Agenda of Papakura Local Board - Wednesday, 25 September 2024

1 Nau mai | Welcome

A board member will lead the meeting in prayer.

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 Papakura Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Wednesday, 18 September 2024, as true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Papakura 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 - Reading Warrior

Te take mō te pūrongo

Purpose of the report

1. David Riley from Reading Warrior will be in attendance to present on the Reading Warrior programme. Reading Warrior have created bilingual Pasifika books for children. David intends to apply for a grant for the books to be gifted to children struggling with literacy in the Papakura area.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) whakamihi / thank David Riley for his attendance and presentation on a grant for books to be gifted to children struggling with literacy in the Papakura area.

8.2 Deputation - Planet Youth/ KuraConnect survey findings from dissemination day

Te take mō te pūrongo

Purpose of the report

1. Vicki Armitage from Planet Youth/ KuraConnect will be in attendance to provide an update on the Planet Youth information dissemination day held recently with community stakeholders.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) whakamihi / thank Vicki Armitage for their attendance and presentation regarding survey findings from dissemination day.

8.3 Deputation - Local community, Schools and Sport Organisations Initatives

Te take mō te pūrongo

Purpose of the report

1. Kim Squire from Community Leisure Charitable Trust will be in attendance to provide an update on the work done in the community, schools and sport organisations.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) whakamihi / thank Kim Squire for her attendance and presentation regarding the work done in the community, schools and sport organisations.

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.”

Papakura Local Board

25 September 2024

Thriving Rangatahi

File No.: CP2024/13220

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, as provided in 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 Papakura 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
Our ways of working
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	23

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

Manoj Ragupathy - Local Area Manager

Papakura Local Board

25 September 2024

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

File No.: CP2024/11797

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

4. The engagement plan, provided as Attachment A, records Eke Panuku and the local board’s commitment to work together. It includes:

· Eke Panuku responsibilities

· local board commitments

· detailed engagement approach

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

5. The engagement approach consists of:

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

· Ongoing engagement – Eke Panuku will provide a six-monthly memorandum to update the agreed list of activities

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

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) whai / adopt the Eke Panuku Papakura Local Board Engagement Plan 2024/2025 in Attachment A

b) tuhi ā-taipitopito / note that Eke Panuku will provide a bi-monthly memorandum and report six-monthly to update the local board on the following items:

i. 26-32 O’Shannessey Street, Papakura

ii. 35 Coles Crescent, Papakura

iii. Red Hill, Papakura

iv. 8-10 Averill Street

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

Horopaki

Context

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

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

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

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

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

11. Eke Panuku has two core functions:

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

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

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

13. This engagement plan covers relevant Eke Panuku activities in the local board area, noting that each project and/or activity will have its relevant engagement planning and approaches, Eke Panuku will report on those separately.

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

Key principles for working together

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

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

· transparent and timely communication with no surprises

· understanding and acknowledgement of shared responsibilities between the parties

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

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

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

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

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

Annually	· Review the engagement plan. · Confirm the list of local activities to be included in the engagement plan. · Report to the local board to formally adopt the engagement plan.
Ongoing engagement	· Provide a bimonthly memo to update on the agreed activities. · Provide a six monthly report. · Attend workshops and provide memos and briefings as required.
Activity criteria	· Activities of governance interest to the local board. · Activities that require community engagement or consultation. · Activities in the local board area with high public and media interest.
Reactive	Eke Panuku commits to the free flow of information with the local board regarding issues of interest, responding to the local board’s queries and requests for information promptly.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

25. The adoption of the engagement plan does not have financial impacts on local boards.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a⇩	Draft Eke Panuku Papakura Local Board Engagement Plan 2024-2025	31

Ngā kaihaina

Signatories

Authors

Jo Brother - Acting GM Community and Stakeholder Relations, Eke Panuku Development Auckland

Authorisers

Angelika Cutler - Manager Governance Relationships

Manoj Ragupathy - Local Area Manager

Papakura Local Board

25 September 2024

Nominations to the Bruce Pulman Park Trust Appointments Panel

File No.: CP2024/13894

Te take mō te pūrongo

Purpose of the report

1. To appoint two representatives to the Appointments Panel of the Bruce Pulman Park Charitable Trust.

Whakarāpopototanga matua

Executive summary

2. The Bruce Pulman Park Charitable Trust requires the convening of an Appointments Panel to appoint new trustees to the Trust.

