Our work in the spaces area very much focuses on our partnership role with councils, who are the biggest providers of sport and recreation facilities in the country by far, and connecting them and connecting through sporting organisations, through play organisations, through active recreation organisations. So we work right across the spectrum. The purpose of the strategy, and it does focus on sub-regional above facilities, so you won't see your local facilities facilities in here, your local parks and that sort of stuff, but you will see things which are cross-boundary, so where competition occurs across boundary, where visitors come to visit these facilities across boundaries. And it looks to set an approach for the provision of that across the region and how we use evidence, how we use community voice to ensure that the resources we put into it are well used, are maximised for the best value. So that's what we've talked about there. So the why of this. Sport councils are the biggest providers, there are growing costs and we all know that, there's deteriorating facilities because a lot of them are ageing, there's diversity of use, there's compliance issues right across the board. So taking an evidence-based and a collaborative approach across the region provision of those facilities and upgrade of those facilities over time makes some sense. How did we go about the strategy? So the Regional Spaces and Places Steering Group oversaw the strategy, so that's representatives of officers from right across the region, from all 8 councils across the region, including the wider Upper Ankapati, are part of that steering group, and they oversaw the strategy. There was a working group that was established where some representatives from that steering group were on that, some RSOs were on that, Iwi were represented on that as well. RSL, our consultancy, undertook the strategy from an independent perspective, and they used a range of methods to do that. They used online surveys to schools, to sports clubs, to activity providers. They ran focus groups with different organisations, Sports Leaders Forum, Play Networks, in different localities across the region. And then they provided feedback sessions following those, going back and clarifying information with different stakeholders where it was relevant. There was direct engagement with councils going through all of their strategies, plans, what they were seeing, what their annual plans were saying, what their recreation and sports strategies were saying as well, and how they were provisioned throughout that time. Funding for the strategy was provided by Sport New Zealand, and across the 7 of the 8 councils contributed towards the funding for this strategy. So what did we find? The environmental scan stuff, there's nothing new in there that I don't think that you don't know. So stuff around economic downturn and construction costs are really high, climate change is an issue that's coming through, a lot of our facilities are built on floodplains or drainage reserves, so they're susceptible to climate conditions, legislative changes, available funding is very tight, asset condition and quality, a lot of our facilities were built in the '60s, '70s, '80s, coming to end of life, so what do we do with them, or how do we change them to meet current needs, cost of participation from users, time pressures, transport costs, Feeling of inclusion from users as well is important through sport and recreation. And then operational stuff around volunteers and council fees and charges, and we've had that sort of stuff through the Affordable Sports Review as well. So the strategy doesn't try to solve everything, it tries to talk about an approach to how we tackle these sort of problems across the region. And it sets some objectives and some principles within it to be able to to consider these cross boundaries, cross populations, cross codes. So it really focuses on prioritising, making the most out of what we've got at the moment. So we need to really focus on asset management, you know, so facilities that are there that are still valuable for our communities, we need to make sure that we look after them in the first place. To then look at, OK, are they meeting the needs of those populations going forward? so look at the target investments, so can they be upgraded, can they be co-located with other activities, can they offer more to the community? So focusing on those sort of things. Talks about things like upgrading changing rooms to make them more gender neutral so that more participation can take place. So looking at the changing needs of our community and making sure that they are addressed. So very much about First and foremost, high priority, getting the best out of the current assets we've got. Secondly, it looks at, okay, some of those solutions may not be facility-based, it may be in how we manage them as well. So it may be in the types of access that people get to those facilities as well. So looking at non-facility solutions as well. Then lastly, and as a last resort, is if there is a need and the evidence shows it, then we look into building new facilities in the right locations, in the right places, for the right populations. And when we do that, we're suggesting— it talks about a principles approach to that as well. So when we're considering those new builds and planning for major upgrades, that planning principles place is taken through that. There are some relational priorities in there around being te riti informed, around partnership and collaboration, and around regional prioritisation, and then there are some delivery principles in there, so that's sort of where we've landed. Lastly is just the recommendations there, so it talks about a decision-making framework, it's based on those principles, and then it talks about some other things there around assessing climate change improvements to a mid-sized stadium, which is something that came through, and improvements to sporting facilities. That's all for now, but it's mostly in your report, so you're happy to answer any questions.