1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Māngere-Ōtāhuhu Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Wednesday, 21 August 2024, 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

That the Māngere-Ōtāhuhu Local Board acknowledge:

· the passing of Tuheitia Pootatau Te Wherowhero VII, Māori King aged 69 on 30 August 2024:

Whakamihi tuatahi ki a Kīngi Tūheitia kua ngaro nei.

Haere rā e te Āriki.

Haere ki te kāhui āriki ki te rangi.

E tangi mamae ana te ngākau.

Haere, haere, haere atu rā.

Translation:

The first acknowledgement to Kīngi Tūheitia who has passed
Depart dearest Āriki.

And go to the Āriki in the heavens.
The heart is afflicted with pain at your loss.

Depart, beyond.

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 Māngere-Ōtāhuhu 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 - Portage Crossing Trust

Te take mō te pūrongo

Purpose of the report

1. James Papali'i of Portage Crossing Trust will be in attendance to talk about the Trusts focus on building of clubrooms at Waterfront Road Māngere Bridge.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank James Papali'i for his attendance and presentation.

8.2 Deputation - Langima'a Services

Te take mō te pūrongo

Purpose of the report

1. Rev 'Ilaisaane Langi from Langima'a Services will be in attendance to talk about the counselling services they offer in our Māngere and Ōtāhuhu pacifica communities.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank Rev 'Ilaisaane Langi for her attendance and presentation.

8.3 Deputation - CLM Community Sport

Te take mō te pūrongo

Purpose of the report

1. Bernie Tovio, General Manager and Craig Carter, CEO from Community Leisure Charitable Trust (CLM Community Sport) will be in attendance to inform the board and public of CLM’s work in the local community, schools and with sport organisations.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank Bernie Tovio and Craig Carter 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.”

Māngere-Ōtāhuhu Local Board

18 September 2024

Local Board Leads and Appointments Report

File No.: CP2024/12526

Te take mō te pūrongo

Purpose of the report

1. To allow the local board members an opportunity to present verbal and written updates on their lead roles, such as relevant actions, appointments and meetings.

2. To make any appointments to vacant positions.

Whakarāpopototanga matua

Executive summary

3. Members have an opportunity to update the board on their activities as topic area leads.

4. The table below outlines the current leads and alternates for topic areas of local board business meetings and organisations on which the board is represented through a formal appointment.

Topic Area	Lead	Alternate
Social Impact Fund Allocation Committee Appointments Committee	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Staff consultation over landowner approval applications (excluding applications for filming and events)	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Staff consultation on applications for filming	Christine O’Brien	Makalita Kolo
Liquor licence matters, to prepare and provide objections, if any, and speak to any local board views at any hearings on applications for liquor licences	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Resource consent matters to: i) provide the local board views, if any, on whether a resource consent should proceed as a non-notified, limited notified or fully notified application ii) prepare and provide local board’s views, if any, on notified resource consents and speak to those views at any hearings if required iii) provide the local board’s views on matters relating to or generated by the COVID-19 (Fast-track Consenting) Act 2020 while this legislation remains in force	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua	Christine O’Brien
Local Government New Zealand Auckland Zone	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Select shared representatives to council working groups, working parties and other internal bodies, where there is a limited number of local board representatives to be selected from amongst all 21 or clusters of local boards	Tauanu’u Nanai Nick Bakulich
Manukau Harbour Forum joint committee	Togiatolu Walter Togiamua	Papaliitele Lafulafu Peo
Ara Kōtui (formerly Māori input into local board decision-making political steering group)	Togiatolu Walter Togiamua	Joe Glassie-Rasmussen
Staff consultation on applications for events and other activities on local parks and local facilities that also require regulatory approval, or may involve reputational, financial, performance or political risk	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Approve the local board’s input into Auckland Council submissions on formal consultation from government departments, parliament, select committees and other councils, when timeframes do not allow for local board input to be considered and approved at a local board meeting	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Infrastructure and Environmental Services	Togiatolu Walter Togiamua	Harry Fatu Toleafoa
Arts, Community and Events (including libraries)	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Parks, Sport and Recreation and Community Facilities	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Local planning, housing, and heritage – includes responding to resource consent applications on behalf of board	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua	1st half of the term: Togiatolu Walter Togiamua 2nd half of the term: Harry Fatu Toleafoa
Transport	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Economic development	Harry Fatu Toleafoa	Makalita Kolo
Youth, Children, Seniors and Uniquely Abled	Harry Fatu Toleafoa	Papaliitele Lafulafu Peo
Water care COMMUNITY	Togiatolu Walter Togiamua	Papaliitele Lafulafu Peo
Auckland Airport Community Trust for Aircraft Noise Community Consultative Group	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Ambury Park Centre	Papaliitele Lafulafu Peo	Christine O’Brien
Department of Corrections - Community Impact Forum for Kohuora Corrections Facility	Makalita Kolo	Papaliitele Lafulafu Peo
Māngere Bridge Business Association	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Māngere East Village Business Association	Joe Glassie-Rasmussen	Togiatolu Walter Togiamua
Māngere Mountain Education Trust	Togiatolu Walter Togiamua	Makalita Kolo
Māngere Town Centre Business Association	Makalita Kolo	Papaliitele Lafulafu Peo
Ōtāhuhu Business Association	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Ōtāhuhu Portage Project Steering Group	Papaliitele Lafulafu Peo	Christine O’Brien
Ōtāhuhu Town Hall Community Centre Incorporated Society joint committee	Makalita Kolo	Harry Fatu Toleafoa
South Harbour Business Association	Harry Fatu Toleafoa	Papaliitele Lafulafu Peo
Tāmaki Estuary Environmental Forum	Togiatolu Walter Togiamua	Makalita Kolo
Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee	Togiatolu Walter Togiamua	Joe Glassie-Rasmussen
Te Pūkaki Tapu o Poutūkeka Co-Management Committee. MO/2023/187 · to agree changes of a minor nature to the Te Pūkaki Tapu o Poutūkeka Co-management Agreement in Attachment A of the agenda report, in consultation with Te Ākitai Waiohua / Pūkaki Māori Marae Committee · to sign on behalf of Auckland Council the Te Pūkaki Tapu o Poutūkeka Co-management Agreement in Attachment A of the agenda report · as an additional member to Te Pūkaki Tapu o Poutūkeka Co-management Committee, to come into effect on agreement with Te Ākitai Waiohua / Pūkaki Māori Marae Committee on a total Co-management committee membership of six	Tauanu’u Nanai Nick Bakulich
The Southern Initiative (TSI) Steering Group	Harry Fatu Toleafoa	Joe Glassie-Rasmussen
Emergency Readiness and Response Forum MO/2024/52 To participate in the Emergency Readiness and Response Forum	Chairperson Deputy Chairperson Member Harry Fatu Toleafoa

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whiwhi / receive the verbal and written reports from local board members.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Jacqueline Robinson - Democracy Advisor

No.	Title	Page
a ⇩	18 September 2024: Māngere-Ōtāhuhu Local Board - Item 13 - Chairperson's Report - Tauanu'u Nick Bakulich	17

Māngere-Ōtāhuhu Local Board

18 September 2024

Local Board views on Proposed Plan Change 102 - Sites of Significance to Mana Whenua - Tranche 2a

File No.: CP2024/10276

Te take mō te pūrongo

Purpose of the report

1. To inform the local board of the submissions received on the Council-initiated Plan Change 102: Sites and Places of Significance to Mana Whenua Tranche 2a (PC102) to the Auckland Unitary Plan (AUP), and to invite local board views on the plan change in light of these submissions.

Whakarāpopototanga matua

Executive summary

2. PC102 seeks to introduce nine Sites and Places of Significance to Mana Whenua (SSMW) to Schedule 12 of the AUP. Changes to two other schedules in the AUP are proposed to recognise the association mana whenua have with scheduled Outstanding Natural Features and Historic Heritage Places in Schedules 6 and 14.1 of that plan. A name change is proposed to one already scheduled Historic Heritage Place.

3. Decision-makers on Council-initiated plan changes to the AUP must consider local boards’ views on the plan change, if the relevant local boards choose to provide their views.

4. As part of the development of PC102, a confidential workshop and business meeting was held with Māngere Ōtāhuhu Local Board on 14 February 2024 and 20 March 2024 respectively. The local board resolution MO/2024/28 from the 20 March 2024 business meeting is at Attachment 1.

5. The plan change was publicly notified on 23 May 2024. Twenty submissions and four further submissions have been received.

6. There is one nominated site of cultural significance in the Māngere - Ōtāhuhu Local Board area, Te Wai o Ruarangi. Six parties have made submissions on this site.

7. Four of the submitters are landowners and leaseholders on the southern bank of the creek; Auckland International Airport Limited, RB Takeoff LP, Foodstuffs, and Tel Properties Nominees Limited. One submitter is a business owner located north of the creek, Gloucester Industrial Park Limited. The sixth submitter is a private landowner located to the west of Oruarangi Road.

8. Gloucester Industrial Park Limited has submitted in support of the site and this has been supported by a further submission from Fort Richard Laboratories Limited.

9. Three of the business landowners and leaseholders on the southern bank of the creek support the scheduling in part but seek minor mapping amendments so the scheduled extent avoids private property and stormwater infrastructure. Tel Properties Nominees Limited has made a submission in opposition and seeks to engage with a town planner to understand the impact of the schedule on their property.

10. The private landowner to the west of Oruarangi Road seeks a repeal of the Manukau Harbour Control Act 1911, something which is not within the scope of this plan change.

11. In addition to these specific submissions, a plan change-wide submission in support of PC102 has been received from the mana whenua entity Te Kawerau ā Maki. A plan change-wide submission point has also been made by the mana whenua entity Ngāti Whātua Ōrākei seeking that greater certainty is provided on which mana whenua group(s) should be consulted on future development proposals within scheduled SSMW.

12. A local board can present local views and preferences when expressed by the whole local board. This report is the mechanism for the local board to resolve and provide its views on PC102 in light of the submissions received, including seeking to present at a forthcoming hearing.

13. Staff do not recommend what view the local board should convey.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakarite / provide local board views on the Council-initiated Plan Change 102.

b) kopou / appoint a local board member to speak to the local board views at a Council hearing on Plan Change 102.

c) tautapa / delegate authority to the chairperson of the Māngere-Ōtāhuhu Local Board to make a replacement appointment in the event the local board member appointed in resolution b) is unable to attend the plan change hearing.

Horopaki

Context

14. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards provide their views on the content of these documents. Decision-makers must consider local boards’ views when deciding the content of these policy documents (ss15-16 Local Government (Auckland Council) Act 2009).

15. A plan change will result in amendments to the AUP if it is approved. Local boards must have the opportunity to provide their views on plan change proposals.

16. If the local board chooses to provide its views, the planner includes those views in the hearing report. The hearing report will address issues raised in local board views and submissions.

17. If appointed by a resolution, local board members may present the local board’s views at the hearing to commissioners, who in turn decide on the plan change.

18. This report provides an overview of the plan change, and a summary of submissions’ key themes.

19. The report does not recommend what view the local board should convey, if the local board expresses its views on PC102. The planner must include any local board views verbatim in the evaluation of the submissions on the plan change. The planner cannot advise the local board as to what its views should be.

Tātaritanga me ngā tohutohu

Analysis and advice

20. PC102 seeks to introduce nine SSMW to Schedule 12 of the AUP. Changes to two other schedules in the AUP are proposed to recognise the association mana whenua have with scheduled Outstanding Natural Features and Historic Heritage Places in Schedules 6 and 14.1 of that plan. A name change is proposed to one already scheduled Historic Heritage Place.

21. The purpose of the plan change is to recognise and protect the tangible and intangible Māori cultural values of sites and places within Tāmaki Makaurau to provide for the relationship of mana whenua with their cultural heritage.

22. Within the Māngere-Ōtāhuhu Local Board area, PC102 applies to Te Wai o Ruarangi, the Oruarangi Creek and some of its tributaries. A location map of the site is included as Figure 1. The site is individually illustrated in Figures 2 and 3.

Figure 1: Location Map of Te Wai o Ruarangi

Figure 2: Aerial map of Te Wai o Ruarangi

Figure 3: Zoning map of Te Wai o Ruarangi

23. The plan change includes technical reports and evaluation that assesses the efficiency and effectiveness of scheduling these sites in the AUP. The reports and other application details are available from council’s website here. Council’s planner, and other experts, will evaluate and report on:

· submissions

· views and preferences of the local board, if the local board passes a resolution.

Themes from submissions received

24. Key submission themes are listed below.

· Support the plan change (general submission across all sites),

· Support the scheduling of Te Wai o Ruarangi,

· Decline the plan change (pending further discussion with a town planner),

· Include a specific requirement that only the 'appropriate' or 'correct' hapū which are recognised as 'tangata whenua' are engaged with for development proposals within identified SSMW,

· Amend the extent of Te Wai o Ruarangi on the southern boundary to avoid scheduling private property and stormwater infrastructure.

25. Submissions specifically on the site Te Wai o Ruarangi were made by six submitters.

Table 1: Submissions on Te Wai o Ruarangi for PC102

Submissions	Number of submissions
In support	1
Support in part	4
In opposition	1

26. Information on individual submissions, and the summary of all decisions requested by submitters, is available from council’s website here.

Queries from Local Board Workshop

27. On 7 August 2024, the lead planner for Tranche 2a presented the submissions received at a Māngere - Ōtāhuhu Local Board workshop.

28. The board members present sought to understand the position of the iwi Te Ahiwaru Waiohua and Te Ākitai Waiohua with respect to the submissions.

29. Te Ahiwaru Waiohua is the nominating iwi authority for Te Wai o Ruarangi and the council team are having discussions with the iwi on the relief sought by submitters. The iwi have not yet formalised their position on these matters.

30. The views of Te Ākitai Waiohua, or any other mana whenua group of Tāmaki Makaurau who is not the nominating iwi have not been sought with respect to individual submissions on PC102.

31. This is because of the tikanga (correct process) agreed under the Māori Cultural Heritage Programme for nominations. All iwi were made aware of the nominations and were able to jointly-nominate (in the event of having a strong interest) or are able to engage directly with the nominating iwi at any time. Mana whenua were also encouraged to submit on the plan change to ensure they had an individual ‘seat at the table’ during hearing processes and some iwi took up that opportunity.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan sets out Auckland’s climate goals:

· to adapt to the impacts of climate change by planning for the changes we will face (climate adaptation)

· to reduce greenhouse gas emissions by 50 per cent by 2030 and achieve net zero emissions by 2050 (climate mitigation).

33. The local board could consider whether the Council-initiated plan change:

will reduce, increase or have no effect on Auckland’s overall greenhouse gas emissions

prepare the region for the adverse impacts of climate change (i.e. does the private plan change elevate or alleviate climate risks (e.g. flooding, coastal and storm inundation, urban heat effect, stress on infrastructure).

34. Of relevance to climate impact is an aspiration by the nominating iwi to naturalise SSMW rather than enable their development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. No council-controlled organisation has made a submission on PC102.

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

Local impacts and local board views

36. PC102 affects five local board areas. One of the nominated sites of cultural significance, Te Wai o Ruarangi, is located within the Māngere-Ōtāhuhu Local Board area.

37. Factors the local board may wish to consider in formulating its view:

· interests and preferences of people in local board area,

· well-being of communities within the local board area,

· local board documents, such as a local board plan or local board agreement,

· responsibilities and operation of the local board.

38. Engagement was undertaken with the local board during the development of PC102 and local board views were provided in relation to the proposed plan change.

39. This report is the mechanism for obtaining formal local board views in light of submissions received on PC102. The independent hearings commissioners will consider local board views, if provided, when making the Council’s decision on the Council-initiated plan change.

Tauākī whakaaweawe Māori

Māori impact statement

40. If the local board chooses to provide its views on the plan change it includes the opportunity to comment on matters that may be of interest or importance to the Māori people, well-being of Māori communities or Te Ao Māori (Māori worldview).

41. PC102 is the result of work undertaken through Auckland Council’s Māori Cultural Heritage Programme, a programme that works alongside the 19 recognised mana whenua entities of Tāmaki Makaurau to understand the cultural values and therefore significance of sites and places of significance to mana whenua. This included working with Te Kawerau ā Maki and Ngāti Whātua Ōrākei, who have submitted on this plan change.

42. Te Kawerau ā Maki is in support of the plan change as notified. Ngāti Whātua Ōrākei seeks that the plan provisions clearly identify the relevant mana whenua group to be consulted for the purpose of planning processes.

43. The hearing report will include analysis of Part 2 of the Resource Management Act 1991 which requires that all persons exercising RMA functions shall take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi.

44. The hearing report will analyse these matters as they are of particular relevance to the plan change.

Ngā ritenga ā-pūtea

Financial implications

45. No financial implications have been identified with respect to Te Wai o Ruarangi.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. No significant risks to the local board have been identified in the submissions received.

Ngā koringa ā-muri

Next steps

47. The planner will include, and report on, any resolution of the local board in the hearing report. The local board member appointed to speak to the local board’s views will be informed of the hearing date and invited to the hearing for that purpose.

48. The planner will advise the local board of the decision on the plan change by memorandum.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment 1 - Māngere-Ōtāhuhu Local Board Resolution	27

Ngā kaihaina

Signatories

Author

Matthew Gouge - Senior Policy Planner

Authorisers

Celia Davison - Manager Planning - Central/South

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 September 2024

Thriving Rangatahi

File No.: CP2024/13299

Te take mō te pūrongo

Purpose of the report

1. To seek local board endorsement of Thriving Rangatahi, the council’s commitment and plan to support the wellbeing of children and young people.

Whakarāpopototanga matua

Executive summary

2. In 2023 staff completed a comprehensive review of I Am Auckland, the council’s strategy for children and young people.

3. The review found the strategy was not adequately addressing the needs of children and young people and that council could better target support to those facing the greatest disparities in outcomes.

4. As the review findings aligned closely with council’s community wellbeing strategy, Ngā Hapori Momoho / Thriving Communities, the Planning, Environment and Parks Committee approved “nesting” priorities for children and young people under this.

5. Thriving Rangatahi sets out council’s commitment and plan to support the wellbeing of children and young people within this nested approach (Attachment A).

6. It has five focus areas based on the review findings and what children and young told us was important to their wellbeing: civic participation, climate and the environment, connection and belonging, health and wellbeing and access to opportunities.

7. These contribute to Ngā Hapori Momoho’s outcomes for community wellbeing and ensure a strong child and youth focus on council’s investment decisions and activities.

8. Thriving Rangatahi recognises that while council has important roles to play, we don’t hold all the levers in supporting child and youth wellbeing. Working with others, including government, iwi and community will be critical to success.

9. It proposes four ways of working to improve wellbeing outcomes: working in partnership, targeting our efforts to those who need it most, using mana-enhancing approaches; and ensuring there is a youth voice in decision-making.

10. Informal feedback from local boards during workshops in July / August was generally supportive of the focus areas and council’s roles in supporting children and young people.

11. There is a perceived risk that nesting under Ngā Hapori Momoho will reduce council’s commitment to children and young people. Maintaining accountability and promoting youth voice will help mitigate this.

12. Following endorsement and formal feedback from local boards, Thriving Rangatahi will be reported to the Policy and Planning Committee for approval.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) ohia / endorse Thriving Rangatahi and provide any feedback.

Horopaki

Context

13. In 2023 staff completed a comprehensive review of I Am Auckland, the council’s strategy for children and young people. The purpose of the review was to take stock of progress and consider if the strategy was fit for the future.

14. The engagement methodology and findings are detailed in the Voices of children and young people from Tāmaki Makaurau report and the full review findings are detailed in the I Am Auckland three-year review report.

Most children and young people in Auckland are doing well

15. The review found that most children and young people are doing well. Children and young people in Auckland are active and have strong relationships with trusted adults.

16. Children and young people told us they love their communities, the diversity of Auckland and all the opportunities that come with living in Tāmaki Makaurau.

Some children and young people face persistent issues

17. Some children and young people are growing up in poverty and living in substandard housing. They told us about their families struggling to afford basic necessities and keep food on the table.

18. We heard that deteriorating mental health is an urgent issue for children and young people in Auckland. They told us about the harms of substance abuse, and the difficulties of growing up while facing discrimination.

19. Tamariki and rangatahi Māori, Pasifika children and young people, rainbow children and young people, and disabled children are more likely to experience inequity across a range of measures than their peers.

The context for growing up in Auckland has changed for children and young people

20. The review found the context for children and young people has changed significantly since I Am Auckland was adopted in 2013.

21. Emerging scenarios such as climate disruption, declining mental health, growing wealth inequality and the changing nature of work and education all impact on the wellbeing of children and young people.

The findings led to four key insights about the needs of children and young people

22. The findings from engagement with children and young people led to four key insights to help inform our strategic direction. These insights highlight what is important to children and young people in Auckland today.

· Community spaces are critical to children and young people’s wellbeing.

· Children and young people need to get around the region safely and reliably.

· Children and young people need loving and accepting relationships and communities.

· We need to involve children and young people in the big decisions about the region.

23. The Auckland Council Group plays a central role in providing community spaces, providing safe and reliable transport options, fostering connection and belonging across Auckland, and ensuring diverse Aucklanders have a say in decisions for the region.

24. When delivering services and making investment decisions, the council can consider these insights and the impacts of our decision-making for children and young people.

The review findings also led to some new opportunities for council

25. The review also identified some new opportunities to inform the way we work. These opportunities allow council to better support the needs of children and young people in Auckland based on evidence, including the voices of children and young people.

Figure 1 Findings from the review and new opportunities for council

Council agrees to a new approach to support child and youth wellbeing

26. Many of the review findings and opportunities align closely with council’s community wellbeing strategy, Ngā Hapori Momoho / Thriving Communities.

27. Ngā Hapori Momoho has a strong focus on equity; empowering community-led solutions; and supporting improved outcomes for Māori.

28. The review recommended that we nest priorities for children and young people under Ngā Hapori Momoho to:

· respond to the changing context facing children and young people

· progress partnerships required when facing long-term and complex issues

· deliver on the request to consolidate council strategies without diminishing our commitment to improving child and youth wellbeing.

29. In October 2023, the Planning, Environment and Parks Committee received the three-year review of I Am Auckland and agreed to a new approach to “nest” council’s strategic priorities for children and young people under Ngā Hapori Momoho (PEPCC/2023/128).

Tātaritanga me ngā tohutohu

Analysis and advice

Five focus areas can help council deliver outcomes for children and young people

30. Through engagement we heard what matters most to children and young people and what their aspirations are for the future. This has been organised into five themes or focus areas for council.

31. These are what we need to focus on to create positive outcomes for children and young people.

32. The five focus areas are:

Figure 2 Thriving Rangatahi Five Focus Areas

33. These focus areas align to the objectives in Ngā Hapori Momoho and support delivery of its outcomes. Thriving Rangatahi provides a youth lens to the vision to create a fairer, more sustainable Tāmaki Makaurau where every Aucklander feels like they belong.

The council has six key roles that contribute to wellbeing outcomes

34. Under the Local Government Act 2002, local government must enable democratic local decision-making and action and promote the social, economic, environmental and cultural wellbeing of communities in the present and future.

35. There are many ways Auckland Council can contribute to community wellbeing. The different roles of council fit into the six broad categories listed below.

Figure 3 Six roles of council to support community wellbeing

Council has roles alongside others to support children and young people

36. The council group already contributes significantly to many of the five focus areas. However, many of the issues facing children and young people are systemic and complex and cannot be solved by council alone.

37. The wellbeing of children and young people is dependent on different players including central government, iwi, organisations, communities and whānau.

38. When determining our role in supporting child and youth wellbeing it is important to acknowledge the wider ecosystem of support and work together to meet the needs of communities.

39. Aligned to council’s six broad levers, Thriving Rangatahi identifies some specific roles council plays that support the wellbeing of children and young people and their whānau, as set out in the table below.

Table 1 Council's roles to support the wellbeing of children and young people

Services and programmes

· Continue to provide services tailored to the needs of tamariki and rangatahi.

Council as facilitator

· Strengthen local networks and facilitate sharing of resources.

Partnerships

· Partner with organisations and agencies to provide a joined-up response.

· Partner with communities to support their leadership.

Community funding and grants

· Resource children and young people to develop their own solutions.

· Support a whānau centred approach to health and wellbeing.

Council workforce

· Create employment pathways and development opportunities for rangatahi.

· Provide capability training for staff.

Facilities, parks and open space

· Provide safe and accessible spaces where children and young people feel welcome.

Leadership and advocacy

· Advocate for the needs of children and young people.

· Pilot new and innovative ways of working with children and young people.

Learning and skills

· Provide programmes and services that incorporate learning and skill development.

· Provide employment initiatives that support youth getting into the workforce.

Transport

· Connect children and young people to the places they want to go safely and reliably.

· Provide multiple transport options.

Urban form

· Reinforce Auckland’s bicultural foundation and reflect our diversity.

· Ensure our urban form provides opportunities to connect, promotes health and wellbeing and connects people to art and nature.

New ways of working to address the challenges facing children and young people

40. To deliver better outcomes for all children and young people the council also needs to change the way we work. Thriving Rangatahi proposes four approaches that are based on best practice evidence of what works and the voices of children and young people.

41. These closely align to the key shifts and investment principles outlined in Ngā Hapori Momoho and affirm the connection between the wellbeing of children and young people and the wellbeing of their whānau and wider communities.

42. More information on the focus areas and key ways of working can be found in Attachment A.

Table 2 Thriving Rangatahi four ways of working

Our ways of working
Working in partnership	A targeted approach
Partner with others to deliver more joined-up responses that leverage impact and support improve outcomes. Issues such as deteriorating mental health, poverty, and access to safe, warm and dry housing are complex and require long-term joined-up responses. Council does not hold all the levers and must work in partnership with central government, iwi, child and youth organisations and communities to create positive change.	Target our support to those children and young people facing the greatest disparities in outcomes. This is an equity-based approach that targets support to those who need it most. Achieving equity requires us to examine the barriers some children and young people experience that mean they do not have access to the same opportunities or achieve the same outcomes. It may require additional resources and different approaches.
Effective and mana-enhancing	A voice in decision-making
Use best practice, mana enhancing and culturally grounded ways of working to deliver more impact. These are based on foundational principles important to working effectively with children and young people: · culturally responsive · strengths-based · whānau-centred · co-designed. Targeting support to key life stages (first 1000 days and early adolescence) can also deliver more long-term impacts.	Ensure children and young people have a voice in decisions that impact them. Rangatahi feel they remain under-represented and largely voiceless in community decision-making. They are often considered the leaders of tomorrow, but many are already leaders today. Rangatahi feel that government agencies do not listen or when they do listen, they do not act on what they hear. To develop rangatahi potential will require adults to empower them to take an active role in decision-making.

Tauākī whakaaweawe āhuarangi

Climate impact statement

43. Children and young people told us about their love for Auckland’s environment including the beaches, parks and open spaces. They want to be connected to nature and care for the environment.

44. Council kaimahi told us that children and young people are experiencing climate anxiety, and that climate disruption will have significant impacts on Auckland and in particular children and young people. The decisions we make today will have long-term and far-reaching impacts for generations to come.

45. One of the five focus areas is climate and the environment. Through renewed commitment to the wellbeing of children and young people we can promote a strong child and youth voice in climate action and decision-making.

46. Through the civic voice focus area, we can help to build the leadership and capability of our young people to enable them to be involved in leading climate change action and being part of the change they want to see in Tāmaki Makaurau.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. Council’s commitment to children and young people through Thriving Rangatahi sits under Nga Hapori Momoho / Thriving Communities which is a core strategy for the whole council group.

48. Council staff and the Youth Advisory Panel have participated in the development of the focus areas and helped identify the roles and activities we do that support the wellbeing of children and young people.

49. We will continue to work with council staff to develop tools and build capability to implement the new ways of working and ensure children and young people have a voice in decision-making.

50. We are working to build relationships with council-controlled organisations to create a joined-up response across the council group and embed the focus areas, ways of working (key shifts, investment principles); and youth voice.

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

Local impacts and local board views

51. Local boards play a pivotal role in understanding and responding to the needs of children and young people and whānau in their local areas.

52. Thriving Rangatahi recognises that the needs of children and young people vary across communities. This means shifting from one-size fits all to more targeted approaches that respond to local community needs and enable community-led solutions.

53. Many local boards have statements and objectives in their plans to meet the needs of children and young people in their area. Local boards are delivering wellbeing outcomes through their work plans and responding to the diverse needs of their communities.

54. We held workshops with 21 local boards during July and August to introduce the new approach of nesting strategic priorities for children and young people under Ngā Hapori Momoho.

55. During the workshops we asked for initial feedback and answered questions about the review findings and how we will action council’s continued commitment to supporting the wellbeing of children and young people.

56. We analysed the feedback and the key themes are summarised below:

· Council struggles with ensuring a diverse youth voice is represented in decision-making and there is a desire for more information and advice on this.

· Safe and affordable transport options are a key issue for local boards.

· There were mixed responses to the climate and environment focus area with some local boards very happy to see this clearly represented and others were unsure if this was as important as other focus areas.

· There were many questions and comments about council’s role. Some local boards agreed our actions deliver wellbeing outcomes; however some local boards were concerned about overlap with central government’s role.

· Local boards were very interested in how Thriving Rangatahi can be implemented at a local level and how this relates to other strategies.

57. Feedback from local boards has helped to shape Thriving Rangatahi. For example, more information on council’s role and the actions council can take to support children and young people was added to address some of the concerns.

58. A full summary of feedback from the 21 local board workshops and how it has been considered, is attached to this report (Attachment B).

Tauākī whakaaweawe Māori

Māori impact statement

59. Tamariki and rangatahi are taonga, treasured members of Māori communities and whānau.

60. Over half of the Māori population (50.1 per cent) in Auckland is under 25 years old.

61. Māori children and young people are more likely than the rest of the Auckland population to face disparities across multiple outcomes, including many measures in health and wellbeing.

62. Thriving Communities, Kia Ora Tāmaki Makaurau, and the Independent Māori Statutory Board Māori Plan all emphasise whānau and youth wellbeing as an issue of significance.

63. Māori children and young people made up 12 per cent of total engagement responses for the review of I Am Auckland, and 25 per cent of participants in targeted engagement methods such as empathy interviews and spoken word poetry workshops.

64. The voices of tamariki and rangatahi Māori provided valuable insights for the development of the Thriving Rangatahi focus areas and the four ways of working.

65. Culturally appropriate and mana-enhancing ways of engaging are crucial to achieving better outcomes for tamariki and rangatahi Māori.

66. Te ao Māori, in alignment with evidence and best practice, tells us that the wellbeing of children and young people is interconnected to the wellbeing of whānau.

67. Applying a whānau lens to services and programmes allows council to uplift the wellbeing of children and young people through achieving positive outcomes for their whānau.

68. Uplifting the voices of tamariki and rangatahi Māori and prioritising their needs and aspirations in the design of spaces and programmes offered by council will create a welcoming and safe environment for all whānau. Welcoming spaces, programmes and services are essential to ensuing everyone has access to the same opportunities.

69. Thriving Rangatahi is a commitment by council to work differently. Targeting resources to achieve more equitable outcomes, partnering with others; and working in ways that are mana-enhancing and culturally appropriate will support improved outcomes for tamariki and rangatahi and whānau Māori.

Ngā ritenga ā-pūtea

Financial implications

70. There are no additional budget implications arising from the decision in this report.

71. Thriving Rangatahi is nested under Ngā Hapori Momoho which does not have specific budget attached to it. The strategy provides focus for the use of council’s existing resources and investment, and direction on how we need to work to deliver more impact.

72. Local boards can target their resources to the needs of their communities. This can include decisions on how facilities and open spaces are used and designed, what programs are delivered, and which partners they collaborate with in the community.

73. Any additional investment to support new activities for children and young people will go through normal long-term and annual planning budget processes.

