Agenda of Manurewa Local Board - Thursday, 15 August 2024

1 Nau mai | Welcome

A board member will lead the meeting in prayer/karakia.

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Manurewa Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Thursday, 18 July 2024, including the confidential section, as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

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

8.1 Deputation - Community Groups Feeding the Homeless Inc

Te take mō te pūrongo

Purpose of the report

1. Audrey van Ryn, secretary and treasurer of Community Groups Feeding the Homeless Inc. and Waka of Caring (WoC) and Debbie Munroe, Manager of the WoC drop-in Centre will be in attendance to speak to the board about the possibility of leasing Tadmor Hall.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whakamihi / thank Audrey van Ryn and Debbie Munroe from Community Groups Feeding Inc. and Waka of Caring for their attendance and presentation.

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Manurewa Local Board

15 August 2024

Auckland Council’s Quarterly Performance Report: Manurewa Local Board for quarter four 2023/2024

File No.: CP2024/10290

Te take mō te pūrongo

Purpose of the report

1. To provide the Manurewa Local Board with a quarterly performance report for quarter four, 1 April to 30 June 2024, and the overall performance for the financial year against the approved 2023/2024 local board work programmes.

Whakarāpopototanga matua

Executive summary

2. This report provides an integrated view of performance for the Manurewa Local Board and includes financial performance and delivery against work programmes for the 2023/2024 financial year.

3. The work programme is produced annually and aligns with the Manurewa Local Board Plan outcomes.

4. All operating departments with agreed work programmes have provided an update against their work programme delivery.

5. Activities are reported with a status of:

· green (activities that were completed in 2023/2024 / multi-year projects that have progressed as expected)

· amber (activities that were expected to be completed in 2023/2024, which are now expected to be completed in the first quarter in 2024/2025 / multi-year projects that have not progressed as expected / activities that are on hold)

· red (activities that were not delivered / activities that were expected to be completed in 2023/2024, which are not expected to be completed until after the first quarter in 2024/2025 / multi-year projects that are significantly delayed / activities that are on hold with significant issues)

· grey (activities that have been cancelled or deferred in the period April to June 2024).

6. Ninety-one activities within the approved work programmes have a green RAG status, four activities have an amber RAG status, five activities have a red RAG status, and five activities have a grey RAG status.

7. Key activity achievements from the 2023/2024 work programme include:

· A number of renewals were completed including Holmes Road Depot (#24009), Manurewa Aquatic Centre (#30523, #24247), and Tōtara Park tracks and bridle trail (#23769).

· The board approved the development of a detailed business case for the investment in a new community hub at 7 Hill Road, Manurewa (#1465).

· Over 35,000 free visits to the Manurewa Pool and Leisure Centre were provided for three targeted groups (#34).

8. Key activities not delivered / not progressed as expected include:

· The Manurewa Library refit has been deferred to align with the timing of the physical works for the Community Hub (#24189).

· Discussions with iwi regarding Te Kete Rukuruku are ongoing and resolution is expected in the next financial year (#699).

9. Qualifying budgets of unfinished activities will be carried forward into 2024/2025 work programmes.

10. The financial performance report is attached but is excluded from the public. This is due to restrictions on releasing annual financial reports and results until the Auckland Council Group results are released to the NZX (high level summary only) – on or about 29 August 2024.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whiwhi / receive the performance report for quarter four ending 30 June 2024 in Attachment A

b) tuhi ā-taipitopito / note the financial performance report in Attachment B will remain confidential until after the Auckland Council Group results for 2023/2024 are released to the New Zealand’s Exchange (NZX), which are expected to be made public on or about 29 August 2024.

Horopaki

Context

11. The Manurewa Local Board has an approved 2023/2024 work programme for the following:

· Customer and Community Services

· Infrastructure and Environmental Services

· Auckland Emergency Management

· Local Governance.

12. The graph below shows how the work programme activities meet Manurewa Local Board Plan 2020 outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

13. The graph below identifies each work programme activity by RAG status (Red, Amber, Green and Grey) which measures the performance of each activity.

Graph 2: Work programme performance by RAG status

14. The definitions of Red, Amber Green and Grey for the quarter four / end of year report are outlined in table 1 below.

Table 1: RAG status definitions for quarter four / end of year report

Red	· activities that were not delivered · activities that were expected to be completed in 2023/2024 which are not expected to be completed until after the first quarter in 2024/2025 · multi-year projects that are significantly delayed · activities that are on hold with significant issues.
Amber	· activities that were expected to be completed in 2023/2024 which are now expected to be completed in the first quarter in 2024/2025 · multi-year projects that have not progressed as expected · activities that are on hold.
Green	· activities that were completed by the end of the financial year · multi-year projects that have progressed as expected.
Grey	· activities have been cancelled or deferred in the period April to June 2024.

15. The graph below shows the stage of the activities in each departments’ work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme performance by activity status and department

Key activity updates from quarter four

16. The following are key activity updates from quarter four. These are aligned to outcomes in the Manurewa Local Board Plan.

Our communities are inclusive, vibrant, healthy and connected

17. Operational expenditure for Nathan Homestead (#261): A total of 14,116 visitors came to Nathan Homestead this quarter with 148 Pukepuke programmes delivered to 7,494 participants.

18. Programming in community places (#272): A seniors group at Manu Tukutuku Community Centre was recently cancelled due to a low number of attendees, however during quarter four, the centre worked with local organisations to locate local seniors/groups who may still be interested in attending a similar group. A space at Manu Tukutuku has been allocated to this new group once per month.

19. Community safety initiatives (#267): CCTV coverage has expanded across Manurewa and Clendon with 13 new cameras in Manurewa and 18 in Clendon, bringing the total to 65 monitored locations. Both sites continue to be linked to Auckland Transport Operation Centre (ATOC) Network and Police for an improved security response.

We are proud of our strong Māori identity and thriving Māori community

20. Māori led aspirations: (#270): A dawn ceremony led by iwi was held at Matukutukureia mountain where hundreds gathered to showcase and celebrate Matariki, followed with kai at the Manurewa Marae. Bilingual stories created and written by children from Wiri Primary School were published and launched on the 6 July. One hundred and fifty books will be distributed to the libraries and schools in Manurewa.