3. The Appointments Panel is made up of six members, two of which are appointed by the Papakura Local Board.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

a) appoint two representatives to the Appointments Panel of the Bruce Pulman Park Charitable Trust.

Horopaki

Context

4. The Bruce Pulman Park Charitable Trust (the Trust) was established by a deed of charitable trust on 26 June 2001.

5. The purpose of the Trust is for (among others) “constructing, owning, or holding an interest in, and operating the sporting and community complex known as Bruce Pulman Park to provide for the sporting, recreation, community and cultural needs of persons living in the Counties Manukau area and the public at large”.

6. Auckland Council owns the land that Bruce Pulman Park is situated on and leases it to the Trust, which has provided the facilities and amenities on the park. It is a significant asset and well used by the community.

7. The trust deed allows for trustees to be appointed by an Appointor. An Appointor is:

i. The remaining trustees, provided that the settlor (Mr Bruce Pulman) shall have the power to veto any proposed appointment of a trustee occurring withing 20 years of the date of the trust deed (from June 2001); or

ii. Where an appointment hasn’t been made as above, or the number of trustees falls below the minimum number of trustees provided for in the trust deed (five), an Appointments Panel.

8. It is expected that the number of trustees will fall below the minimum number of trustees provided for in the trust deed at the Trust’s Annual General Meeting on 25 September 2024. This triggers the need to establish an Appointments Panel.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The Appointments Panel will comprise of six members. Two will be appointed by Mr Bruce Pulman, two by Counties Manukau Sport and two by the Papakura Local Board. The deed requires the appointees of the local board to be either elected members or officers of Auckland Council.

10. The Panel will commence its work after the Trust’s Annual general Meeting on 25 September 2024 and continue until the Panel’s appointed trustees resume office and conduct their first formal business meeting.

11. The role of the Panel will include:

i. Approving the nomination and recruitment strategy and any support required.

ii. Agreeing the mix of key competencies required of the new Trust Board.

iii. Approval of the Trust Chair and Trustee position descriptions, nominations process, process and timeline and letters of appointment.

iv. Assessing the potential candidates and conducting interviews.

v. Appointment of Advisory Trustees (a person appointed but not able to take part in any resolution of the trustees or in the management or administration of the trust fund).

vi. Removal of all trustees if they breach their obligations under the trust deed.

12. The trust deed does not specify any special skills or experience required for members of the Appointments Panel.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. This report seeks the board’s nomination of two members to an appointments panel. The work of the Panel does not of itself create climate impacts. Wider climate impacts from the activities of the Trust on the Park have not been considered for the purposes of this report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. The establishment of the Appointments Panel is in accordance with the trust deed and the power to appoint two members resides with the Papakura Local Board. The views of the wider council group have not been canvassed for this process.

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

Local impacts and local board views

15. This report seeks the decision of the Papakura Local Board and the impact of the decision sought does not extend beyond the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

16. While there are no specific impacts on Māori as a result of the decision sought in this report, the Papakura Local board is able to take any matters it chooses into account when making its nominations, including whether a nominee is able to successfully promote the interests of Papakura’s significant Māori community.

Ngā ritenga ā-pūtea

Financial implications

17. There are no specific financial implications arising out of the decision sought in this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

18. The role of the local board is to appoint two representatives, being either board members or staff, to sit on the Appointments Panel. The role ends once new trustees are appointed and the new board conducts its first formal business meeting. Appointees to the Appointments Panel must be willing to take on the additional work required while also balancing their duties as either elected members or staff at Auckland Council.

19. Elected members and staff have an obligation to identify and manage any conflicts of interest where they undertake any roles outside of council. Specialist staff are able to provide advice on managing conflicts where necessary.

Ngā koringa ā-muri

Next steps

20. The names of the board’s appointees will be provided to the Trust’s representative once available.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Sital Prasad - Democracy Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Papakura Local Board

25 September 2024

Addition to the 2022-2025 Papakura Local Board meeting schedule

File No.: CP2024/13223

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The Papakura Local Board adopted its 2022-2025 meeting schedule on 23 November 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 Papakura Local Board meeting schedule so that the modified Annual Budget timeframes can be met.

Ngā tūtohunga

Recommendation/s

That the Papakura Local Board:

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

i) Wednesday, 20 November 2024 at 4pm

ii) Wednesday, 30 April 2025 at 4pm.

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 Papakura Local Board adopted its 2022-2025 business meeting schedule during its 23 November 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

Authors

Sital Prasad - Democracy Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement