AGENDA

Late Reports

Ordinary Council Meeting

Wednesday, 2 September 2020

 

Date:

Wednesday, 2 September 2020

Time:

9.30am

Location:

Tauranga City Council

Council Chambers

91 Willow Street

Tauranga

Please note that this meeting will be livestreamed and the recording will be publicly available on Tauranga City Council's website: www.tauranga.govt.nz.

Marty Grenfell

Chief Executive

 


Ordinary Council Meeting Agenda

2 September 2020

 

Order of Business

10       Business. 4

10.1         Governance Issues : Council Appointed Review and Observer Team.. 4

 

 


Ordinary Council Meeting Agenda

2 September 2020

 

10        Business

10.1       Governance Issues : Council Appointed Review and Observer Team

File Number:           A11777976

Author:                    Christine Jones, General Manager: Strategy & Growth

Authoriser:              Marty Grenfell, Chief Executive

 

 

Purpose of the Report

1.      To report to Council, following a decision on 21 August 2020, on a Council appointed Review and Observer Team draft Terms of Reference, recommended appointees, cost estimate and budget approval request.

Recommendations

That the Council:

(a)     Receives report “Governance Issues:  Council Appointed Review and Observer Team”.

(b)     Approves the Terms of Reference as per attachment 1. 

(c)     Approves the ‘Summary of Key Decisions’ as per attachment 2.

(d)     Transfers Resolution M__________ being resolution to appoint members of the Review and Observer Team into the open section of the meeting once the appointees have been informed.

(e)     Approves unbudgeted expenditure of $350,000 for costs associated with the Council Appointed Review and Observer Team, with actual costs reported to Council on a quarterly basis.

(f)      Retain Attachment 4 of this report in the confidential section to protect the privacy of natural persons.

 

Background

2.      On 21 August 2020 Council received a report which addressed matters associated with elected members relationships and performance behaviour and a letter received from the Department of Internal Affairs (DIA) as a consequence of that performance.

3.      At that 21 August 2020 meeting Council resolved that:

·    Council initiated action to address the issue of Elected Member relationships is the most appropriate pathway.

·    the action will be a Council appointed Review and Observer Team.

·    the Chief Executive report back to Council as soon as practicable with draft Terms of Reference, recommended appointees, cost estimate and budget approval request.

4.      This report provides draft Terms of Reference (TOR), recommended appointees, cost matters and schedule of decisions as requested by DIA.

Draft Terms of Reference

5.      Council staff have engaged legal and external advice to develop a draft TOR (refer attachment 1).   DIA input into the draft TOR has also been sought and incorporated.  The draft TOR include background information, purpose of the Review and Observer Team, and responsibilities of the Team. 

6.      Once approved the TOR will be the basis for the contract for services entered into with the appointed persons.

Appointments to Review and Observer team

7.      The letter from DIA encouraged Council to seek high-quality, independent advice to guide and support the Council through this process. 

8.      Candidates with skills and experience relevant to the role have been identified and are proposed to Council with endorsement from DIA.  This information in contained in confidential attachment 4.

9.      It is also proposed that an intermediary role with executive experience be appointed to support and facilitate the process.  This role would provide resource and capacity to the Review and Observer Team.  It is envisaged that this role would be a hands-on role to source required information for the Team, and act as a conduit where appropriate between the Team and the elected members.  This arrangement will enable the Chief Executive to be ‘one step removed’ from the content and process of the review and more truly reflect the governance / management split of roles between the elected members and the organisation.

key council decisions

10.   The letter received from DIA requested that Council provide a summary of key decisions that the Council needs to make through to 30 June 2021 to deliver the 2021-2031 Long-Term Plan and SmartGrowth. 

11.    The SmartGrowth and UFTI decisions are mostly related to translating the strategy into implementation through City Plan Changes, infrastructure planning and investment to support growth and fiscal strategy to deliver.

12.    TCC faces the need to address:

(a)     Significant residential and business land shortage through investment in infrastructure,

(b)     Transportation interventions needed to deliver on both Urban Form and Transport Initiative and the GPS.

(c)     Clearly identified and currently unmet needs in the ‘creating communities’ space of community facilities and active sports fields.

(d)     Fiscal constraints with the required investment for the city far exceeding Council’s balance sheet and revenue generating capacity

13.    Attachment 2 is a schedule of key issues.  Significant matters associated with SmartGrowth and the Urban Form and Transport Initiative (UFTI) implementation are shown in Table 1, other matters are in Table 2.

 

Financial Implications

14.    There are financial implications associated with this matter.  There is currently no approved budget as the decision to appoint the Review and Observer Team was made after the 20/21 Annual Plan & Budget had been adopted.

15.    There have been costs expended to date in the form of legal advice (Brookfields) and expert advice (from Peter Winder who has previous experience as both a Crown Manager and a Crown appointed Commissioner for Kaipara District Council). 

16.    Future expected costs include Review and Observer Team remuneration, Governance Executive remuneration, legal costs, and measuring and monitoring tools.  When the Review and Observer Team have prepared the Action Plan this may identify further needs which require financial resources to deliver.  If so, that will be addressed in a future report.

17.    The estimated costs based on current known information is $350,000 for the 20/21 financial year.  Council approval of unbudgeted expenditure is sought.

18.    Actual costs will be reported transparently to Council through quarterly financial monitoring to FARC or Council.

Legal Implications / Risks

19.    Part 10 of the Local Government Act 2002 contains relevant provisions to possible Crown intervention in the affairs and governance of Council.  These provisions where comprehensively covered in the 21 August 2020 report and therefore have not been repeated within this report.

20.    The issue of confidentiality under the Local Government Official Information and Meetings Act 1987 has been identified.  External legal advice has been sought on this matter and is provided in attachment 3.

Significance

21.    It is assessed that this matter is of medium significance.  It is considered that community engagement on this matter and associated options is not appropriate.

Next Steps

22.    If Council approves the recommendations the next steps will be as follow:

·    Formally advise DIA of the decisions made

·    Engage the members of the Review and Observer Team

·    Review and Observer Team to deliver an Action Plan four to six weeks after they commence.

Attachments

1.      Review and Observer Team - Draft Terms of Reference - A11798655

2.      Significant TCC decisions 2020 2021 - A11696907

3.      LGOIMA - Legal Advice on Governance Issues - Confidentiality - A11797444

4.      Review and Observer Team Appointees and Costs - Confidential - A11798834 - Public Excluded    


Ordinary Council Meeting Agenda

2 September 2020

 

Draft Terms of Reference:

Appointment of Review and Observer Team to the Tauranga City Council

 

1.  At its meeting on 21 August 2020 the Tauranga City Council agreed to the appointment of a Review and Observer Team as the most appropriate pathway to address the issue of Elected Member relationships.  It also resolved:

“That the Council requests the Chief Executive to report back to Council as soon as practicable with draft Terms of Reference, recommended appointees, cost estimate and budget approval request.”

 

2.  At its meeting on 2 September 2020 the Council resolved:

a)  To appoint [insert name] as a member and the Chair of the Review and Observer Team to the Tauranga City Council ("Council"), and two further members of the Review and Observer Team to the Council; and

b)  To adopt these Terms of Reference for the Review and Observer Team.

 

3.  The two further members subsequently appointed were [insert name] and [insert name].

4.  The role of the Review and Observer Team is to provide guidance and advice to elected Council members, collectively and individually, on matters of governance and the forging and maintenance of constructive and functional relationships with and amongst the elected members, including the Mayor. The Review and Observer Team may also provide advice and guidance to the Council Chief Executive and senior management team on how best to support elected Council members.  The Review and Observer Team has the mandate to make recommendations to Council on matters within the scope of the Terms of Reference.  The Review and Observer Team does not have a decision-making role and will not be involved in decision-making, other than offering guidance or advice. 

 

Background Context for the Review and Observer Team

5.  Recent events involving elected members have led to a high degree of media attention being focused on the Council, including the release of a significant volume of correspondence between members into the public realm following requests under the Local Government Official Information and Meetings Act 1987 (LGOIMA).  This correspondence contained items that might generally be considered divisive and to reflect adversely on both the authors and the persons who were the subject matter of some of the comments involved. 

6.  This information, together with earlier media reports of tensions within the elected membership, is damaging to public confidence in Council.  Equally importantly, those tensions are real, and are inhibiting the ability of elected members to act cooperatively, and potentially on their ability to focus on important issues, including decisions leading to the 2021/2031 Long-term Plan (LTP).  Critical proposals relating to the LTP that affect the future of the city must be considered in the coming months and community consultation must occur ahead of the adoption of that Plan, midway through 2021.

7.  These events have come to the attention of the Department of Internal Affairs (DIA).  On 13 August 2020 the Director Ministerial Advice, Monitoring & Operations wrote to the Chief Executive citing “concerns raised through recent media articles and correspondence …. regarding significant conflict among elected members”.  The letter sought assurance and evidence that the Council was taking proactive steps to “restore trust and confidence in its ability to meet the Crown’s expectations of a high-performing Council”. 

8.  The Council is conscious of the power of the Minister to take steps under Part 10 of the Local Government Act 2002 to act where a problem exists concerning the management or governance of Council that detracts from, or is likely to detract from, its ability to give effect to the purpose of local government.

9.  In the report prepared to enable Council to consider this matter (at its meeting on 21 August 2020), the problem to be addressed was described as that of dysfunctional governance arising from the breakdown of key relationships, including between the Mayor and councillors and between councillors or factions of councillors. 

 

Purpose and Extent of Authority of Review and Observer Team

10. The purpose of the Review and Observer Team is to assist Council to address the problem of dysfunctional governance arising from the breakdown of key relationships, including between the Mayor and councillors and between councillors or factions of councillors. 

11. In particular, the Review and Observer Team will provide support, assistance and guidance to ensure that the:

·    elected Council is able to function effectively as a governing body;

·    nature and extent of the issue of dysfunction governance is understood and addressed;

·    behaviours and relationships enable the elected members to collectively make decisions for the future wellbeing of the city;

·    Council has appropriate procedures and arrangements in place to manage decision-making and address future issues; 

·    Mayor is able to provide leadership to (as per Section 41A of the Local Government Act), and to work cooperatively with, other elected members and the Council organisation;

·    elected Council members including the Mayor have the understanding required to carry out their local governance role;

·    elected Council members including the Mayor have the capability and knowledge to make decisions effectively;

·    Council provides a safe workplace, as provided for in the Health and Safety at Work Act 2015, for the elected Council members, including the Mayor;

·    elected Council members, including the Mayor, are able to work effectively with the Chief Executive and senior management team; and that

·    any related matter requested by the Council or the Department of Internal Affairs or the Minister of Local Government is addressed.

 

12. The Review and Observer Team:

a)  Will provide guidance and advice to elected Council members, including the Mayor, collectively and individually, on matters of governance;

b)  Will investigate, define and report upon the nature and extent of the problem of dysfunctional governance within Council;

c)  Will develop a recommended action plan with appropriate systems of measurement to assess progress;

d)  May provide advice and guidance to the Chief Executive and senior management team on how best to support elected Council members;

e)  Does not have a decision-making role and will not be involved in decision-making, other than offering guidance or advice.

 

13. The Review and Observer Team will conduct its discussions with and provide its advice to elected members and the Mayor on a confidential basis and will generally not refer to any individual elected member by name in its reports to the Chief Executive, Council, DIA or the Minister.[1]   This does not prevent the Review and Observer Team from being specific as to individuals should they consider it necessary to fulfil their role and/or deliver on the purpose (as specified in clause 9 above).

14. The Review and Observer Team will provide support to elected Council members, including the Mayor, the Council Chief Executive and senior management team, in any way deemed necessary to fulfil these Terms of Reference. This may include, but is not limited to:

·    attending any Council and Council Committee meetings;

·    meeting individually with the Mayor and elected Council members at their request or at the request of the Review and Observer Team;

·    meeting with the Council Chief Executive and senior management team, as appropriate;

·    receiving correspondence between elected members and providing advice on the appropriateness thereof;

·    monitoring and reviewing engagement with news media and social media by elected members on Council-related issues;

·    reviewing decision-making procedures and arrangements to ensure they are appropriate and fit for purpose;  

·    providing such collective and/or individual feedback and advice throughout its term to elected members, the Mayor, and the Chief Executive as it sees fit on governance issues and changes designed to address dysfunctional governance arising from the breakdown of key relationships;

·    identifying elected member governance development needs and also attending and contributing to the Council's development programme for elected Council members; and

·    attending and contributing, as appropriate, to workshops and meetings (including informal briefings and meetings) where elected Council members are being briefed on, or meeting to discuss, significant or challenging matters.

15. The Review and Observer Team may, with the prior approval of the Chief Executive, work with or confer with the Department of Internal Affairs, or other parties it considers necessary to fulfil these Terms of Reference. 

16. If at any time the Review and Observer Team considers that insufficient progress is being made or is expected to be made to address the problem of dysfunctional governance it may, after giving no less than  7 days’ notice to the Chief Executive of its intention to do so, report that conclusion to the DIA with such recommendations as it considers appropriate.  

17. The Review and Observer Team must ensure, as far as practicable, that the existing organisational capability of the Council is not diminished.

18. The elected members of Council, including the Mayor, the Chief Executive and senior management team undertake, to:

·    co-operate with the Review and Observer Team, so that it may fulfil these Terms of Reference; and

·    comply with any reasonable request of the Review and Observer Team to provide relevant information.

19. The Council will make available and accessible the resources required for the Review and Observer Team to fulfil these Terms of Reference.

 

Term of Appointment

20. The term for the Review and Observer Team appointment and the observation period starts on [insert date] and will, unless sooner terminated by recommendation of the Chief Executive and resolution of the Council, end on 30 June 2021.

21. By the end of the first quarter of 2021 (31 March 2021), the Review and Observer Team, together with the Chief Executive, and in consultation with Elected Members, will complete an assessment on the appropriateness of extending the continuation of the Review and Observer Team beyond 30 June 2021.   That assessment will be reported formally to Council.

 

Remuneration and Costs

22. Costs associated with the Review and Observer Team will be paid by Tauranga City Council.  Council has approved a budget and costs will be managed by the Chief Executive or his delegate.  Actual costs will be reported transparently to Council.

 

Reporting

23. The Review and Observer Team members will, within four to six weeks of their appointment, produce a recommended action plan.

24. The Review and Observer Team must monitor the Council’s response to the problem of dysfunctional governance arising from the breakdown of key relationships and provide quarterly reports to the Council and the Chief Executive on the progress in fulfilling its Terms of Reference, together with any interim recommendations it considers necessary.

25. The Review and Observer Team must provide a final report to the Council as soon as practicable after the observation period ends, which includes the following:

·        (a) a narrative description of the activities of the Review and Observer Team in relation to these terms of reference; and

(b)      an assessment of progress in addressing the problem of dysfunctional governance arising from the breakdown of key relationships, including between the Mayor and councillors and between councillors or factions of councillors; and

(c)      any final recommendations to the Council, or to the DIA or the Minister, or both, except that before making any such recommendations to the DIA or the Minister, the Council shall have not less than 14 days’ notice of the content of those recommendations; and

(d)      without limiting paragraph (c), any final recommendations to the DIA on whether the Minister should take action, pursuant to the powers contained in Part 10 of the Local Government Act 2002, in relation to the Council, including whether the Minister should appoint any Ministerial body to the local authority.

 

 

Dated at Tauranga this [insert date].

MARTY GRENFELL, Chief Executive Tauranga City Council.


Ordinary Council Meeting Agenda

2 September 2020

 

Tauranga City Council Key Decisions to 30 June 2021

 

1.    There are many significant matters for Council to consider over the next 6 – 12 months.  Critically the 2021 – 31 LTP and the 30-year Infrastructure Strategy will be drafted, consulted on and subsequently adopted. 

 

2.    TCC faces the need to address:

·    Significant residential and business land shortage through investment in infrastructure,

·    Transportation interventions needed to deliver on both Urban Form and Transport Initiative and the GPS.

·    Clearly identified and currently unmet needs in the ‘creating communities’ space of community facilities and active sports fields.

·    Fiscal constraints with the required investment for the city far exceeding Council’s balance sheet and revenue generating capacity

 

3.    Attachment 1 contains a summary of the key decisions expected to be taken by TCC in the period up to 30 June 2021.  Significant matters associated with SmartGrowth and the Urban Form and Transport Initiative (UFTI) implementation are shown in Table 1, other matters are in Table 2.  The SmartGrowth and UFTI decisions are mostly related to translating the strategy into implementation through City Plan Changes, infrastructure planning and investment to support growth and fiscal strategy to deliver.


 

Attachment 1 :  Matters for TCC Elected Member Direction / Decision to 30 June 2021

 

 

Table 1 SmartGrowth and the Urban Form and Transport Initiative implementation

 

SmartGrowth &/or Urban Form and Transport Initiative Issue

Expected Timing

City Plan Changes (under RMA)

·    Housing Choice Plan Change (Plan Change 26);

Te Papa residential intensification (includes implementing NPS-UD 4 – 6 stories along public transport corridors)

Suburban intensification (including enabling duplex on 400 sq. metre sites)

·    Flooding Plan Change (Plan Change 27)

·    Earth Works Plan Change

 

 

 

October 2020 notification

City Plan Review

·    Project plan adopted. Timeline is notification by 2024

·    Key issues direction required from Elected Members

 

Underway now.  Direction / decision over next 3 years.

Greenfield Plan Changes:

·    Tauriko West residential plan change (3,000 homes).

Boundary change to occur January 2021

Transport issues associated with State Highway to be resolved

·    Te Tumu residential plan change (7,700 homes)

·    Infrastructure, partnership and community issues to be addressed.

 

 

Notification March to June 2021

 

LTP process for infrastructure investment.

Te Papa Residential Intensification:

·    Consider and adopt Te Papa Spatial Plan

·    Determine investment to support intensification uptake.

 

 

·    Sept /Oct 2020

·    LTP Process

Community Facilities & Active Reserves Plan

·    Develop Community Facilities Investment Plan and Active Reserves Plan to understand and address community needs in a fast-growing city for next 30 years.

·        Includes libraries, community centres, aquatic facilities, sportsfields, arts & culture facilities.

 

LTP process & 30-year Infrastructure Strategy

Cameron Road Multi-modal Project

·    Government Covid Stimulus investment of $45 million

·    Decisions to be made on design

·    Community engagement

 

 

Immediate

UFTI Sub-regional Economic Development Strategy and associated Central Government Partnership

·        Being led by Economic Development Agent

·        Part of the UFTI partnership with Government

·        Initiatives and investments to be determined

 

 

 

Project commenced and output will flow into LTP

Transport System Network Plan

·    $3m investment by TCC and NZTA for development of Transport Plan to translate the direction of UFTI into projects for inclusion in RLTP and LTP

·    Partnership project with NZTA, BOPRC, WBOPDC, Port of Tauranga and Kiwirail

·    Plan will be key transport blueprint for the future and will involve $’s billions in investment (similar to ATAP and Let’s Get Welly Moving)

 

Endorsement for RLTP mid Sept 2020

And LTP process

Alternative / Additional Financing & Funding Opportunities

·    Joint initiative with BOPRC and WBOPDC to identify opportunities to address the significant funding / financing gap (billions $s) between the agreed needs of the sub-region (through Urban Form and Transport Initiative and Transport System Plan) and the fiscal capacity of the local authorities

 

 

 

Completion by 31 December 2020

Parking Strategy:

·    Complete development of Parking Strategy which gives effect to the direction in UFTI.   Includes overall approach to parking including quantum of supply, pricing, turnover management.

·    Develop Implementation Plan for areas of priority

 

 

Completion by 30 June 2021

 

 

Table 2 : Other Matters

Issue

Expected Timing

City Vision

·    Collaborative process to develop a long-term city-wide vision in partnership with our communities

 

·    Workshops underway

Waters Reform:

·    EM direction of matters of importance to TCC

·    View on options and arrangements

 

Direction / decision points through 20/21

Representation Review

·    Representation Review

·    Maori wards approved by Council August 2020.  Possibility of a poll. 

·    Proposal for consultation by August 2021

·    Final proposal Nov 21

Solid Waste

·    Council decided August 2020 to move from a private sector waste collection service to a ratepayer funded recycling and waste collection service and invest in optical sorting technology.

·    Market tender process complete.

·    Implementation of decision proceeding

 

 

 

Implemented by mid-2021/22 financial year

Structural review of CCO Bay Venues Limited

·    Independent review underway

·    Future structure, governance and operational arrangements to be considered when review findings reported.

 

 

By 31 Dec 2020

Harington Carpark building

·    Decision on future of partly constructed carpark building where the structure does not comply with the design intent.  Market soundings to be completed

·    Decision/s on legal claim with design consultancy firm which failed to design to professional standards.

 

 

Late 2020 /early 2021

Resilient Infrastructure:

·    Resilience data available for all key natural hazards

·    Asset criticality assessment recently completed

·    Current estimate of cost to improve resilience of critical infrastructure $900 million

·    Prioritisation and investment to be decided on

 

 

 

LTP process

Natural Hazards & Climate Change

·    Significant first step in council’s ‘adaptive planning’ response to climate change and resilience issues.

