page 29):

Indicator	Target 2023/24	Target 2024/25	Target 2025/26	Rationale
Net new dwellings (housing units) – Long-term plan (LTP) performance measure	60 (was 200 in draft SOI, 350 in LTP)	290 (was 350 in draft SOI)	330 (was 300 in draft SOI)	The target for FY24 has reduced to 60 dwelling units due to presale and construction of the units (by development partners) being affected by the slower property market and worsening economic conditions. To manage risk, a certain level of presales needs to be achieved before development goes ahead and development partners have adjusted the timing of their construction starting.
Commercial/Retail gross floor area (GFA) or net lettable area (square meter) – LTP performance measure	Nil (was 29,000 in LTP)	Nil	Nil	This programme has been delayed because the economic environment has changed since the LTP was adopted. Retail and office space demand are lower than projected. It is planned to discontinue this measure in the next LTP process because these projects are irregular.
Public realm – square meters	7,000 (was 57,000 in LTP)	15,000	27,000	The target reduction is mainly due to external dependencies affecting project delivery. For example, the Auckland Harbour Bridge Park (21,508 sqm) is on hold due to the cancellation of the Northern Pathway and works in Manukau are contingent on land acquisition from a third party.
Achieve board approved Transform and Unlock (T&U) sales through unconditional agreements	$40m (was $45m in draft SOI)	Target approved annually	Target approved annually	Sales are progressing, but their timing has changed. This reflects market conditions and a slower property market.
Asset recycling target agreed with the Auckland Council	$115m (was $150m in draft SOI)	Target agreed annually	Target agreed annually

17. Other changes to performance targets include:

· Role of Eke Panuku in delivering measures /targets is better explained.

· A high-level explanation of the 40 initiatives that support Māori outcomes is included.

· The target for the measure “annual property portfolio net operating budget result agreed with the council achieved” (LTP measure) has increased from $16.3 million in the draft SOI to $17.3 million in the final SOI.

Financial information

18. Final budgets in the Eke Panuku SOI reflect the final Auckland Council 2023/24 annual budget decisions and include activity-based information.

19. Eke Panuku have added a ‘summary of capital and operational revenue and expenditure – inflows and outflows’ to provide a more consolidated view of revenue and expenditure, considering their unique and complex financial arrangements.

20. While the intention to simplify financial presentation is appreciated, it is important to note that this view deviates from the way council group financials are presented in published plan documents and is likely to be confusing. To enhance clarity and consistency, this new summary table is better suited to be provided as an appendix, supplementing the financial statements and activity-level budgets.

Tātaki Auckland Unlimited

21. The Tātaki Auckland Unlimited final SOI addresses or responds to all the matters raised in the shareholder feedback and there are no issues for modification.

22. Changes to the final SOI of note include (not exhaustive):

Strategic outcomes and work programme

· The Introduction has been re-drafted to reflect key recent changes, current operating environment and areas of focus for Tātaki in 2023/24.

· The strategic outcomes framework (Nature and scope of activities section) has been amended to a focus on three core outcomes – Experiences and Events, Facilities and Investment and Innovation. The Social Enterprise outcome has been moved to an Operating Principle alongside Integrated (organisation).

· A new table has been included in the Introduction to Part 2 of the SOI detailing the range of measures undertaken to deliver on the operational savings targets set through the 2023/24 Annual Budget process. The associated risks with these measures are also highlighted.

· The How we will deliver: one-year work programme section has been amended to reflect the impact of the budget cuts and reformatted to identify ongoing operational activities and specific deliverables for 2023/24.

· Tātaki was asked to provide more specifics on requested projects in the letter of expectation, including role, actions, milestones and timeframes. This has been partially reflected in the final SOI, with timeframes being very high level and few milestones included (e.g. for Western Springs Precinct and Aotea Creative Quarter). Note the timeframe for delivery of a plan for progressing to a single operator for Auckland’s four main stadiums has been extended to 1 July 2024 (originally requested for 1 July 2023).