74. The policy work to develop Thriving Rangatahi has been delivered through existing resources (staff time and some costs for engagement and materials).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

75. The table below presents the key risk to council through this work and how it can be mitigated.

Table 3 Risk and mitigation

Then

Possible mitigations

The “nested” approach results in a real or perceived loss of focus on the needs of children and young people in Auckland.

Trust and relationships between council and stakeholders (children and young people, partners, for example) could weaken.

Council’s reputation is challenged because it is not seen to be prioritising a critical population group.

Strategic investment decisions directed at child and youth wellbeing do not improve outcomes.

A low reputational, strategic, and delivery risk.

Thriving Rangatahi includes a clear mandate to focus on children and young people, which clarifies council’s role and commitment.

Socialise with staff and leverage off current traction with the implementation of Ngā Hapori Momoho.

A monitoring and evaluation framework will be developed aligned to Ngā Hapori Momoho to hold the council group accountable for its commitment to child and youth wellbeing.

Staff are involved in the creation of implementation tools and frameworks.

Ngā koringa ā-muri

Next steps

76. After receiving formal feedback from local boards at their September business meetings, staff will present Thriving Rangatahi to the Policy and Planning Committee in November for approval.

77. If approved, staff will develop a monitoring and evaluation framework aligned with Ngā Hapori Momoho. The timeline for this work is subject to the development of a performance measurement framework for the long-term plan.

78. Staff will continue to develop tools such as best practice engagement guidelines to help build capability for implementation.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Thriving Rangatahi (Under Separate Cover)
b ⇩	Local board feedback from Thriving Rangatahi workshops	39

Ngā kaihaina

Signatories

Authors

Caroline Stephens - Senior Policy Advisor

Mackenzie Blucher - Policy Advisor

Authorisers

Liz Civil - Senior Policy Manager

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 September 2024

Māngere-Ōtāhuhu local board appointment for Blue-Green Network Working Group

File No.: CP2024/09728

Te take mō te pūrongo

Purpose of the report

1. To appoint a local board representative and alternate for participation in a blue-green network working group for two projects, in the Māngere catchment: Te Ararata and Harania.

Whakarāpopototanga matua

Executive summary

2. To enable flood recovery and resilience, two blue-green network projects are proposed in the Māngere catchment. The business case for these projects at Te Ararata and Harania streams was approved by Auckland Council on 4 July 2024 and by central government on 14 August 2024. Regulatory processes and community engagement is underway.

3. The Māngere-Ōtāhuhu Local Board has expressed an interest in contributing to the development of stormwater solutions in the Te Ararata and Harania streams, supporting the wider Māngere catchment. Staff recommend that the local board appoint a board member to contribute to the design and community impact considerations of the Te Ararata and Harania works. A second member should be chosen as an alternate.

4. Healthy Waters and Flood Resilience are establishing blue-green networks working groups (working groups) to enable key partners and stakeholders to contribute to the design and function of the blue-green network in the catchment. As per the working group Terms of Reference (refer to Attachment A), the working groups will have no final decision-making role or budgetary responsibility. Healthy Waters and Flood Resilience retains accountability for these projects and decision-making responsibility.

5. Direct involvement from local board members, mana whenua, and community stakeholders will be enabled through this working group. It provides a forum for blue-green network design preferences and practical considerations can be collaboratively discussed between key partners and stakeholders, and delivery staff.

6. The working group will provide participants with opportunities to provide informal guidance to relevant staff and identify ways to balance stormwater objectives and budget limitations, with other social and environmental outcomes.

7. This working group will be an important part of meeting engagement conditions that will be set by the Order in Council enabling these projects. After the local board makes it appointments, an initial working group meeting will be scheduled.

8. Staff recommend the working group meet monthly. The local board will receive updates of the progress of the working group through regular staff reporting.

Ngā tūtohunga

Recommendations

That the Māngere-Ōtāhuhu Local Board:

a) kopou / appoint one local board member to participate in Blue-Green Network Working Group for Māngere and one alternate member.

b) whiwhi / receive the draft terms of reference for the Māngere Blue-Green Network Working Group

Horopaki

Context

9. Blue-green networks are being planned across the region to allow space for water to flow away from buildings when there is extremely heavy rain and mitigate flooding. These networks involve re-engineering existing streams and pipes to increase their capacity, and modifying the land use around the stream so that people can enjoy the amenity of the environment outside of flood events.

10. The business case for these projects at Te Ararata and Harania streams was approved by Auckland Council on 4 July 2024 and by central government on 14 August 2024. These projects will include bridge and culvert improvements, stream works, and reinforcement of critical infrastructure near Walmsley Road, Tennessee Avenue, and Blake Road. Regulatory processes and community engagement are already underway. Early contractor involvement has been approved by the Revenue, Expenditure and Value Committee (ECPCC/2024/25).

11. The Māngere blue-green network projects require property acquisition so that houses at high risk of flooding can be removed from that flood risk and land can be made available to provide increased space for storm flows. In Māngere, this has been enabled by the Voluntary Buy-out Scheme and Kāinga Ora.

12. Communities have been significantly affected by flooding and the property buy-out process and so must be carefully considered throughout the recovery process. To facilitate this, collaborative principles will be implemented in how we design the blue-green network areas, and we will seek input from mana whenua, active community groups, and affected demographics.

13. During workshops with local boards in late 2023, the Māngere-Ōtāhuhu local board supported appointing one representative from the board to participate in the working group for the blue-green projects being planned within the local board’s area. One working group is established to cover both project areas, rather than two separate groups as they would have otherwise had very similar membership.

14. While there will be a unique working group established for each catchment area, there is a consistent vision for the approach these groups will take. The vision of the working groups is to collaborate with local stakeholders to increase flood resilience while improving community outcomes from Auckland Council’s investment in blue-green network projects.

Tātaritanga me ngā tohutohu

Analysis and advice

Working group purpose and scope

15. A draft Terms of Reference document for the Māngere working group has been created to outline the structure and scope of meetings and the roles and responsibilities of participants. This is provided as Attachment A to this report.

16. The Terms of Reference will be discussed by the working group and can be amended to suit the working group’s particular needs once they are formed. The Terms of Reference should be agreed to by all working group members at the first meeting.

17. The Terms of Reference sets out the detailed purpose of the working group:

· to identify and select community, cultural, social and environmental outcomes which could be achieved, beyond the primary flood resilience outcomes of the blue-green projects

· to work with Auckland Council to include the identified outcomes in the design of the project

· to support the communication of the blue-green network project to the broader community in ways that are engaging and relevant to those groups

· to contribute local knowledge relevant to the projects.

18. We expect the working group membership to include between six and ten representatives from key community groups (environmental, demographic groups, schools) as well as mana whenua. Auckland Council staff will support and facilitate the working group, including chairing the meetings and coordinating communication in between meetings for the project manager and working group members.

19. The group will provide feedback to staff on design elements and advice on opportunities to achieve additional community, cultural, social and environmental outcomes through the project during the design process. The group may advise on opportunities for social and local procurement, local education and training, improved public space and waste and carbon reduction during the design process. There is an expectation that information shared as part of this working group remains confidential unless otherwise agreed, due to the sensitivities around property acquisition.

20. Staff or the local board’s working group representative will report to the whole local board when needed or requested to share the project progress based on feedback from the working group.

21. By establishing working groups, representatives with a range of views and priorities will be able to provide input at the same time, making the process more efficient and collaborative than if the project team engaged with each group separately.

22. Each working group will operate slightly differently, depending on how the project is progressing and the composition of the group membership.

23. Meeting frequency and timing will be determined by the working group to enable the participation of all members. These meetings may be outside of normal working hours.

24. The working group will have no decision-making role or budgetary oversight, and final decisions on project design will be made by Healthy Waters and Flood Resilience department staff to balance working group feedback with budget availability, catchment requirements, feasibility, and flood impact assessments. Therefore, staff will be accountable to the Governing Body for the delivery of the initiative. Any formal decision that is required would be made by the relevant committee or local board depending on delegations.

25. The Terms of Reference (Attachment A) sets out further details regarding how the working group will be organised and the roles and responsibilities of participants.

Working group member expectations

26. On average, we would anticipate no more than two hours of work per week for a member on the working group. This would include meetings, reviewing design information, and considering staff and public queries. This will have natural peaks as we progress through the design, engagement, and delivery phases of the projects so there will be some variability. The members wanting to participate in the working group are likely already highly engaged with members of their community that have been impacted by the flooding.

27. The role of a local board member in each working group is to:

· provide a perspective on design decisions or issues based on the local board’s priorities for the group’s consideration

· act as a connection between the local board and staff for relevant updates

· technical knowledge of stormwater is not required, but an interest will help.

28. Each project will have a project manager and stakeholder manager to support members as needed to understand the technical aspects of the project and identify coordination with other projects. The blue-green networks initiative lead, and the Making Space for Water governance lead will also be available.

Role of local boards in blue-green network projects

29. Individual local boards’ have previously provided input on the wider Making Space for Water programme and are asked for their feedback and support prior to business case submission.

30. While only two members will be closely involved with the working group, staff recognise the interest that all members will have in these significant projects. As the project moves into detailed design, local boards may provide input on any associated impacts on transport links or public spaces. Local boards may need to provide input on this programme through the long-term plan and annual budget process, which staff can support when technical advice is needed.

31. Staff will continue to engage local boards on blue-green network projects within their area by providing an update every three months and sharing relevant Making Space for Water updates that are provided to Governing Body.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. The blue-green networks provide opportunities for improved climate outcomes and environmental benefits, through increased resilience to flooding which is expected to increasingly affect Auckland. These have been provided in detail through previous reports and aligns with expected outcomes identified by Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan and the Auckland Water Strategy.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. The blue-green network working groups will be administered by Healthy Waters and Flood Resilience department staff, with support from Local Board staff and Māori Outcomes teams.

34. Council-controlled organisations and council departments involved with delivery are not anticipated to be routinely included in the working group. The working groups do provide a forum for these teams to discuss specific issues if needed.

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

Local impacts and local board views

35. Staff met with the Māngere-Ōtāhuhu Local Board in November 2023 and June 2024 to provide project information and confirm their interest in participating in the working group.

36. At these workshops, members confirmed their interest in the working group. They requested a terms of reference and more information about how the working groups will function, including ensuring accountability.

37. Progress updates on the blue-green network projects will be provided by staff to the whole board as needed. The local board’s working group representative will be able to provide interim updates to the rest of the local board.

38. There may be input that comes from the working groups that require feedback or a decision from the whole local board. In these instances, normal business meeting processes will follow according to delegations.

Tauākī whakaaweawe Māori

Māori impact statement

39. The blue-green network working groups will include representatives from mana whenua who are kaitiaki of the catchment. Staff have been working with representatives from Te Ahiwaru, Te Ākitai, Ngāti Tamaoho and Ngāi Tai ki Tāmaki on project design and delivery. Each iwi will be invited to select a representative for the working group if they choose to. This reflects Auckland Council’s commitment to co-governance so that mana whenua can contribute their aspirations for the area and, where appropriate, share matauranga that may influence design considerations.

Ngā ritenga ā-pūtea

Financial implications

40. The blue-green network working groups will be delivered internally. The group will not manage a budget or have a financial mandate.

41. Community and mana whenua representatives will be paid for each meeting, including travel expenses. This is provided for by the Making Space for Water operating budget. This will not apply to local board members as their representation on the working groups is considered to be within the scope of their local board role.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. There is a risk that representatives may expect to be able to influence broader stormwater decisions affecting flood management at a regional level or make binding decisions on the project.

43. The terms of reference are intended to mitigate risks of misunderstandings between staff and representatives by clarifying the scope of the blue-green network working groups. This will ensure participants have a realistic expectation of what can be achieved through their membership.

44. Due to the length of the project delivery, there is a risk that members appointed to the working group will not be involved with the project from start to finish in their elected capacity. This may be because of election outcomes or changing priorities. In this case, the local board will be able to appoint a new member.

Ngā koringa ā-muri

Next steps

45. Mana whenua and community stakeholder groups have already been approached to seek their appointments. The first meeting of the working group will be held within four weeks of all appointments being made.

46. The working group will remain in place until at least the start of project construction in early 2025.

47. Staff will provide updates on blue-green network projects as needed. The local board’s working group representative will be able to provide interim updates to the rest of the local board.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Terms of Reference BGN working groups	49

Ngā kaihaina

Signatories

Authors

Nicola Perry - Relationship Advisor

Mallika Krishnamurthy - Relationship Coordinator

Authorisers

Mara Bebich - Executive Officer Resilience and Infrastructure

Barry Potter - Director Resilience and Infrastructure

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 September 2024

A bridge over a stream

Description automatically generated

Walmsley Bridge (draft concept)

Making Space for Water

Blue-green Networks Working Groups

Māngere Ōtāhuhu

Terms of Reference

Version 2: July 2024

Mission Statement

Collaborate to increase flood resilience while improving community outcomes from Auckland Council’s investment in Blue-green Network projects.

Working Group Objectives

· To identify and select community, cultural, social and environmental outcomes which could be achieved, beyond the primary flood resilience of the scheme.

· To work with Auckland Council to include the identified outcomes in the design of the Blue-green Network project.

· To support the communication of the Blue-green Network project to the broader community in ways that are engaging and relevant to those groups.

· To contribute local knowledge relevant to the projects.

Membership

Membership shall be between six (6) and no more than ten (10) representatives of the commuity and the primary members will be comprised of :

· Representation from mana whenua will be decided by mana whenua in the catchment.

· Each Local Board will be invited to nominate one member to join the working group in their local board area to provide direct feedback on project alignment to local board and community aspirations (noting that this is not a political committee, and does not have political decision making authority).

· A maximum of one representative from each established local residents groups, community organisations, sports clubs, specialist interest groups, schools, local business groups and māta waka as appropriate to the project. A representative can attend on behalf of more than one associated group.

· Auckland Council staff will support and facilitate the working group, including chairing the meetings and coordinating communication in between meetings for the Project Manager and working group members.

· Technical experts will be invited as required to each meeting.

Roles and responsibilities

The participating members will:

· Assist, support and/or guide Council on achieving outcomes for the community during the Blue-green project design process. These may include opportunities in social and local procurement, local education, training and employment and increased biodiversity, improved public space, waste and carbon reduction depending on the scope and scale of the project.

· Give advice on local engagement approaches and opportunities

· Make appropriate connections to other community resilience/ recovery work in the area

· Maintain confidentiality of sensitive and privileged information that is shared in the working group until it is approved for release by council

· Agree to work collaboratively and constructively.

Meetings and communication

· The working group meeting schedule will be prepared by Council staff and confirmed by the members of the group. The frequency of meetings will be determined by workload and any changes to the meeting schedule will be communicated to and agreed by the working group.

· Initial meetings will be held in person. Online participation by members will be an option after the establishment of the working group if flexibility is required.

· Each meeting will have an agenda which will be circulated to working group members 2 working days before the meeting. All meetings will be minuted by an Auckland Council staff member.

· A quorum of fifty percent of the working group membership is required for a meeting.

· Participating members who are not working for Council will be compensated for their time.

· Advice from the working group to Auckland Council will be made by consensus (as far as is reasonably practical) and within clear timeframes provided by the project manager to meet overall project deadlines.

· All working group members will be encouraged to contribute to the agenda, share their expertise, and discuss issues and opportunities relevant to the Blue-green Network projects.

· All working group members will endeavour to take part in all regular meetings. If they are unable to join a meeting, working group members can stay up to date by reading the minutes.

· Working group members will be added to an MS-Teams channel to enable the sharing of documents.

· Updates from the project manager will be circulated to working group members via email or via the MS Teams channel.

Māngere-Ōtāhuhu Local Board

18 September 2024

Auckland Transport Kōkiri / Local Board Transport Agreement Quarterly Update - September 2024

File No.: CP2024/13462

Te take mō te pūrongo

Purpose of the report

1. To provide an update on projects in the local board’s Kōkiri / Local Board Transport Agreement 2024-2025 (Kōkiri Agreement).

Whakarāpopototanga matua

Executive summary

2. The Kōkiri Agreement 2024-2025 is a local board’s engagement plan with Auckland Transport’s (AT) work programme.

3. Developing the agreement is an annual process. During this process AT provides advice on its work programme, seeks feedback from the local board, responds to this feedback, and establishes an endorsed plan for engaging on work in the local board area.

4. This report provides an update on projects in the local board’s Kōkiri Agreement.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whiwhi / receive the September 2024 quarterly update on the Kōkiri / Local Board Transport Agreement 2024-2025.

Horopaki

Context

5. In mid-2023, development of the Kōkiri Agreement was initiated to build a more structured and supportive relationship between local boards and Auckland Transport. The Kōkiri Agreement is formed thru an annual process that includes the following steps:

October/November	AT provides quality advice to local boards on the next financial year’s work programme.
March	Local boards provide their feedback, prioritise projects or programmes, and request levels of engagement for each project.
April/May	AT responds to that feedback, and a Kōkiri Agreement is written for each local board.
June/July	AT seeks formal endorsement of the Kōkiri Agreement from local boards.

6. AT reports quarterly on the prioritised projects and programmes listed in the local board’s Kōkiri Agreement.

7. This process provides a clear annual structure for engaging with AT. Local boards are able to influence Auckland Transport’s work programme through the annual Kōkiri Agreement process.

Tātaritanga me ngā tohutohu

Analysis and advice

8. Kōkiri Agreements prioritise the projects or programmes that are of most interest to the local board. Clear local board prioritisation provides Auckland Transport with expectations of transport related objectives, in addition to the objectives provided in the local board plan. This information helps AT to either inform its planning or to offer better explanations for why certain projects or programmes cannot be delivered.

9. However, plans evolve and change, so AT reports quarterly on progress of projects in the Kōkiri Agreement. This means that local boards are kept informed and have a regular opportunity to provide formal feedback to AT about their work programme.

10. The levels of engagement in the Kōkiri Agreement are derived from the International Association for Public Participation’s (IAP2) doctrine and are as follows:

Collaboration	AT and the local board work together to deliver the project or programme. The local board leads the process of building community consensus. The local board’s input and advice are used to formulate solutions and develop plans. Local board feedback is incorporated into the plan to the maximum extent possible.
Consultation	AT leads the project or programme but works with the local board, providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan, and if it is not able to, provides clear reasons for that decision.
Informing	AT leads the project or programme informing the local board about progress. Local board members may be asked to provide their local knowledge and insight by AT, however there is no expectation that the project must be modified based on that input.

11. Attachment A provides updates about all projects and programmes currently listed in this local board’s Kōkiri Agreement 2024-2025.This report also includes the following attachments:

· Attachment B is a quarterly update on road maintenance activities

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

13. AT engages closely with the council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and the council’s priorities.

14. AT reviews the potential climate impacts of all projects and works hard to minimise carbon emissions. AT’s work programme is influenced by council direction through Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The Kōkiri Agreement is a product of the Local Board Relationship Project. AT started the project in response to a 2022 ‘Letter of Expectation’ directive from the Mayor that stated in part that:

“The Statement of Intent 2023-2026 must set out how AT will achieve closer local board involvement in the design and planning stage of local transport projects that affect their communities.”

16. The Kōkiri Agreement gives effect to this intent. AT receives local board feedback via regular engagement. AT also surveys local board members quarterly about engagement, providing an indication of satisfaction.

17. The Kōkiri Agreement was developed working closely with Auckland Council’s Governance and Engagement Department.

18. The Kōkiri Agreement is reported to the Local Board Chair’s Forum on a regular basis.

19. This work relies on historical engagement with both Auckland Council and with other major council-controlled organisations (CCO) through the previous joint CCO engagement plans.

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

Local impacts and local board views

20. The local board endorsed the Kōkiri Agreement 2024-2025 at their 20 March 2024 business meeting. This report provides the first quarterly update on projects in the agreement.

Tauākī whakaaweawe Māori

Māori impact statement

21. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsible or effective to Māori.

22. AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

23. The Kōkiri Agreement is focused on AT’s interaction with local boards, as such Māori input was not sought at a programme level. However, when individual projects or operational activities have impact on water or land, Auckland Transport engages with iwi to seek their views. These views are shared in reports seeking decisions from the local board.

Ngā ritenga ā-pūtea

Financial implications

24. Generally, this report has limited financial implications for the local board because Auckland Transport funds all projects and programmes. However, local boards do have a transport budget, called the Local Board Transport Capital Fund.

25. Updates about Local Board Transport Capital Fund projects are included in this report, but financial implications are reported separately, in project specific decision reports.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. If a local board provides any formal direction on changes to the Kōkiri Agreement, there are risks to consider. First, the local board needs to be able to commit to the time required for the level of engagement requested. If decisions are not able to be made or are slowed down by local board decision-making, there can be significant financial costs.

27. Auckland Transport suggests that this risk is mitigated by the local board providing sufficient workshop time to allow for timely discussion of activities listed in Kōkiri Agreement.

Ngā koringa ā-muri

Next steps

28. After local boards receive this report, AT will respond to any additional resolutions.

29. The next quarterly report is planned for November 2024.

30. In October or November 2024, AT will conduct its annual forward works programme brief which starts the process to develop the Kōkiri Agreement 2025-2026.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Schedule of Kōkiri Agreement updates	57
b ⇩	Road maintenance activities	63

Ngā kaihaina

Signatories

Author

Ben Stallworthy – Principal Advisor – Auckland Transport

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 September 2024

2024/2025 Māngere-Otāhuhu Quick Response Round One Grant Allocations

File No.: CP2024/12096

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for 2024/2025 Māngere-Otāhuhu Quick Response Grant Round One.

Whakarāpopototanga matua

Executive summary

2. On 15 May 2024, the Māngere-Ōtāhuhu Local Board adopted the Māngere-Ōtāhuhu Local Grants Programme 2024/2025, provided as Attachment A, which sets application guidelines for contestable community grants submitted to the board.

3. This report presents applications received in the 2024/2025 Māngere-Otāhuhu Quick Response Grant Round One, provided as Attachment B.

4. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $216,771 for the 2024/2025 financial year.

5. Thirty-four applications have been submitted to the 2024/2025 Māngere-Otāhuhu Quick Response Grant Round One, requesting a total of $61,113.77.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) tautoko / agree to fund, part-fund, or decline each application in the 2024/2025 Māngere-Otāhuhu Quick Response Round One.

Application ID	Organisation	Main focus	Requesting funding for	Amount requested
QR2509-101	South Auckland Seniors and Youth Association Incorporated	Community	Towards food and refreshment, gifts, fuel and other related operational cost for events and monthly meetings at Kainga Hall from 1 October 2024 to 31 January 2025	$1,334.00
QR2509-102	Re-Creators Charitable Trust	Community	Towards tutors, admin, prep and materials, travel time, marketing and project management cost to deliver Community Upcycling Workshops in community venues in Māngere-Ōtāhuhu from 13 October 2024 to 22 December 2024	$2,000.00
QR2509-104	The Redemption Limited	Community	Towards facilitation, resources and material cost to deliver Fanafana 'Ola Mentoring Programme in Mangere from 14 October to 18 November 2024	$2,000.00
QR2509-106	Asthma New Zealand Incorporated	Community	Towards spacers and educational pamphlets to be distributed in Māngere-Ōtāhuhu community from 4 October 2024 to 31 December 2024	$1,964.00
QR2509-108	Otahuhu Business Association	Events	Towards bouncy castle hire, balloon twisting and face painting, and confectionery cost to deliver Otahuhu Trunk or Treat 2024 event at 8 Avenue Road on 31 October 2024	$2,000.00
QR2509-112	Otahuhu Business Association	Community	Towards food and cleaning product for Otahuhu Giving Trailer project from 25 November 2024 to 6 December 2024	$2,000.00
QR2509-115	Mobility Assistance Dogs Trust	Community	Towards food costs for mobility dogs in training from 1 November 2024 to 1 February 2025	$2,000.00
QR2509-118	Mangere Otahuhu Netball Centre	Sport and recreation	Towards purchasing of trophies for end of year prizegiving at Māngere Ōtāhuhu Netball Centre from 11 October to 20 October 2024.	$2,000.00
QR2509-119	Pacific Advance Secondary School	Community	Towards blackwater rafting and educational tour to Raglan and Rangiriri for youth leaders from 11 October 2024 to 13 October 2024	$2,000.00
QR2509-120	Guardians of Our Children Charitable Trust	Community	Towards a contribution to facilitator wage and operational cost to deliver online community programmes for Māngere-Ōtāhuhu residents from 1 October 2024 to 30 September 2025	$2,000.00
QR2509-123	Te Ararata Stream Team under the umbrella of Many Streams of Our Community Trust	Environment	Towards equipment storage, tools, admin, volunteer, event Manaakitanga to run Te Ararata Stream Projects from Moyle Park to Walmsley Reserve from 1 October 2024 to 2 March 2025	$2,000.00
QR2509-126	Akal Foundation	Arts and culture	Towards the instructor fees and materials for celebrating the Chinese New Year 2025 at Otahuhu Library from 20 January 2025 to 28 February 2025	$1,965.99
QR2509-127	Alofa Group under the umbrella of Efalata Trust	Community	Towards activity resources, morning tea and speaker to deliver Senior Wellbeing Programme at Mangere Library from 17 October 2024 to 14 April 2025	$2,000.00
QR2509-128	Mangere Historical Society	Historic Heritage	Towards the annual rental and insurance for archives rooms at Mangere Town Centre Library Building from 1 October 2024 to 31 August 2025	$1,135.88
QR2509-132	The Massive Company Trust	Arts and culture	Towards venue hire, teaching artist fees and food to deliver workshops at Metro Theatre from 10 October 2024 to 11 October 2024	$1,661.00
QR2509-135	Great Potentials Foundation	Community	Towards a laptop for programme coordinator to MATES programme at Māngere East Primary School, Māngere College and Ōtāhuhu College from 16 October 2024	$1,881.20
QR2509-138	Counties Manukau Sport Foundation	Sport and recreation	Towards trophies for Counties Manukau Sporting Excellence Awards 2023/2024 at Papatoetoe Cosmopolitan Club on 21 November 2024	$2,000.00
QR2509-139	Anglican Trust For Women and Children	Community	Towards cost of compost, soil, plant box material, fruit trees and compost bin, volunteer koha and garden accessories to develop a community garden at St Mary's Preschool from 1 October 2024 to 30 June 2025	$2,000.00
QR2509-143	Life Education Trust Counties Manukau	Community	Towards a contribution to Life Education Programme take home workbooks for Māngere-Ōtāhuhu local schools from 1 November 2024 to 30 November 2024	$1,870.00
QR2509-144	Disability Sport Auckland Incorporated	Sport and recreation	Towards an office printer for Disability Sport Auckland from 1 October 2024 to 30 November 2024	$406.10
QR2509-145	Maine Kuki Airani Aotearoa	Arts and culture	Towards venue hire and catering cost to run Maine Kuki Airani Aotearoa Prejudging at Mangere Arts Centre on 16 November 2024	$2,000.00
QR2509-146	Mangere Hawks Netball Club	Sport and recreation	Towards cost of awards and trophies for prizegiving at Mangere Hawks Netball Club from 12 October to 19 October	$2,000.00
QR2509-147	Mangere East Family Services Centre	Environment	Towards organisation overheads, resource, manager and staff's time to deliver Māngere Town Centre Clean-up project from 23 September 2024 to 28 February 2025	$2,000.00
QR2509-148	T.W.H Incorporated	Community	Towards marketing and venue hire cost to run Whakamana Hapu initiative at Pukapuka Community Centre from 7 August to 2 October 2024	$1,999.00
QR2509-152	Otahuhu Town Hall Community Centre	Community	Towards driver's license fee, facilitator and bike cost to deliver Otahuhu Safety Workshops at 10 High Street on 4 October 2024	$1,201.60
QR2509-153	Samoa Atia'e I Magele Incoporated	Community	Towards facilitator, refreshment and transportation cost to deliver Samoa Atia'e Aganu'u (Samoan cultural) workshop from 1 September 2024 to 3 February 2025	$2,000.00
QR2509-154	Otahuhu Softball Club	Events	Towards scorer and umpire fees, catering, live streaming and trophies cost to deliver Wayne Roper Tournament 2025 at Sturges Park from 17 January 2025 to 19 January 2025	$2,000.00
QR2509-155	Shirley Ann Herewini	Arts and culture	Towards material cost to deliver Korowai classes at Ōtāhuhu library from 2 October 2024 to 9 April 2025	$1,000.00
QR2509-158	Momentum Charitable Trust	Community	Towards cost to run one-day life and financial skills programmes at Probation Centres in Māngere-Ōtāhuhu from 1 October 2024 to 31 October 2024	$1,695.00
QR2509-160	Otahuhu Town Hall Community Centre	Community	Towards gift card and lunch cost for monthly network hui at Otahuhu Town Hall Community Centre from 30 October 2024 to 30 April 2025	$1,000.00
QR2509-161	Youthline Auckland Charitable Trust	Community	Towards a contribution of annual costs to supervise and train volunteers at the Youthline House in Epsom from 1 October 2024 to 1 October 2025	$2,000.00
QR2509-162	Otahuhu Town Hall Community Centre	Community	Towards cost of a laptop, printer, stationary and T-shirts to reestablish the Otahuhu Youth Panel at Otahuhu Town Hall Community Centre from 7 October 2024 to 31 October 2024	$2,000.00
QR2509-164	Runners High Ltd	Community	Towards cost of tent, shelving, containers, refreshment, subscriptions, flags, seating to deliver Runners High Community Outreach at Mangere Bridge - Waka Training Car Park from 2 October 2024 to 5 October 2024	$2,000.00
QR2509-165	Lotopa Band under the umbrella of Bluespur Consulting Ltd	Arts and culture	Towards a contribution to sound equipment to record songs for young people in Māngere East area from 1 October 2024 to 1 October 2025	$2,000.00
Total				$61,113.77

Horopaki

Context

6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world-class city.

7. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· higher priorities for funding

· exclusions

· grant types, the number of grant rounds, and when these will open and close

· any additional accountability requirements.

8. The Māngere-Ōtāhuhu Local Board adopted the Māngere-Ōtāhuhu Local Grants Programme as presented in Attachment A. The programme sets application guidelines for contestable community grants submitted to the board.

9. The community grant programme has been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications, and community networks.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report.

Tauākī whakaaweawe āhuarangi

Climate impact statement

11. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action.

12. Community climate action involves reducing or responding to climate change by residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts.

13. Examples of projects include local food production and food waste reduction, increasing access to single-occupancy transport options, home energy efficiency and community renewable energy generation, local tree planting and streamside revegetation, and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. The focus of an application is identified as arts, community, events, sport and recreation, environment, or heritage. Based on the focus of an application, a subject matter expert from the relevant department will provide input and advice.

15. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

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

Local impacts and local board views

16. Local boards are responsible for the decision-making and allocation of local board community grants. The Māngere-Ōtāhuhu Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

17. Staff will provide feedback to unsuccessful grant applicants so they can increase their chances of success next time.

Tauākī whakaaweawe Māori

Māori impact statement

18. The local board grants programme aims to respond to the council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. Auckland Council’s Māori Outcomes Delivery, Ngā Mātārae has provided input and support towards the development of the community grant processes.

Ngā ritenga ā-pūtea

Financial implications

19. The Māngere-Ōtāhuhu Local Board has set a total community grants budget of $216,771 for the 2024/2025 financial year.