Our people enjoy a choice of quality community spaces and use them often

21. Randwick Park Skate Activation (#562): Randwick Park skate programme has been delivered with 643 participants attending 31 activations. A summary will be presented to the local board at a workshop in September 2024.

22. Manurewa Pool and Leisure Centre operations (#36): The centre hosted the annual Kings Birthday Under-12 Water Polo event, with over 7,000 people in attendance.

Our safe and accessible network provides transport options to meet community needs

23. Local crime prevention fund, safety initiatives investment (#3989): Ongoing prevention initiatives aimed at reducing youth offending and town centre improvements through Crime Prevention Through Environmental Design (CPTED) measures are being delivered.

Our prosperous local economy supports local people

24. Youth Economy (Youth Connections) (#1338): Ask Q has been unsuccessful in recruiting rangatahi for his planned programme. The Southern Initiative (TSI) is working with Ask Q to identify opportunities for him to deliver technology, including video production, workshops for young people, with community partners.

Our natural environment is valued, protected and enhanced

25. Ecological and environmental volunteers programme (#1408): Tōtara Heights Bush Guardians restored many small parks in the Goodwood Heights area, including plantings at Aronia Way Reserve, Banyan Drive Reserve and Eugenia Rise. A total of 2,292 volunteer hours and 1,762 plants were planted this quarter.

26. Pest Free South Auckland (#600): Four events were delivered this quarter with a focus on pest animal trapping. Nine hundred and eighty-eight people were engaged through these events and 101 rat traps given out.

Key activity achievements from the 2023/2024 work programme

27. The key achievements in the delivery of the local board work programmes for 2023/2024 include:

· Manurewa Pools - access for targeted groups (#34): This financial year the local board funded free access to Manurewa Pool and Leisure Centre for:

o 19,498 visits by seniors

o 15,365 visits by adults supervising children

o 237 visits by those with disabilities.

· Manurewa Community Centre indicative business case (#1465): On 16 May 2024 the board received the findings of the indicative business case and approved recommendations to develop a detailed business case for investment in a new community hub at 7 Hill Road, Manurewa.

· Pest Free South Auckland (#660): The Moth Plant Pod competition concluded with the award ceremony held on 13 June 2024. In 2023/2024, a total of 90 students from Manurewa participated by collecting 17,517 pods, 11,601 more pods than 2022/2023.

· Support Māori led aspirations (#270): The Waimāhia Waters Mural project was delivered with meaningful participation by communities and schools. A digital version of the mural has been made available as a resource for schools to engage, elevate and celebrate the stories of Waimāhia Waters.

· Sport and active recreation facilities plan implementation (#3008): At the 19 October 2023 business meeting, the local board granted $150,000 to Tōtara Park Mountain Bike Club to support the renewal of mountain bike tracks at Tōtara Park.

· Activation of parks, places and open spaces (#558): Local organisations delivered free to attend activities to 6,160 participants over 172 activations. A full summary of the programme will be presented to the local board at a workshop in September 2024.

· Manurewa Pool and Leisure Centre operations (#36): On 24 June the centre closed for two weeks for scheduled maintenance, with group fitness classes continuing to run in the mornings and evenings. Renewal work included the installation of a second fitness HVAC unit, rubber matting/carpet placement in fitness/physio rooms, pool tile repairs, replacement of roof skylights, and general servicing works in the pools and plant room.

· Strengthening Our Streets (#268): Fifteen street cafés were delivered this financial year. The project also developed a portable Street Café kit that doesn't require power or water for easy setup. There will be a focus on training residents to organise and lead future Street Cafés or other initiatives including skip waste days and disaster response events.

· Holmes Road Depot - infrastructure renewal (#24009): The roof renewal at the Beautification Trust, Holmes Road Depot, was completed in April 2024.

· Tōtara Park - renew tracks and bridle trail (#23769): The track near the swimming pool, the section of the track before the stairs, and the farmer's access road were completed.

· Manurewa Aquatic Centre (#30523): The renewal or replacement of the following components were completed: air handling unit bearings and belts, sauna seating, filter renewals, pump renewals, replacement of fresh air intake and filters and toilet flush button.

· Manurewa Aquatic Centre - renew lift (#24147): The renewal of the lift to improve accessibility at Manurewa Aquatic Centre was completed in June 2024.

· Manurewa War Memorial Park - renew cricket wicket (#42596): The cricket wicket renewal, specifically the foundation and concrete works, was completed in May 2024.

Overview of work programme performance

Customer and Community Services work programme

28. In the Customer and Community Services work programme, there are 85 activities with a green RAG status, two activities with an amber RAG status, five activities with a red RAG status and five activities with a grey RAG status. Activities with significant impact are discussed below:

Table 2: Customer and Community Services activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Youth Economy (Youth Connections) (#1338)	Red	In progress	Ask Q has been unsuccessful in recruiting rangatahi for his planned programme. TSI is proactively working with him to identify other opportunities for him to deliver tech (video production) workshops for young people with other community partners by October 2024.
Citizens Advice Bureau (lease) (#3783)	Red	In progress	Council is exploring a future service delivery model aligned with the Long-term Plan (LTP) 2024-2034. New leases will be progressed in conjunction with this piece of work. In the interim, existing agreements will hold over on a month-by-month basis.
Te Kete Rukuruku Tranche Two (#699)	Red	In progress	Discussions with iwi are ongoing and resolution is expected in the next financial year.
Manurewa Library - comprehensive building refit (#24189)	Red	In progress	Project has been deferred to FY25/26 to align with the timing of the implementation of physical works for the Community Hub.
Community access to Te Matariki and Manurewa Leisure Centres (#1376)	Red	In progress	The programme budget is fully allocated, and full delivery will be completed by 7 December 2024. Eleven community organisations are delivering 262 sessions and 684 hours of delivery at three facilities. A memo on the programme will be sent to the local board in September 2024.
Open Space Network Plan prioritisation (#635)	Amber	In progress	Future open space investment opportunities will be presented at a workshop in July 2024.
Full Facilities Contracts Park Bins Top-up (#44766)	Amber	In progress	The board has committed to retaining their complete bin allocation. P&CF will proceed to conduct reviews and an assessment of the current allocation.

Infrastructure and Environmental Services work programme

29. In the Infrastructure and Environmental Services work programme, there are five activities with a green RAG status and no activities with an amber, red or grey status.

Local Governance work programme

30. In the Local Governance work programme, there are two activities with an amber RAG status and no activities with a green, red or grey RAG status. Activities with significant impact are discussed below:

Table 3: Local Governance activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Tuia Programme (#3555)	Amber	In progress	For 2024 this project is not progressing due to uncertainty surrounding funding and the Governing Body decision in 2023 to withdraw from membership of Local Government NZ and the Mayor’s Taskforce for Jobs.
Ara Kōtui (#3556)	Amber	In progress	A hui was held on 14 May 2024 with a presentation from Te Kotahi a Tāmaki Marae Collective, and a presentation on the Māori Outcomes Fund.

Auckland Emergency Management work programme

31. In the Auckland Emergency Management work programme, there is one activity with a green RAG status and no activities with an amber, red or grey status.

Deferred activities

32. The Lead Financial Advisors are identifying projects from the local board’s 2023/2024 Locally Driven Initiatives (LDI) operational budget which meet the criteria to be carried forward. These will be added to the 2024/2025 work programmes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

33. Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

34. Work programmes were approved in June 2023 and delivery is already underway. Should any significant changes to projects be required, climate impacts will be assessed as part of the relevant reporting requirements.

35. The local board invested in a number of sustainability projects, which aimed to build awareness around individual carbon emissions, and changing behaviour at a local level.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36. When developing the work programmes council group impacts and views are presented to the local board.

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

Local impacts and local board views

37. This report informs the Manurewa Local Board of the performance for quarter four ending 30 June 2024 and the performance for the 2023/2024 financial year.

Tauākī whakaaweawe Māori

Māori impact statement

38. The local board is committed to supporting work that contributes to outcomes for Māori. This includes seeking opportunities for collaboration and early engagement with mana whenua.

39. The board funded several work programme items that have a significant Māori focus or outcome, including the Tuia programme and other Māori youth initiatives, Māori-led social initiatives, Te Kete Rukuruku (Māori naming and associated storytelling of parks and places) and was committed to working with local iwi and marae to enable increased participation and engagement with the local board and its projects.

40. The 2020 Local Board Plan has an outcome dedicated to Māori: We are proud of our strong Māori identity and thriving Māori community. Under this outcome the local board works to ensure Māori heritage and storytelling is visible, te reo Māori is seen, spoken and heard throughout the community, and Māori share in local prosperity and take part in local decision-making.

41. Manurewa Local Board is also part of Ara Kōtui, a joint mana whenua and southern local boards initiative that explores and supports opportunities that enable mana whenua involvement in local board decision-making. Currently up to 12 mana whenua are involved in this initiative.

Ngā ritenga ā-pūtea

Financial implications

42. Auckland Council (council) currently has a number of bonds quoted on the New Zealand, Singapore and Swiss Debt Markets (Quoted Bonds). As a result, the council is subject to continuous disclosure obligations, which it must comply with under the listing rules of the NZX (Listing Rules), the listing rules of other exchanges and the Financial Markets Conduct Act 2013 (FMCA).

43. These obligations restrict the release of annual financial reports and results until the Auckland Council Group results are released to the NZX – on or about 29 August 2024.

44. Due to these obligations the financial performance attachment to this report in Attachment B is excluded from the public and is under confidential cover.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘overview of work programme performance’ section.

Ngā koringa ā-muri

Next steps

46. Work programmes for 2024/2025 were approved at the board’s business meeting in June 2024.

47. Auckland Emergency Management’s work programme is expected to be adopted at the board’s 15 August 2024 business meeting.

48. Deferral of budgets of unfinished activities will be added into 2024/2025 work programmes by quarter one reporting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manurewa Local Board Quarterly 4 work programme update	21
b ⇩	Manurewa Local Board Quarterly Performance Report Q4 June 2024 - Confidential

Ngā kaihaina

Signatories

Authors	Claire Abbot - Local Board Advisor
Authorisers	Manoj Ragupathy - Local Area Manager

No.	Title	Page
a ⇩	Manurewa Local Board Urgent decision - Making it easier to build granny flats	55

Manurewa Local Board

15 August 2024

Urgent Decision of the Manurewa Local Board: Input to Auckland Council

submission the Ministry of Business, Innovation and Employment discussion

document: Making it easier to build granny flats

This decision has been made under delegated authority by: Chairperson, Matt Winiata and Deputy chairperson, Glenn Murphy on 5 August 2024.

Urgent Decision delegation resolution: MR/2022/169.

The use of the Urgent Decision delegation was authorised by the Chairperson, Deputy Chairperson and Manoj Ragupathy, Local Area Manager. The authorisers are satisfied that the decision is required urgently and it is not practicable in the circumstances to call an extraordinary or emergency meeting of the local board.

The following information was provided to the decision-makers to inform their decision:

Attachment 1: Memorandum from staff

Reference 1: The Ministry of Business, Innovation and Employment discussion document: Making it easier to build granny flats

Subject: Local Board input to Auckland Council submission on the Ministry of Business, Innovation and Employment discussion document: Making it easier to build granny flats

The Manurewa Local Board:

a) do not support the proposal to make it easier to build granny flats as the proposal currently stands

b) support the intention of the proposal, to “increase the supply of small houses for all New Zealanders, creating more affordable housing options and choice”

c) note that increasing the supply of affordable houses is necessary, particularly in areas of high deprivation

d) note the following concerns with the proposal:

i) waiving the resource consent and building consent requirements, despite the requirement to have a licenced builder practitioner undertake or supervise the work

ii) the risk of the minor dwelling not being built fit-for-purpose to the quality required by building code

iii) too much trust is put in the builder to build to code and standards

iv) will there be rules in place to ensure granny flats are not built on overland flow paths

v) there is no requirement for a flood report, therefore the concrete bases and poles could be less than required

vi) whether will this encourage granny flats being built to circumvent the building consent process

vii) the increased pressure this could put on sewerage capacity

viii) whether an engineering plan approval will be required for waste and stormwater plans or will they be connected to the main dwelling

ix) will reuse tanks be required for the minor dwellings

x) whether the correct connections are made to wastewater and stormwater systems

xi) whether special character areas overlay, historic heritage area requirements and other special zones are maintained and take precedence over this proposal to ensure the special character of certain areas are not lost

xii) whether granny flats are required to meet the healthy homes standards

xiii) whether the minor sites are allocated bins, including recycling and food scraps

xiv) further clarity is required regarding the plumbing and gas certifications, including who will undertake the work and sign it off

xv) a lack of information regarding how granny flats could influence rates per property

xvi) clarity is needed on the cross-lease implications, including whether consent will be required for properties with a cross-lease

e) do not support central government dictating decisions that should be made at the local authority level

Matt Winiata Glenn Murphy

Chairperson Deputy Chairperson

Manurewa Local Board Manurewa Local Board

Manoj Ragupathy

Local Area Manager

Franklin, Manurewa and Papakura Local Boards

5 August 2024

Manurewa Local Board

15 August 2024

Response to Ombudsman's recommendation to open workshops by default

File No.: CP2024/11353

Te take mō te pūrongo

Purpose of the report

1. To respond to the recommendations made in the Ombudsman’s report ‘Open for business’ in relation to transparency and workshop practices.

Whakarāpopototanga matua

Executive summary

2. Local board workshops are informal, non-decision-making meetings used for discussions and refining options before formal board decisions.

3. The standard approach to workshops is that they are closed however, the decision to open a workshop can be made by each local board. Currently, six boards allow public observation, and eight release workshop materials proactively.

4. In October 2023, the Ombudsman released a report which found no evidence of decision-making occurring in workshops but noted practices that could undermine transparency. The Ombudsman recommended that workshops should be open by default, with any closures justified on a case-by-case basis.

5. Local boards generally follow best practices aligned with many of the Ombudsman’s recommendations, such as publishing workshop records and releasing information proactively. However, there is variation in how this is applied.

6. In light of the Ombudsman’s report, local board elected members and senior staff with experience in open workshops were asked to provide their views. They reported:

· risks to opening workshops, such as breaching confidentiality, discouraging free and frank discussions, causing public confusion about whether a decision is being made and potential disruption of subsequent community engagement and governance processes; public attendance is also very low for those local boards that do hold open workshops

· benefits of opening workshops, such as supporting transparency and holding elected members accountable, increasing public awareness of council matters, and enabling community connection; there is also a level of public expectation that the Ombudsman’s recommendations will be adopted.

7. To meet the Ombudsman’s expectations for transparency, it is recommended local board workshops default to being open. Staff will update the Best Practice Guidance for the 2025-28 term.

8. Some methods for opening workshops include in-person attendance, live streaming or recording. Staff will explore feasible options if workshops are open.

9. At its 27 June meeting, the Governing Body agreed that from 1 September 2024 the default setting for its workshops will be open to the public unless the relevant chairperson considers it is reasonable to close a workshop in a particular case. It also agreed that the way the workshop will be made open to the public is by recording the workshop and uploading that video to the council’s website.

10. If workshops default to being open, staff will need a period to implement it to ensure staff are properly briefed and systems are in place to deliver. Alternatively, the board may wish to implement this for the start of the 2025-2028 term.

11. The chairperson can open or close a workshop without a board resolution, as it is an informal meeting. However, a decision helps to confirm support of the local board.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) tuhi ā-taipitopito / note that to meet transparency, the Ombudsman expects workshops to be open by default

b) whakaae / agree that workshops will be open to the public by default, unless the chairperson deems it reasonable to close a specific workshop

c) tuhi ā-taipitopito / note that staff are preparing guidance to support an open by default approach into the Best Practice Guidance for the 2025 term.

Horopaki

Context

Defining workshops

12. The Governance Manual (Section 10.8) defines elected member workshops as:

· informal, non-decision-making meetings, which are generally closed to the public or media. Workshops support the decision-making process by informing elected members on items prior to making a formal decision.

· a mechanism for staff to seek informal guidance from elected members to improve future advice, including identifying information gaps and discussing options for policy development.

13. Local boards use workshops for informal discussions, brainstorming, scoping draft proposals, unpacking complex topics and refining options for a final decision. Workshops are typically used to enable discussion between elected members, and between elected members and staff. Workshops are also used for cross local board collaboration and for joint discussions between the Governing Body and local board members.

14. Workshops are not used for decision-making and this is made clear to members when elected.

LGOIMA requirements

15. The Local Government Information and Meetings Act 1987 (LGOIMA) promotes the open and public transaction of business at meetings of local authorities.

16. LGOIMA states that a meeting at which no resolutions or decisions are made, is not a meeting for the purposes of setting requirements for local authority meetings. Therefore, there is no statutory requirement that a non-decision-making workshop be open to the public, notified in advance and have minutes taken.

17. Although not required, local boards may hold non-decision-making workshops in open and invite members of the public, media or stakeholders to attend.

18. Through each term’s induction process, elected members are reminded of their obligations to be open and transparent in decision-making. It is made clear to elected members that closed workshops do not replace the decision-making meetings.

Current local board practice

19. Six local boards allow public observation at their workshops. They are Devonport-Takapuna, Kaipātiki, Waitākere Ranges, Hibiscus and Bays, Rodney and Waitematā.

20. While the driver for this practice is to demonstrate a commitment to openness and transparency, public attendance has been low.

21. Eight local boards have adopted the practice of proactively releasing workshop materials. They are Devonport-Takapuna, Hibiscus and Bays, Kaipātiki, Puketāpapa, Rodney, Waiheke, Waitākere Ranges and Waitematā.