·    Detailed consideration of options to address current and future stormwater and current and future groundwater issues in the Mount North area. 

 

 

 

LTP process

Civic Site Masterplan:

·    Develop masterplan for Civic Site

·    Decide whether to establish a Project Advisory Board

·    Determine priority of investment (library, public space, civic building)

·    Project is part of partnership agreement with Willis Bond.

·    Engagement with Hapu over historic grievances and issues associated with land within the civic site.

·    Involves significant consideration of the funding model. 

 

 

Sept – Dec 2020

Civic Accommodation – short / interim term

·    Council staff placed in 3 buildings due to building evacuation arising from toxic mould 5 years ago

·    Decision made that staff need to be located in one building as current model inefficient

·    Currently no decision on future

·    Market assessment underway currently on options

 

 

 

Direction October 2020 followed by negotiation and agreement

Section 17A

·    Review of the cost-effectiveness of current arrangements for meeting the needs of communities within its district or region for good-quality local infrastructure, local public services, and performance of regulatory functions.

·    Activities to be subject to s17A reviews to be determined.

 

 

LTP process

Rationalisation of assets and activities (including carpark buildings)

 

LTP process

City Centre Plan

Develop City Plan which identifies needs and responses.  Key components:

·    Private sector investment plan / prospectus

·    Civic precinct masterplan

·    Urban Spaces Programme

·    Waterfront Masterplan

·    Movement Plan (including parking)

·    Residential Plan

 

 

LTP process

Sustainability Framework

·        Develop a Sustainability Framework and identify relevant projects / actions for inclusion in the LTP.

 

 

Next 3 – 6 months

Key Financial Issues

·    Annual Report adoption

·    Financial strategy

·    Revenue & Financing Policy

·    User Fees strategy

·    Risk Reserve (noting significant current underfunding)

·    Debt / Revenue ratio

·    Rates revenue (including consideration of balance between residential and commercial rates)

 

 

LTP and Annual Reporting process

Development Contributions

·    Issues & Options papers on grants to pay for development contributions on Maori land and (separately) community housing.

·    Consider targeted rate option for growth areas where DC revenue has been under collected (city wide this exceed $40 million)

 

 

LTP process

Elder housing

·    Decision already consulted on and made to divest elder housing stock

·    EM’s to set parameters for market RFP

·    Consider market responses and make decision on sale

·    Tenant management and transition to new owners.

·    Significant financial and tenant considerations

 

 

Parameters Sept 2020

Sale decision late 2020 / early 2021

Smiths Farm:

·    Housing masterplan completed (300+ homes)

·    Possible joint partnership project with Kainga Ora and NZTA for transport access and housing development on Council owned land

·    Neighbour issues

·    Hapu interest in involvement

 

 

Discussions underway

Parau Farms

·    Land currently zoned for recreational reserve,

·    Likely decision needed to compulsory acquire land under the Public Works Act to get access into the land.

 

 

Bulk fund to support social wellbeing

Issues and options paper decision on:

·    The establishment of a bulk fund to allow funding support for social/cultural organisations

·    The decision-making framework, including criteria for support and delegation of decision-making

·    The scale of the bulk fund

·    Other forms of support provided to social and cultural organisations

 

 

 

LTP process

Land Disposal Policy;

·    Including consideration of first right of refusal for Tangata Whenua for surplus land

 

 

By 31 Dec 2020

Gate Pa land:

·    Request from Tangata Whenua for gifting of unused reserve land for cultural centre

·    Existing obligation for TCC to find site but no decision on associated financial arrangements.

 

 

Discussions commenced

Waters Operations & Maintenance Contract

Transport Operations & Maintenance Contract

·    Waters contract to go to market (estimated value in the vicinity of $13 million per year for 8 years - $100 m +)

·    Transport contract to be extended one further year to provide time to determine future contractual approach

·    In discussions with WBOPDC on possibility of collaborative joint waters contract to market.

 

 

 


Ordinary Council Meeting Agenda

2 September 2020

 


 


 


 


 


 



[1] All information produced in the course of the Review and Observer Team fulfilling its role under this Terms of Reference will be held as official information and is subject to the LGOIMA 1987.