20. Thirty-four applications have been submitted to the 2024/2025 Māngere-Otāhuhu Quick Response Grant Round One, requesting a total of $61,113.77.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

21. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

22. Following the Māngere-Ōtāhuhu Local Board allocating funding, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	2024/2025 Māngere-Ōtāhuhu Community Grants Programme	75
b	2024/2025 Māngere-Ōtāhuhu Quick Response Round One Application Summary (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Amber Deng - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 September 2024

Māngere-Otāhuhu Local Board Annual Report 2023/2024

File No.: CP2024/13128

Te take mō te pūrongo

Purpose of the report

1. To seek local board adoption of the 2023/2024 Annual Report for the Māngere-Otāhuhu Local Board, prior to it being adopted by the Governing Body on 26 September 2024.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Annual Report 2023/2024 is being prepared and needs to be adopted by the Governing Body by 26 September 2024. As part of the overall report package, individual reports for each local board are prepared.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whai / adopt the draft 2023/2024 Māngere-Otāhuhu Local Board Annual Report, to be tabled at the meeting and attached to the Minutes as a Minute Attachment

b) tuhi ā-taipitopito / note that any proposed changes after the adoption will be clearly communicated and agreed with the chairperson before the report is submitted for adoption by the Governing Body on 26 September 2024.

Horopaki

Context

3. In accordance with the Local Government (Auckland Council) Act 2009 and the Local Government Act 2002, each local board is required to monitor and report on the implementation of its Local Board Agreement. This includes reporting on the performance measures for local activities and the overall funding impact statement for the local board.

4. In addition to the compliance purpose, local board annual reports are an opportunity to tell the wider performance story with a strong local flavour, including how the local board is working towards the outcomes of their local board plan.

Tātaritanga me ngā tohutohu

Analysis and advice

5. The annual report contains the following sections:

Section	Description
Mihi	The mihi is an introduction specific to each local board area and is presented in Te Reo Māori and English.
About this report	An overview of what is covered in this document.
Message from the chairperson	An overall message introducing the report, highlighting achievements and challenges, including both financial and non-financial performance.
Local board members	A group photo of the local board members.
Our area – projects and improvements	A visual layout of the local board area summarising key demographic information and showing key projects and facilities in the area.
Performance report	Provides performance measure results for each activity, providing explanations where targeted service levels have not been achieved. Includes the activity highlights and challenges.
Our performance explained	Highlights of the local board’s work programme which contributed to a performance outcome
Local flavour	A profile of either an outstanding resident, grant, project or facility that benefits the local community.
Funding impact statement	Financial performance results compared to long-term plan and annual plan budgets, together with explanations about variances.

Tauākī whakaaweawe āhuarangi

Climate impact statement

6. The council’s climate change disclosures are covered in volume four of the annual report and sections within the summary annual report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

7. Council departments and council-controlled organisations comments and views have been considered and included in the annual report in relation to activities they are responsible for delivering on behalf of local boards.

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

Local impacts and local board views

8. Local board feedback will be included where possible. Any changes to the content of the final annual report will be discussed with the chairperson.

Tauākī whakaaweawe Māori

Māori impact statement

9. The annual report provides information on how Auckland Council has progressed its agreed priorities in the Long-term Plan 2021-2031 over the past 12 months. This includes engagement with Māori, as well as projects that benefit various population groups, including Māori.

Ngā ritenga ā-pūtea

Financial implications

10. The annual report provides a retrospective view on both the financial and service performance in each local board area for the financial year 2023/2024.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

12. The annual report is a legislatively required document. It is audited by Audit New Zealand who assess if the report represents information fairly and consistently, and that the financial statements comply with accounting standard PBE FRS-43: Summary Financial Statements. Failure to demonstrate this could result in a qualified audit opinion.

13. The annual report is a key communication to residents. It is important to tell a clear and balanced performance story, in plain English and in a form that is accessible, to ensure that council meets its obligations to be open with the public it serves.

Ngā koringa ā-muri

Next steps

14. The next steps for the draft 2023/2024 Annual Report for the local board are:

· Audit NZ review during August and September 2024

· report to the Governing Body for adoption on 26 September 2024

· physical copies provided to local board offices, council service centres and libraries by the end of October 2024.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Manoj Rathod - Integration Specialist

Authorisers

Faithe Smith - Lead Financial Advisor

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 September 2024

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

File No.: CP2024/12974

Te take mō te pūrongo

Purpose of the report

1. This report presents the Māngere-Ōtāhuhu Local Board with a summary of overall performance for the 2023/2024 financial year, as demonstrated by its approved work programmes (Attachment A), along with key highlights from the fourth quarter (1 April to 30 June 2024).

Whakarāpopototanga matua

Executive summary

2. This report provides an integrated view of performance for the Māngere-Ōtāhuhu Local Board and includes financial performance and delivery against work programmes for the 2023/2024 financial year The work programme is produced annually and aligns with the Māngere-Ōtāhuhu 2023 Local Board Plan outcomes.

3. There are 149 total activities within the approved 2023/2024 work programme activities that were adopted in June 2023. This report highlights activities tagged using the Red, Amber, Green (RAG) system which is a performance indicator that assesses project status. More information to this system is found in paragraph 15, of this report.

4. From the total activities (149), there are 136 tagged Green including multi-year projects that are progressing as expected or completed.

5. There are six activities tagged Amber. These are activities that were planned to be completed in 2023/2024 which are now expected to be finished in the first quarter in 2024/2025, these include multi-year projects and activities that are on hold.

6. There are six activities that are Red. These activities were not delivered, but now they are projected to be completed early 2024/2025. These activities include multi-year projects and activities significantly delayed or on hold due to major issues.

7. There is one Grey activity ‘Hibiscus Mahi programme’ that have been cancelled due to no budget allocated in the period April to June 2024.

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

· The Activation programme - activation of parks, places, and open spaces (Work Programme #556) successfully implemented a $50,000 activation programme, delivering 82 events across 13 locations and engaging 2,831 participants. With 100% participant satisfaction, this initiative significantly contributed to a broader regional success, which saw 757 activations across 171 locations, benefiting over 33,000 people.

· The Climate Action Programme (#654) inspired the community with two hands-on windrow composting workshops in April 2024, engaging 50 participants and teaching them regenerative hot composting techniques to reuse plant clippings. This initiative, alongside a rangatahi-led repair café planned for Quarter One 2024/2025 by Māngere East Family Services and Te Ahiwaru, empowers locals to embrace sustainability and build stronger community connections.

· The successful Bike Hub Māngere (#632) engaged 1,259 visitors, provided 132 bike repairs, and hosted community events, supporting local transportation and engagement.

· The popular Community Grants (#263) was allocated $252,068. Key highlights include earmarking $80,000 for town centre revitalization and $40,000 for environmental outcomes. Of this, $113,185 was spent by May 2024, including $8,675 for revitalization and $10,000 for environment-focused applications. After reallocations, $15,656.87 remained as underspend at the end of the financial year. Where the local board reallocated to other projects noted in paragraph 10.

· The in-demand Sport & Active Recreation Facilities budget (#4018) was committed entirely to the Manukau Rugby League Football and Sports Club; the group is on track to carry out its feasibility study, soil testing on their home ground - Moyle Park, and scoping for alternative accommodation, as their clubroom was deemed unsafe to be used.

· Successfully delivered Schools Waste Minimisation programme (#268) this year! With 17 schools engaged in waste audits, with 41 adults and 252 tamariki involved. Local schools are now developing waste minimisation plans and will showcase their efforts in an online celebration on 6 June 2024.

9. There were unspent or returned Local Driven Initiative Opex budgets from Auckland Council departments from the 2023/2024 work programme, totalling $38,720.87 by council departments. This total amount was then successfully reallocated within the local board’s other 2023/2024 work programme activities as reported in the local board’s July 2024 business meeting (File No: CP2024/08947).

10. Net operational financial performance of the local board is approximately 8 per cent below budget for the full year ended 30 June 2024. Revenue is under budget by 3 per cent for the year while operating expenditure is 7.5 per cent below budget mainly due to lower depreciation costs and community facilities utilities and technical contracts underspent. Capital expenditure is approximately 11 per cent above budget for the full year ended on 30 June 2024.

11. The financial performance report is included in this report as attachment B. Annual financial reports and results are released in alignment with the Auckland Council Group's schedule, around 29 August 2024.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whiwhi / receive the performance report for quarter four ending 30 June 2024.

b) tuhi ā-taipitopito / note the financial performance report in Attachment B which was made public on or about 29 August 2024.

Horopaki

Context

12. The Māngere-Ōtāhuhu Local Board has an approved 2023/2024 work programme for the following:

· Customer and Community Services

· Infrastructure and Environmental Services

· Plans and Places

· Auckland Emergency Management

· Local Governance

13. The graph below shows how the work programme activities meet Local Board Plan 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

14. 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

15. The definitions of the Red, Amber Green and Grey for the quarter four / end of year report 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, and · 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, and · activities that are on hold.
Green	· activities that were completed by the end of the financial year, and · multi-year projects that have progressed as expected.
Grey	· activities have been cancelled or deferred in the period April to June 2024.

16. 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

17. Low Carbon Lifestyles (#658) this project exceeded its goal by completing 170 surveys, surpassing the target of 160. It engaged 839 residents, provided practical advice, such as tips on efficient heating, and resulted in 295 changes to reduce carbon footprints.

18. Manukau Harbour Forum (#814) saw success with four community hui, support for planting initiatives, and educational material distribution. The REAL youth wānanga engaged 48 students from 24 schools, emphasizing strong community and youth involvement.

19. Tāmaki Estuary Environmental Forum (#1005) the forum effectively raised local environmental awareness and action around the Tāmaki Estuary. Key achievements included publishing a waterway protection article, hosting multiple clean-up events, and engaging the community with a successful Panmure Basin Fun Day. New engagement materials and impactful presentations at local board forums further strengthened environmental stewardship and community involvement.

20. Thomas Clements Senior Citizens Hall (#30680) June 2024 refurbishment completed - enhancing the facility with a new roof, updated painting, replaced joinery, internal finishes, and accessible toilets, significantly improving its usability and appearance.

21. Safe and Resilient Communities (#249) initiative includes securing funding for Ōtāhuhu Business Association's security surveillance, and I Am Māngere’s continued support for vulnerable families with over 600 meals provided. They also hosted well-attended safety meetings, offered CPTED support, and collaborated with Kainga Ora and police to address anti-social issues, significantly enhancing community trust and safety.

22. Māngere Arts Centre - Ngā Tohu o Uenuku (#237) showcased Samoan and Rotuma Language Weeks, hosted the Pacific Dance Festival with diverse community groups, and featured the SOUTH-VERSED 24: DIASPORISMS exhibition. Notable highlights include the sale of over 1,800 kekes during Samoan Language Week and engaging local primary school kids with Tim Bray's kids’ show.

23. Activating Community places (#250), community group Strive and the Ōtāhuhu Town Hall team were very active. Strive hosted 210 people at the ‘180 Careers Exposition’ at Ngā Tapuwae Community Centre. Meanwhile, Ōtāhuhu Town Hall engaged 241 participants through various community events and networks.