Best practice guidance

22. At the start of the 2022-2025 term, the Local Board Services Best Practices Review 2022 recommended that workshops should be closed to the public because:

· a non-public setting can better facilitate and support free and frank exchanges between staff and elected members

· workshops do not provide opportunity for the public to give input (in the way that the business meeting provides for a public forum), so the role of the public in the workshop would only be to bear witness to the informal discussions

· attending a workshop may not provide a complete picture of council processes or may lead to some premature assumptions about decisions and projects

· workshops provide a safe space for elected members to assess the overall progress, measure the effectiveness of its work programme and reflect on their own effectiveness as a local board. This type of exercise is unlikely to be robust and less likely to be authentic if done with a public audience.

Ombudsman’s findings

23. In October 2023, the Ombudsman released a report, Open for business, detailing the investigation into the actions and decisions of eight councils regarding both council meetings held under LGOIMA and workshops (and other informal meetings) to which LGOIMA meeting provisions do not apply.

24. The Ombudsman’s review was carried out using their powers under the Ombudsman Act 1975 which allows the Ombudsman to review any act or omission by a local authority – except for a decision made by a full council (i.e., a decision by the Governing Body or a committee of the whole).

25. The purpose of the investigation was to test concerns that councils were using workshops and other informal meetings to make decisions.

26. The eight councils investigated were Rotorua Lakes Council, Taranaki Regional Council, Taupō District Council, Palmerston North City Council, Rangitīkei District Council, Waimakariri District Council, Timaru District Council and Clutha District Council.

27. The Ombudsman’s report highlights the requirement under the Local Government Act 2002 (LGA) for a local authority to “conduct its business in an open, transparent, and democratically accountable manner”. It also highlights the requirement in the LGOIMA that anything taking place or provided to any meeting is “official information” and subject to the principle of availability, unless there is a good reason to withhold it.

28. The Ombudsman found no evidence of decisions being made in workshops. They did see workshop practices that in their opinion were “counter to the principles of openness and could contribute to a public perception that workshops are not being used in the right way”. These examples included not advertising workshops or having all workshops closed to the public.

29. The Ombudsman also cautioned against using workshops to include a significant component of determination, such as a substantial narrowing of options prior to public consultation.

30. The Ombudsman has provided three principles of good administrative practice, which they consider should guide council workshops:

· Councils have a general discretion to advertise and undertake all meetings in public, and this is consistent with the principle in the LGA that councils should conduct their business in an open, transparent, and democratically accountable manner.

· A general policy of not publicising / closing all non-decision-making meetings, such as workshops, may be unreasonable and / or contrary to law. The Ombudsman can assess this on a case-by-case basis.

· Using closed workshops to do “everything but” make a final decision could be seen as undermining the principles in the LGA and purposes of the LGOIMA and may be unreasonable in terms of the Ombudsmen Act 1975.

Tātaritanga me ngā tohutohu

Analysis and advice

Aligning to the Ombudsman’s recommendation

31. The Ombudsman reports that workshops should be open by default as a matter of good practice. Open workshops are consistent with the principles of transparency, openness, and accountability.

32. The Ombudsman recognises there may be good reasons to close a workshop to the public, and that LGOIMA doesn’t require workshops to be open.

33. The six key recommendations made by the Ombudsman in respect of council workshops are:

· adopt a principle of openness by default for all workshops, including a clear commitment to record a clear basis for closure where justified, on a case-by-case basis

· publicise times, dates, venues, and subject matters of all workshops in advance, including a rationale for closing them, where applicable

· provide clear audit trails of all workshops and internal guidance for the keeping of records of workshop proceedings

· publish workshop records on the council website as soon as practicable

· formalise a process for considering the release of information from closed workshops

· consider sign-posting on the council website that members of the public can complain to the ombudsman in relation to the administration of workshops.

34. The Ombudsman’s report is not legally binding on the council. But the Ombudsman has made it clear that open by default is the best practice approach, and they will be closely monitoring decisions on these matters.

35. To meet the Ombudsman’s expectations that workshops are seen to be open, transparent and democratically accountable, it is recommended local boards have a default setting of open for workshops.

How local boards currently adhere to the recommendations

36. Local boards individually set their own meeting practices in accordance with LGOIMA.

37. Local Board Services identifies that many of the existing practices already meet the Ombudsman’s expectations. This includes:

· having a standing report on business meeting agendas which notes the record of any workshops held since the previous meeting

· posting agendas on the council’s website with as much advance notice as possible before meeting dates

· clear and robust practices for keeping of meeting minutes and drafting of public exclusion resolutions

· publication of workshop records on the council’s website as soon as practicable after the workshop

· actively releasing confidential information as soon as practicable, when the reason for withholding has passed

· restating information in subsequent open meetings and keeping records of the workshop.

38. In principle, the holding of closed workshops does not mean that workshops are secret or inconsistent with the principles of transparency and openness. Any lack of transparency can be addressed through the proactive release of workshop information (where possible), restating information in subsequent open meetings and keeping records of the workshop.

39. Governing Body workshops are currently closed to public observation. To address transparency, workshop records are proactively published as part of its next meeting agenda, including presentations and other documentation discussed or made accessible.

40. At its 27 June meeting, the Governing Body agreed that from 1 September 2024 the default setting for its workshops will be open to the public unless the relevant chairperson considers it is reasonable to close a workshop in a particular case. They also agreed that the way the workshop will be made open to the public is by recording the workshop and uploading that video to the council’s website.

41. Staff will incorporate the Ombudsman’s recommendations into the next Local Board Services Best Practice Review, which will inform induction for the 2025-2028 term.

How to implement open workshops

42. Options for open workshops include:

· opening the workshop so the public can attend in-person

· providing remote access via MS Teams link without the public present in the room

· recording workshops without the public present and making available on Auckland Council’s website.

43. Each method for conducting an open workshop has its own risks, benefits, and operational impacts. These are currently being investigated further for each option. The resulting guidance will be included in the 2025-2028 Best Practices Review.

44. Guidance will also include considerations for when to close workshops if operating under a default open workshop approach. The Ombudsman recognises that in some instances it will be reasonable to close workshops to the public and that this should be considered on a case-by-case basis.

45. Should any local boards choose to change to open workshops before the next term begins, staff will assist in this process.

Tauākī whakaaweawe āhuarangi

Climate impact statement

46. The decisions in this report are not expected to have any significant impact on our climate objectives or targets. Staff have not quantified the impact of increased administrative requirements or the likely impact of increased travel requirements for in-person workshop observers.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. As staff are seeking a political decision from local boards on their approach, there has not been a comprehensive consultation with the council group.

48. Senior Governance staff provided views which largely reflect the pros and cons highlighted by elected members with some additional concerns including:

· low public attendance: the benefits of transparency are limited

· communication challenges: keeping the public updated on workshop details can be difficult due to last-minute changes

· reduced input opportunity: local boards may miss the chance to provide early input on topics not ready for public release

· staff exposure: open workshops may make staff vulnerable to inappropriate behavior, especially as their faces are visible to the public and their names may be published by the media.

49. The Ombudsman’s investigation had canvassed a few concerns and potential risks and concluded that while there are good reasons that exist for closing workshops, they did not consider controversy and complexity to be good reasons in themselves.

50. If the decision to open workshops is approved before next term, staff will need an implementation period to ensure the council group is properly briefed and supported.

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

Local impacts and local board views

51. Staff have gathered the views from some local board elected members with open workshops to understand their current experiences.

Benefits of open workshops

· Transparency and community connection: media access boosts public awareness of local board business, helps local board members gain recognition, and reduces reliance on social media.

· Access to information: even if public attendance is low, people appreciate the option which fosters a better understanding of decision-making and the ability to follow topics of interest.

Risks of open workshops

· Media sensationalism: can hinder effective governance by swaying decisions based on a few vocal individuals rather than the broader community.

· Public disruption: the presence of the public can alter interactions between board members and staff, leading to potential harassment of staff and reducing the willingness of staff to participate. Public interjections can derail workshop progress and disrupt important relationships, such as those with local iwi and community groups.

· Overemphasis: a small number of vocal attendees can gain disproportionate political influence, overshadowing the broader community's input.

52. Opinions on whether workshops should be open or closed varied. Some elected members preferred closed workshops to create a safe environment for staff, allowing for free and frank discussions in a more relaxed setting. They believed that open workshops often led to political posturing, which could harm the democratic process by giving undue influence to a small number of voices. And they noted negative impacts on subsequent community engagement, such as when the media prematurely releases information. Overall, they felt that the benefits were outweighed by the disadvantages.

53. Conversely, other elected members argued that workshops should be open to ensure transparency and public trust. They believed that the presence of the public generally did not pose significant issues. These chairs felt that board members should be prepared to handle the political environment and potential media exposure and public scrutiny.

Tauākī whakaaweawe Māori

Māori impact statement

54. Māori were not consulted on this report. There are no identified direct impacts on Māori arising from this report.

55. Open workshops would provide an opportunity for Māori to observe a workshop but would not provide for an opportunity to engage in the decision-making process and would not go beyond what is already available through invitation by a local board to engage directly on an issue.

Ngā ritenga ā-pūtea

Financial implications

56. There will be financial implications to open workshops, depending on how they are conducted, including time and cost of enabling online access or potentially managing security at a physical meeting. These costs will vary by board, including what technology is currently used, so will need to be considered on a case by case basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. The Ombudsman’s recommendations are non-binding. However, there may be reputational and/or political consequences arising from a failure to act where needed to respond to recommendations from the Ombudsman.

58. The Best Practice Review 2022 notes some risks that should be considered when opening a workshop, such as:

· increasing likelihood of breaching the LGOIMA and the Auckland Council Confidential Information Policy and Protocols through wilful or advertent ‘disclosure of information for which good reason to withhold would exist’

· discouraging free and frank exchange of views between members and provision of advice from staff, which is often necessary in the early stages of a project or idea

· potentially creating misinformation or confusion in the community about the status of projects

· increasing potential for Code of Conduct complaints about predetermination and conflicts of interest if elected members indicate specific preferences in a workshop

· exposing staff to opportunities for harassment and complaints based on comments made when giving free and frank advice to elected members (note Auckland Council has obligations under the Health, Safety and Work Act 2015 to ensure staff are not put at risk while conducting their role).

59. There is also a risk that workshops can be called or cancelled at very short notice. This may impact on members of the public that may plan to attend. Staff will do all they can to keep advertised information about workshops current.

60. Local boards can review their approach in the future if opening workshops by default leads to unintended adverse consequences.

Ngā koringa ā-muri

Next steps

61. If the local board decide to hold open workshops by default, staff will provide advice on practices, procedures, and information technology to support this decision.

62. If a local board requests to open their workshops before next term, staff will need an implementation period to ensure the council group is properly briefed and supported.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Alyson Roach - Senior Advisor Business Planning & Projects

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

15 August 2024

Adoption of Eke Panuku Manurewa Local Board Engagement Plan 2024/2025

File No.: CP2024/10417

Te take mō te pūrongo

Purpose of the report

1. To adopt the Eke Panuku Manurewa Local Board Engagement Plan 2024/2025.

Whakarāpopototanga matua

Executive summary

2. Eke Panuku Development Auckland (Eke Panuku) is building a more structured and effective process to engage with the Manurewa Local Board.

3. This engagement approach aims to tailor interactions based on project priorities and local relevance, ensuring efficient and effective partnerships across the Auckland region.

4. The engagement plan (attachment A) records Eke Panuku and the local board’s commitment to work together. It includes:

· Eke Panuku responsibilities

· Local board commitments

· Detailed engagement approach

· A schedule of Eke Panuku activities in the local board area.

5. The engagement approach consists of:

· Annual review – Eke Panuku will conduct an annual review of the engagement plan, ensuring its continued relevance and effectiveness.

· Ongoing/regular engagement – provide a six-monthly memorandum to provide updates about the agreed list of activities.

· Reactive engagement - Eke Panuku commits to the free flow of information with the local board regarding issues of interest, responding to the local board’s queries and requests for information promptly.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whai / adopt the Eke Panuku Development Auckland Engagement Plan 2024/2025

b) tuhi ā-taipitopito / note that Eke Panuku will provide six-monthly memorandum updates on the following items:

i) Te Whakaoranga o te Puhinui - Te Aka Raataa Stage 1 and 2

ii) Te Whakaoranga o te Puhinui - Placemaking/ Comms and Engagement

iii) Small Transformation project

c) whakamana / authorise the chair of the local board to sign this engagement plan on behalf of the local board.

Horopaki

Context

6. The CCO Joint Engagement Plans were adopted in July 2021 to align with recommendations in the CCO Review 2020 and direction in the CCO Statement of Expectations 2021.

7. The concept aimed to ensure that CCOs reported regularly and relevantly to local boards about their programmes of work in local areas.

8. These initial CCO Joint Engagement Plans expired in July 2023.

9. Local boards have reported that engagement plans are a useful tool to improve relations with CCOs and coordinate CCO actions at a local level.

10. Eke Panuku is the council-controlled organisation that delivers urban regeneration in Tāmaki Makaurau / Auckland. Urban regeneration is revitalising and improving urban areas to enhance their economic, social, cultural and environmental conditions.

11. Eke Panuku has two core functions:

· Leads urban regeneration across Tāmaki Makaurau, focusing on town centres and locations agreed with the council.

· Manages a property portfolio of $2.6 billion of council non-service properties and provides property-related services to the council group.

12. Eke Panuku is committed to giving effect to the Tamaki Makaurau shared governance model and to achieving outcomes for Aucklanders, as well as building and maintaining a culture of collaboration across the council group.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The revised engagement approach aims to tailor interactions based on project priorities and local relevance, ensuring efficient and effective partnerships between Eke Panuku and local boards.

14. The new approach is designed to be more efficient and scalable, allowing Eke Panuku to adjust engagement levels based on priorities and workload in each area.

Key principles for working together

15. A successful working relationship between the local board and Eke Panuku is founded on:

· a shared understanding and mutual respect for the roles, responsibilities and decision-making authority of the local board and Eke Panuku;

· transparent and timely communication with no surprises;

· understanding and acknowledgement of shared responsibilities between the parties;

· a commitment to early inclusion in the planning and decision-making process where issues have specific relevance to the local board;

· a commitment to flexibility in terms of engagement, recognising differing levels of interest and local relevance across the Auckland region.

16. The levels of engagement with the local board on the various activities are derived from the International Association for Public Participation framework, and are as follows:

	Commitment
Inform	We will keep you informed.
Consult	We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how your input influenced the decision. We will seek your feedback on drafts and proposals.
Collaborate	We will work together with you to formulate solutions and incorporate your input into the decisions to the maximum extent possible.

17. Eke Panuku will deliver on the engagement plan as shown in the table below:

Annually

· Review the engagement plan.

· Confirm the list of local activities to be included in the engagement plan.

· Report to the local board to formally adopt the engagement plan.

Ongoing engagement

· Bimonthly briefings and a six-monthly memo to update the agreed activities.

· Provide memos and briefings as required.

Reactive

Eke Panuku commits to the free flow of information with the local board regarding issues of interest, promptly responding to the local board’s queries and requests for information.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. The adoption of the engagement plan does not have a direct impact on climate.

19. Eke Panuku is committed to work within Te Taruke-a-Tawhiri: Auckland's Climate Action Framework and information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. The engagement plan will be shared with the relevant council and CCO staff and is expected to give staff a greater visibility of Eke Panuku activities.

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

Local impacts and local board views

21. Eke Panuku will engage with the local board as per the agreed engagement approach.

22. The engagement plan provides an opportunity to keep the community and interested stakeholders up to date with Eke Panuku activities in the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

23. The adoption of the engagement plan does not have a direct impact on Māori. Eke Panuku has structured engagement processes with Māori.

Ngā ritenga ā-pūtea

Financial implications

24. The adoption of the engagement plan 2024-2025 between the local board and Eke Panuku does not have financial impacts on local boards

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. It is likely that there will be changes made to some items in the engagement plan during the year, or to the level of engagement with the local board. This risk is mitigated by ensuring that the local board is informed and involved promptly of any potential changes.

Ngā koringa ā-muri

Next steps

26. Eke Panuku will implement the new approach and provide a six-monthly memorandum to the local board to update on its relevant activities.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Eke Panuku Manurewa Local Board Engagement Plan 2024/2025	71

Ngā kaihaina

Signatories

Authors

Carlos Rahman - Principal Governance and Engagement Advisor

Authorisers

Richard Davison - Priority Location Director, Eke Panuku Development Auckland

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

15 August 2024

Approval of the Manurewa Local Board Auckland Emergency Management work programme 2024/2025

File No.: CP2024/10938

Te take mō te pūrongo

Purpose of the report

1. To approve the 2024/2025 Manurewa Local Board Auckland Emergency Management work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s Auckland Emergency Management work programme and associated budgets for approval for delivery within the 2024/2025 financial year as Attachment A.

3. The work programme responds to the following objective that the local board identified in the Manurewa Local Board Plan 2023:

· Our communities strengthen their resilience to disasters and climate change effects.

4. The board provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following regionally funded project:

· Local Board, community and business emergency response plans and resilience programme.

5. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) approve the Auckland Emergency Management work programme 2024/2025 in Attachment A.

Horopaki

Context

6. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

7. The work programme responds to the outcomes and objectives that the local board identified in the Manurewa Local Board Plan 2023. The specific objective reflected in the work programme is:

· Our communities strengthen their resilience to disasters and climate change effects.

Tātaritanga me ngā tohutohu

Analysis and advice

8. The proposed activities for delivery as part of the board’s Auckland Emergency Management work programme 2024/2025 are detailed below. See Attachment A for further detail.

Manurewa Local Board, community and business emergency response plans and resilience programme

9. To increase disaster awareness, adopt readiness and response plans and implementation after approval, and in collaboration with the Manurewa Local Board and the community.

10. The benefits of this activity are identified as people within the local board rohe understand their hazard risks, have mitigated these risks, are prepared and have strong social networks to better support each other during an emergency.

Tauākī whakaaweawe āhuarangi

Climate impact statement

11. Table 1 outlines the activities in the 2024/2025 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Manurewa Local Board, community and business emergency response plans and resilience programme	Positive impact on our resilience to climate change, as this works increases community readiness to respond emergencies and the impacts of climate change

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

12. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

13. The proposed Auckland Emergency Management work programme has been considered by the local board in a series of workshops from October 2023 to May 2024. The views expressed by local board members during the workshops have informed the recommended work programme.

14. The activities in the proposed work programme align with the Manurewa Local Board Plan 2023 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

15. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

16. The proposed Auckland Emergency Management work programme budget for 2024/2025 is regionally funded so does not need to be accommodated within the board’s total draft budget for 2024/2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

17. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

18. Delivery of the activity in the approved work programme will commence on 1 July 2024 and continue until 30 June 2025. Activity progress will be reported to the local board on a quarterly basis.

19. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Emergency Management Work Programme 2023/2024 - Manurewa Local Board	81

Ngā kaihaina

Signatories

Authors

Zoe Marr - Community Planning and Readiness Manager

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Anna Wallace - Head of Planning

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

15 August 2024

Auckland Council submission to New Zealand’s Second Emissions Reduction Plan (ERP2)

File No.: CP2024/11266

Te take mō te pūrongo

Purpose of the report

1. To seek local board views on Auckland Council’s submission to New Zealand’s Second Emissions Reduction Plan (ERP2).

Whakarāpopototanga matua

Executive summary

2. The Ministry for the Environment - Manatū Mō Te Taiao (MfE) has opened consultation on New Zealand’s Second Emissions Reduction Plan (ERP2), with a closing date of 21 August 2024. The final ERP2 needs to be published by the end of 2024, and must outline the strategy and actions that the Government will take across all sectors of the economy to meet emissions reduction targets.

3. A memo outlining key elements of the proposal was circulated to local boards on 31 July.

4. The ERP2 focuses on sectors that are the key drivers of emissions:

· energy

· transport

· agriculture

· forestry

· waste.

5. The aim of the plan is to reduce net greenhouse gas emissions at least cost to New Zealanders, while adapting to a changing climate.

6. The government is also formally consulting on amendments to the first emissions reduction plan (ERP1). These are intended to reflect changes in the government’s approach to emissions reduction and to align with their broader climate response strategy.

7. Auckland Council submitted on the First Emissions Reduction Plan (ERP1) in 2021. A copy of the full submission can be found at Report Plans of Environment and Climate Change Committee - Thursday, 10 March 2022 (aucklandcouncil.govt.nz)

8. This previous council submission:

· advocated for more ambitious budgets and actions, including steeper reduction targets and, where appropriate, bringing forward deadlines for meeting those targets to deliver on New Zealand’s commitment to the Paris Agreement

· expressed concern at the lack of funding for infrastructure resilience, as well as for upskilling, education, information, and awareness raising campaigns to influence behaviour change needed to achieve reduction targets

· emphasised the importance of ensuring that Auckland undergoes a rapid, fair, and equitable transition to a low-emissions, regenerative and climate resilient economy

· advocated that that Resource Management Act reforms should include legislative links to the Climate Response (Zero Carbon Amendment) Act

· recommended that government should use every lever at its disposal to achieve emissions reduction targets, including ensuring alignment of all significant government reforms and policy updates with ERPs

· emphasised the importance of partnership with iwi / Māori in developing the ERP

· recommended using a futures or foresight approach in developing the ERP and any future related policy developments.

9. The ERP2 is likely to affect the Auckland region in the following ways:

· It will set specific sectoral direction regarding actions to be taken to reduce emissions, particularly for public transport, waste and energy transition

· It will result in increased reliance on the Emission Trading Scheme (ETS) and private sector investments to finance mitigation actions with a reduction in central government funding and incentives (e.g. Climate Emergency Response Fund, Government Investment in Decarbonising Industry, incentives for electric vehicles)

· There will be a reduced focus on gross emissions mitigation and a stronger reliance on forestry sequestration and market-led initiatives (including capture and storage systems, even if most of them are not commercially viable and will also take many years to evolve)

· Indirectly, this would jeopardise Auckland Council's climate interventions and outreach efforts aimed at empowering the community and businesses to significantly lower their carbon footprints while promoting the many co-benefits such as saving money and enhancing resilience in the face of climate events.

10. MfE’s ERP2 consultation page can be found here:

· https://consult.environment.govt.nz/climate/second-emissions-reduction-plan/

11. Further information and summary documents on the ERP2 can be found here:

· Emissions reduction plans explained (2min video)

· Read a short summary of the discussion document [PDF, 2.3 MB]

· Read the full discussion document [PDF, 4.9 MB]

· Read the technical annex [PDF, 2 MB]

12. Public webinars are also being hosted by MfE, with a webinar focused on local and central government taking place on Monday 12 August. Details of other webinars can be found here: New Zealand’s second emissions reduction plan - Ministry for the Environment - Citizen Space

13. The draft Auckland Council ERP2 submission will be distributed to all local board members on 12 August and will be an agenda item for the 15 August Planning, Environment and Parks Committee meeting.

14. The final date for local boards to provide feedback to be considered for incorporation into the submission is 8 August. Local board feedback received by 16 August 2024 will be appended to the submission to be lodged by 21 August.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whakarite / provide feedback to be incorporated and/or amended to Auckland Council’s submission to New Zealand’s Second Emissions Reduction Plan (ERP2).

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Kat Ashmead - Senior Advisor Operations and Policy
Authorisers	Manoj Ragupathy - Local Area Manager

Chairperson	Matt Winiata
Deputy Chairperson	Glenn Murphy
Members	Joseph Allan
	Heather Andrew
	Anne Candy
	Angela Cunningham-Marino
	Andrew Lesa
	Rangi McLean

Authors	Chloe Hill - Democracy Advisor
Authorisers	Manoj Ragupathy - Local Area Manager

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