Performance measures and targets

· Targets for four measures have been reduced:

Indicator	Target 2023/24	Target 2024/25	Target 2025/26	Rationale
Net promoter score for Tātaki Auckland Unlimited audiences and participants (LTP measure).	40 (was 45)	40 (was 50)	40	As per the table on p.16 of the SOI, funding cuts will result in reduction of number and duration of exhibitions, pricing adjustments, changes to hours and reduction in programming content (where no commercial return is available) at a number of Tātaki cultural organisations. A static net promoter score target in this environment Tātaki considers appropriate. Within the operational metrics for each of the cultural organisations (p.21-23), Tātaki is anticipating a higher net promoter score (45) for the Gallery, Zoo and Maritime Museum in 2023/24 although the organisational target remains at 40. Net promoter score targets will be reviewed through the LTP process.
Attributable value of private sector investment secured during the year	$100m (was $200m)	$100m (was $200m)	$100m	As a result of funding cuts, the Tātaki Investment team has been disestablished with roles reducing by approximately two-thirds and the remaining roles being restructured.
Number of businesses that have been through a Tātaki Auckland Unlimited programme or benefitted from a Tātaki Auckland Unlimited intervention (LTP measure).	N/A (was 1200)	N/A (was 1200)	N/A	In 2022/23, Tātaki transferred the delivery of the Regional Business Partner programme to the Auckland Business Chamber. As a result, the target for this measure was reduced from 3,000 businesses per annum to 1,200. For 2023/24 the cut to Tātaki operational funding has severely curtailed its ability to provide one-to-one business support through programmes and interventions. Tātaki considers this performance is no longer an appropriate measure of its performance. The future of this measure will be reviewed through the LTP process.
Number of Māori businesses that have been through a Tātaki Auckland Unlimited programme or benefitted from a Tātaki Auckland Unlimited intervention (LTP measure).	50 (was 150)	50 (was 150)	50	As above, the target reflects severely limited residual economic development function from 2023/24. The future of this measure will be reviewed through the LTP process.

· Target for the measure “percentage of operating expenses funded through non-rates revenue” (LTP measure) has been increased from 58% to 59% for 2023/24 and from 60% to 66% for 2024/25. This reflects the 2023/24 budget and forecast financials for 2024/25 and 2025/26.

· Within the Our facilities and functions section, new content has been added covering Major and Delivered Events (as requested through shareholder comments) and Economic Development activity. All budget and operational metrics information has been populated.

· Two new performance measures have been included at the request of the shareholder, covering progress with the capital programme and asset condition:

o Percentage of milestones completed as per Tātaki board agreed capital programme (2023/24 target 80%)

o Percentage of critical Tātaki assets in acceptable condition (2023/24 target is benchmark to be set)

Financial information

23. All financial tables have been populated to reflect final 2023/24 Annual Budget decisions and financial data has been presented at a finer activity level as requested via the shareholder comments.

Watercare Services Limited

24. The Watercare final SOI largely addresses or responds to all the matters raised in the shareholder feedback and there are no issues that are recommended for modification.

25. As requested in the shareholder feedback the SOI now follows the agreed structure and includes the contribution to Auckland Plan outcomes (new section 1.2 Responses to Council’s strategic objectives and outcomes), Development Strategy and inclusion of a work programme (one year only) (new section 2.2 How we will deliver).

26. Shareholder feedback was not addressed in the following areas:

· Watercare is pausing work to develop local growth charges, awaiting the Department of Internal Affairs plans for developer/ growth charges within the initial funding and pricing plan for the new water services entity. This is an area where council should monitor closely during the legislative establishment process for the new entity, Wai Tāmaki ki Te Hiku, and work with Watercare if there are changes to the reform.

· A methodology and target have not been included for the measure of reactive spend versus proactive maintenance spend (against budget). We would have expected to see this included as it has been area of focus. In the covering letter from the Chair, Watercare say that is a detailed piece of work and commit to developing this methodology in 2023/24. Council can monitor progress in the quarterly performance reporting.

· Watercare have retained its measure on procurement sourced through Māori owned businesses rather than move to a measure that also includes Pasifika businesses and social enterprises.

27. More information is included in the SOI on the delivery of Auckland Water Strategy actions that Watercare is leading, including water consumption targets, smart meter roll out and network leakage reduction, increasing water literacy and work to increase the mauri of water.

28. As requested in the shareholder feedback, the SOI captures the work under the Waikato River consent, and the plans to establish a committee or board with members of the Waikato Tainui Governance Board and Te Taniwha o Waikato to promote the vision and strategy of the awa.

29. Compliance with the standards and rules of Taumata Arowai will be reported through the quarterly performance reports to council.

Performance measures and targets

30. Changes to performance measures in the final SOI include:

· A target of $396 million for 2023-2024 has been included for the new controllable cost measure. The targets reduce over the next two financial years.

· Average water consumption targets are consistent with the Auckland Water Strategy targets.

· Watercare notes that it will report its Scope 3 greenhouse gas emissions annually.

Financial information

31. All financial tables have been populated to reflect final 2023/24 Annual Budget decisions and financial data has been presented at a finer activity level as requested via the shareholder comments.

Legacy council-controlled organisations

32. Through the shareholder comment report in May 2023 (CDOCC/2023/13) the Manager, CCO Governance and External Partnerships was delegated the authority to finalise shareholder feedback to COMET Auckland, Contemporary Art Foundation (CAF) and Manukau Beautification Charitable Trust (MBCT). All the matters in the shareholder feedback for these entities have been addressed.

33. COMET’s final SOI requests that council support a change in COMET’s Trust Deed, to disestablish them as a CCO. They would then re-settle as an independent charitable trust (with the timing of this shift to be jointly determined). Staff are working with COMET to consider and progress this and a decision-making report will go to the governing body later in the year. Through the annual budget process, by joint agreement, COMET’s funding is now $350,000 for 2023/24, and is anticipated to reduce to $250,000 for 2024/25 and $150,000 for 2025/26. Council previously funded COMET $558,000 per year.

34. At the time of writing, MBCT have submitted their final SOI but note they are awaiting confirmation of grant funding (totalling $56,000) from six southern/eastern local boards to support delivery of the Eye on Nature event. Pending this, the targets for the four Eye on Nature key performance indicators may need to change for 2023/24, and an update may be required for the external grants and other revenue line of the operating expenditure table for 2023/24. Staff recommend that MBCT’s final SOI be approved, noting that the SOI can be updated as soon as confirmation of this funding is received.

Tauākī whakaaweawe āhuarangi

Climate impact statement

35. The final SOIs support the implementation of actions identified in Te Tāruke-ā-Tāwhiri. The aim is to ensure that climate change considerations are embedded within organisational decision-making and culture, and to deliver on the two core goals.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36. Council staff have advised CCOs of the content of this report.

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

Local impacts and local board views

37. The reconciliation exercise between the final SOIs and the shareholder comments ensured that issues relating to local boards were addressed as required in the shareholder comments.

Tauākī whakaaweawe Māori

Māori impact statement

38. The final SOIs contain each CCO’s contribution to achieving outcomes. The performance of each substantive CCO on these issues is reported on each quarter. The final SOIs address issues raised by the Independent Māori Statutory Board and Ngā Mātārae in shareholder feedback.

Ngā ritenga ā-pūtea

Financial implications

39. Financial information in each CCO’s final SOI has been reviewed by Financial Strategy and Planning and the budgets are consistent with final Auckland Council 2023/24 annual budget decisions.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. There are no major risks associated with approving the CCOs’ SOIs.

Ngā koringa ā-muri

Next steps

41. If the committee approves the SOIs, each substantive CCO will report on performance every quarter. Legacy CCOs will report on their performance half-yearly.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Reconciliation table final SOIs with shareholder comments
b ⇨	Eke Panuku Statement of Intent 2023-2026
c ⇨	Tātaki Auckland Unlimited Statement of Intent 2023-2026
d ⇨	Watercare Statement of Intent 2023-2026
e ⇨	COMET Statement of Intent 2023-2026
f ⇨	Contemporary Art Foundation Statement of Intent 2023-2026
g ⇨	Manukau Beautification Charitable Trust Statement of Intent 2023-2026

Ngā kaihaina

Signatories

Authors

Rachel Wilson - Principal Advisor

Trudi Fava - CCO Programme Lead

Sarah Johnstone-Smith - Principal Advisor

James Stephens - Senior Advisor

Authoriser

Alastair Cameron - Manager - CCO Governance & External Partnerships

No.	Title	Page
a ⇨	Forward Work Programme
b ⇨	Watercare Memo: Follow up from CCO Direction and Oversight Committee meeting – 6 June 2023
c ⇨	Memo - Update on the Auckland Council Whānau logo guidelines

[1] Eke Panuku average Capital Expenditure is planned at $80m, but this includes $10m for renewals in the property portfolio.

[2] Eke Panuku opex costs for regeneration are contained in both the Eke Panuku and Managed portfolio budgets

Chairperson	Cr Shane Henderson
Deputy Chairperson	Cr Kerrin Leoni
Members	Cr Josephine Bartley	Cr Daniel Newman, JP
	IMSB Member James Brown	Cr Ken Turner
	Cr Angela Dalton	Cr Wayne Walker
	Cr Chris Darby	Cr John Watson
	IMSB Member Hon Tau Henare	Cr Maurice Williamson
	Cr Richard Hills
Ex-officio	Mayor Mayor Wayne Brown
	Deputy Mayor Desley Simpson, JP

Date	Subject
26/6/2023	Watercare Memo: Follow up from CCO Direction and Oversight Committee meeting – 6 June 2023
19/7/2023	Memo: Update on the Auckland Council Whānau logo guidelines

Author	Duncan Glasgow - Kaitohutohu Mana Whakahaere / Governance Advisor
Authoriser	Alastair Cameron - Manager - CCO Governance & External Partnerships