Key activity achievements from the 2023/2024 work programme

Overview of work programme performance

Customer and Community Services work programme

24. In the Customer and Community Services work programme, there are 120 activities that with a green RAG status, 4 activities that with an amber RAG status, 6 activities that with a red RAG status and 1 activity with a grey RAG status. Activities with significant impact are discussed below:

25. These six activities (Red) are not delivered or not progressed as expected:

a) Rates Grants (#2869) total $4,709, was not spent by the recipient as the fund was not needed because the address is now non-rateable.

b) The Youth Economy (#1340) programme is delayed due to recruitment challenges. TSI is working with the organiser to deliver tech workshops for youth by October 2024.

c) The Massey Homestead - refurbish heritage facility (#15800) remain undelivered until regional funding is made available.

d) Te Kete Rukuruku (Māori naming of parks and places) Tranche Two (#2831) Te Taahuhu / Criterion Square upgrade is complete, but the opening event has been delayed, to the 19 September 2024. This is the only carry forward in this quarter.

e) Te Kete Rukuruku (Māori naming of parks and places) Tranche Three (#3461), shared interest discussions for most sites are progressing well, with only a few remaining due to multiple iwi interests. If these discussions are not resolved soon, those specific sites will be deferred to tranche four.

f) The Walter Massey Park masterplan (#1315) is delayed due to its inclusion in the Portfolio Review programme. It will be revisited and discussed with the local board during a workshop in Q3 of FY25.

Infrastructure and Environmental Services

26. There are 14 total activities in this programme, and all tagged Green.

27. Some highlights include:

a) Pest Free Ihumātao (#661) initiative successfully produced 28,000 plants, employed two full-time pest control staff, and intensified trapping efforts, catching 12 possums in June 2024. Additionally, over 300 eels were translocated to Ōruarangi Awa, and preparation for Matariki planting day was completed.

b) Huringa whanonga mōkai ngeru: Cat owner behaviour change (#3038) the Snip 'n' Chip campaign successfully desexed 58 cats and microchipped 56, using the local board’s full $7,500 funding, with additional SPCA support. This achievement aids in protecting local wildlife, such as the New Zealand Dotterel, from cat predation.

c) Schools Waste Minimisation programme (#628), this year, funded with $30,000, successfully engaged 17 schools and early childhood centres, involving 41 adults and 252 tamariki in waste audits. Thirteen schools were supported by contractors, while four completed audits independently. Schools are now developing waste minimisation plans, supported by composting systems and grant applications.

d) Māngere waterways restoration (#650) funded with $75,000, actively engaged over 340 residents and volunteers. Collaborations with community groups, Kāinga Ora, and schools like Southern Cross Campus led to riparian planting, educational stream sessions for 166 tamariki, and efforts to combat illegal dumping and graffiti. The programme fostered environmental stewardship and built community pride around the Harania Stream.

Local Governance

28. This work programme has only two activities both statuses are Amber.

a) Tuia Programme (#3557) the project is stalled in 2024 because of uncertainty surrounding funding and the Governing Body's decision in 2023 to withdraw from membership in Local Government NZ and the Mayor’s Taskforce for Jobs, impacting the project's progress.

b) Ara Kōtui (#3558) The project is delayed due to the need for further engagement and discussions. A hui on 14th May 2024 included presentations from Te Kotahi a Tāmaki Marae Collective and on the Māori Outcomes Fund, along with informal input from Ngāti Tamaoho regarding their priorities, highlighting the need for more collaboration before moving forward.

Plans and Places

29. This work programme has only one activity, with a Green status.

a) A review of parts of the Māngere-Ōtāhuhu area plan and Ōtara-Papatoetoe area plan (#1290) in reviewing the Māngere-Ōtāhuhu and Ōtara-Papatoetoe area plans in collaboration with local boards, the community, mana whenua, and Kāinga Ora. The achievement is the completion of the final web version of the area plan update and progress toward finalizing the cultural landscape maps, which will lead to the online publication of the area plan.

Auckland Emergency Management

30. This work programme has only one activity, with a Green status

a) Māngere-Ōtāhuhu Local Board, community and business emergency response plans and resilience programme (#3969) This initiative focuses on increasing disaster awareness, response plans, and resilience building through partnerships with mana whenua, the Local Board, and the community. The development of a draft Emergency Response and Resilience Plan (ER&RP), which has received interest from the community for review, with further progress planned for October 2024.

Deferred activities

31. 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

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

33. The local board is invested in a number of sustainability projects outlined in this report including the attachments, which aim 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

34. 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

35. This report informs the Māngere-Ōtāhuhu 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

36. There are significant highlights and achievements in this report and attachment A, in supporting Māori aspirations that includes, a symposium on Kai innovation hosted at Papatūānuku Kōkiri Marae, funded through the Māori Responsiveness (#235) budget. Additionally, the collaboration with Papatūānuku Kōkiri Marae has also led to a project aimed at supporting Te Puea Memorial Marae in enhancing their maraa kai location.

Ngā ritenga ā-pūtea

Financial implications

37. This report is provided to enable Māngere-Ōtāhuhu Local Board to monitor the organisation’s progress and performance in delivering the 2023/2024 work programmes. There are no financial implications associated with this report.

Financial Performance

38. Auckland Council (Council) currently has several 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).

39. 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.

40. This does not apply in this case and the local board’s financial performance is open and attached to this report (Attachment B).

41. Operating expenditure of $20.4 million is $1.6 million below budget. Asset Based Services operating expenditure (ABS Opex) is $1.5 million below budget. This is primarily due to underspent for CF Utilities. This was largely driven by the unusually wet weather in the first half of the financial year. Variances to budget are generally due to differences in timing of actual spend to anticipated spend. Locally Driven Initiatives operating expenditure (LDI Opex) was delivered to the overall target. The board has reallocated where possible to maximise spending.

42. Operating revenue of $1.5 million is $43,000 below budget. This is primarily due to closure of Moana-Nui-A-Kiwa facilities for three weeks for maintenance work.

43. Capital Expenditure of $7.5 million is above budget by $760,000. Capital expenditure exceeded projections due to necessary renewals following storm damage and an accelerated upgrade of David Lange destination Playground and Māngere-Ōtāhuhu Netball Association (MONA) netball facilities originally scheduled for future fiscal years but was done in this financial year.

44. The financial report for the full year ended 30 June 2024 for the Māngere-Ōtāhuhu local board area is in Appendix B.

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. 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	Māngere-Ōtāhuhu Local Board - 1 April to 30 June 2024 Work Programme Update (Under Separate Cover)
b ⇩	Māngere-Ōtāhuhu Local Board - Operating Performance Financial Summary	97

Ngā kaihaina

Signatories

Author	Daniel Poe - Senior Local Board Advisor
Authoriser	Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

18 September 2024

Addition to the 2022-2025 Māngere-Ōtāhuhu Local Board meeting schedule

File No.: CP2024/13295

Te take mō te pūrongo

Purpose of the report

1. To seek approval for two meeting dates to be added to the 2022-2025 Māngere-Ōtāhuhu Local Board meeting schedule in order to accommodate the Annual Budget 2025-2026 (Annual Plan) timeframes.

Whakarāpopototanga matua

Executive summary

2. The Māngere-Ōtāhuhu Local Board adopted its 2022-2025 meeting schedule on 7 December 2022.

3. At that time the specific times and dates for meetings for local board decision-making in relation to the local board agreement as part of the Annual Budget were unknown.

4. The local board is being asked to approve two meeting dates as an addition to the Māngere-Ōtāhuhu Local Board meeting schedule so that the modified Annual Budget timeframes can be met.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakaae / approve the addition of two meeting dates to the 2022-2025 Māngere-Ōtāhuhu Local Board meeting schedule to accommodate the Annual Budget 2025-2026 timeframes as follows:

i) Wednesday, 30 April 2025 at 5.00pm

ii) Wednesday, 11 June 2025 at 5.00pm.

Horopaki

Context

5. The Local Government Act 2002 (LGA) and the Local Government Official Information and Meetings Act 1987 (LGOIMA) have requirements regarding local board meeting schedules.

6. In summary, adopting a meeting schedule helps meet the requirements of:

· clause 19, Schedule 7 of the LGA on general provisions for meetings, which requires the chief executive to give notice in writing to each local board member of the time and place of meetings. Such notification may be provided by the adoption of a schedule of business meetings.

· sections 46, 46(A) and 47 in Part 7 of the LGOIMA, which requires that meetings are publicly notified, agendas and reports are available at least two working days before a meeting and that local board meetings are open to the public.

7. The Māngere-Ōtāhuhu Local Board adopted its 2022-2025 business meeting schedule during its 7 December 2022 business meeting.

8. The timeframes for local board decision-making in relation to the Annual Budget were unavailable when the meeting schedule was originally adopted.

9. The board is being asked to make decisions in late-November 2024 and late-April / late May and early-June 2025 to feed into the Annual Budget processes. These timeframes are outside the board’s normal meeting cycle.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The local board has two options for incorporating the meeting dates:

i) Include the meetings as additions to the meeting schedule.

ii) Include the meetings as extraordinary meetings.

11. For option one, statutory requirements allow enough time for these meetings to be scheduled as additions to the meeting schedule and other topics may be considered as per any other ordinary meeting. However, there is a risk that if the Annual Budget timeframes change again or the information is not ready for the meeting, there would need to be an additional extraordinary meeting scheduled.

12. For option two, only the specific topic the Annual Budget may be considered for which the meeting is being held. There is a risk that no other policies or plans with similar timeframes or running in relation to the Annual Budget process could be considered at this meeting.

13. Given there is sufficient time to meet statutory requirements, staff recommend option one, approving this meeting as an addition to the meeting schedule, as it allows more flexibility for the local board to consider a range of issues. This requires a decision of the local board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. This decision is procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decision’s implementation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. There is no specific impact for the council group from this report.

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

Local impacts and local board views

16. This report requests the local board’s decision to schedule additional meetings and consider whether to approve them as extraordinary meetings or additions to the meeting schedule.

Tauākī whakaaweawe Māori

Māori impact statement

17. There is no specific impact for Māori arising from this report. Local boards work with Māori on projects and initiatives of shared interest.

Ngā ritenga ā-pūtea

Financial implications

18. There are no financial implications in relation to this report apart from the standard costs associated with servicing a business meeting.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

19. If the local board decides not to add this business meeting to the meeting schedule this would result in the input of the local board not being able to be presented to the Governing Body for consideration and inclusion in the Annual Budget.

Ngā koringa ā-muri

Next steps

20. Implement the processes associated with preparing for business meetings.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Jacqueline Robinson - Democracy Advisor
Authoriser	Victoria Villaraza - Local Area Manager

Chairperson	Tauanu’u Nick Bakulich
Deputy Chairperson	Togiatolu Walter Togiamua
Members	Harry Fatu Toleafoa
	Joe Glassie-Rasmussen
	Makalita Kolo
	Christine O'Brien
	Papaliitele Lafulafu Peo, JP

Purpose of the report

Purpose of the report

Purpose of the report

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