Agenda of Henderson-Massey Local Board - Tuesday, 3 December 2024

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.

Member	Organisation	Position
Chris Carter (Chair)	1. St Lazarus Trust 2. Waitākere Badminton Club	Member Member
Peter Chan, JP	1. Cantonese Opera Society of NZ 2. Asian Leaders Forum 3. NZ-Hong Kong Business Association 4. NZ-China Business Association 5. Te Whau Pathway Environmental Trust	Member Member Member Member Trustee
Dan Collins	1. Rānui Action Project	Chair
Dr Will Flavell (Deputy Chair)	1. Asia New Zealand Leadership Network 2. Te Atatū Tennis Club 3. Waitākere Literacy Board 4. Te Kura	Member Board Member Board Member Member
Brooke Loader	1. Waitākere Licensing Trust 2. UDL Energy Complaints Scheme Advisory 3. Neighbourhood Support 4. Te Atatū Glendene Community Patrol 5. Real Estate Authority New Zealand	Member Member Member Volunteer Member
Ingrid Papau	1. Liberty Impact Community Trust 2. #WeLoveTuvalu Community Trust 3. Neighbourhood Support 4. Liberty Church 5. Rutherford Primary Board of Trustees	Board Member Member Street Contact Member Member

Member

Organisation

Position

Chris Carter (Chair)

1. St Lazarus Trust

2. Waitākere Badminton Club

Member

Peter Chan, JP

1. Cantonese Opera Society of NZ

2. Asian Leaders Forum

3. NZ-Hong Kong Business Association

4. NZ-China Business Association

5. Te Whau Pathway Environmental Trust

Member

Trustee

Dan Collins

1. Rānui Action Project

Chair

Dr Will Flavell

(Deputy Chair)

1. Asia New Zealand Leadership Network

2. Te Atatū Tennis Club

3. Waitākere Literacy Board

4. Te Kura

Member

Board Member

Member

Brooke Loader

1. Waitākere Licensing Trust

2. UDL Energy Complaints Scheme Advisory

3. Neighbourhood Support

4. Te Atatū Glendene Community Patrol

5. Real Estate Authority New Zealand

Member

Volunteer

Member

Ingrid Papau

1. Liberty Impact Community Trust

2. #WeLoveTuvalu Community Trust

3. Neighbourhood Support

4. Liberty Church

5. Rutherford Primary Board of Trustees

Board Member

Member

Street Contact

Member

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council:

External organisation	Lead	Alternate
Massey Matters	Will Flavell	Peter Chan
Central Park Henderson Business Association	Chris Carter	Dan Collins
Heart of Te Atatū South	Brooke Loader	Brenda Brady
Ranui Advisory Group	Dan Collins	Brooke Loader
Te Atatū Peninsula Business Association	Ingrid Papau	Brenda Brady
Waitākere Ethnic Board	Peter Chan	Brooke Loader
Waitākere Healthlink	Ingrid Papau	Brenda Brady
Te Whau Pathway Environmental Trust	Chris Carter	Dan Collins

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Henderson-Massey Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 19 November 2024, as true and correct.

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

6.1

Acknowledgement: Volunteer Awards

That the Henderson-Massey Local Board:

a) acknowledge the following individuals in our community who contribute to the well-being of residents through their volunteering or other community work:

i) Robynne Cooper, Chair Massey Community House Board

ii) Lisa Mullions, Co-chair of Massey Matters

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 Henderson-Massey 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: Crescendo update

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation on youth mentoring programmes and studio services from Cat Percy, on behalf of Crescendo.

Whakarāpopototanga matua

Executive summary

2. To provide an update on Crescendo’s move to Henderson and the youth mentoring programmes and studio services they provide.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whiwhi / receive the presentation and thank Cat Percy, from Crescendo for her attendance.

8.2 Deputation: Rivercare Group Te Wai o Pareira proposal for Harbourview-Orangihina Reserve

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation on the coordination of local environmental groups in Harbourview-Orangihina Reserve from Alan Clist and Dion Pou, on behalf of Rivercare Group Te Wai o Pareira.

Whakarāpopototanga matua

Executive summary

2. To discuss a proposal for the coordination of local environmental groups working in the Harbourview-Orangihina Reserve and seek support from the local board.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whiwhi / receive the presentation and thank Alan Clist and Dion Pou, from Rivercare Group Te Wai o Pareira for their attendance.

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.”

11 Ngā Pānui mō ngā Mōtini | Notices of Motion

Under Standing Order 2.5.1 a Notice of Motion has been received from Member Dan Collins , seconded by Member Brooke Loader for consideration under item 12.

No.	Title	Page
a ⇩	Notice of Motion - Member D Collins - O’Neills Road pedestrian level crossing	11

Henderson-Massey Local Board

03 December 2024

Annual Budget 2025/2026 - local board consultation content

File No.: CP2024/19240

Te take mō te pūrongo

Purpose of the report

1. To approve local consultation document content and supporting information as part of the Annual Plan 2025/2026 process, along with a local engagement event.

Whakarāpopototanga matua

Executive summary

2. Each financial year, Auckland Council must have a local board agreement that is agreed between the Governing Body and the local board in each local board area. These agreements set out local board priorities and the local activities to be provided for the year. The 21 local board agreements for 2025/2026 will be included in the Annual Plan 2025/2026.

3. Consultation on the Annual Plan 2025/2026 is planned to take place from late February – late March 2025. Content relating to each local board agreement must be included as part of that consultation.

4. This report seeks approval from the local board for local consultation content. It also seeks approval of a Have Your Say event to be held in the local board area to give Aucklanders an opportunity to provide face-to-face feedback during the consultation period.

5. The Governing Body will approve regional items for consultation on 4 December 2024. The regional and local consultation items will then be incorporated into the Annual Plan 2025/2026 consultation document and supporting information, which is planned to be adopted by the Governing Body on 19 February 2025.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whakaae / approve local consultation document content (Attachment A) and local supporting information content (Attachment B) for inclusion in the Annual Plan 2025/2026 consultation material.

b) tautapa / delegate authority to the local board Chair to approve any changes required to finalise the local consultation document and supporting information content for the Henderson-Massey Local Board for the Annual Plan 2025/2026.

c) whakaae / approve the following Have Your Say event in the local board area during the Annual Plan 2025/2026 consultation period:

i) Have Your Say Community Hui, 6pm-8pm, Tuesday, 18 March 2025, Council Chambers, Civic Building, Level 2, 1 Smythe Road, Henderson, Auckland.

d) tautapa / delegate authority to the local board Chair to approve any changes required to the Have Your Say event.

e) tautapa / delegate to the following elected members and staff the power and responsibility to hear from the public through “spoken (or New Zealand sign language) interaction” in relation to the local board agreement at the council’s public engagement events during the consultation period for the Annual Plan 2025/2026:

i) local board members and Chair

ii) General Manager Governance and Engagement, Local Area Manager, Local Board Senior Advisor, Local Board Advisor, Local Board Engagement Advisor.

iii) any additional staff approved by the General Manager Governance and Engagement or the Group Chief Financial Officer.

Horopaki

Context

6. The Annual Budget 2025/2026 will contain the budget and funding impact statement for the year, identify any variations from the financial statements and funding impact statement in the 10-year plan for the relevant year, and provide for integrated decision-making and coordination of the council’s resources. The Governing Body is responsible for adopting the annual plan and will be adopting the Annual Plan 2025/2026 in June 2025.

7. Auckland Council is required to consult on the Annual Plan 2025/2026. The Budget Committee will be deciding on items for consultation for the Annual Plan 2025/2026 on 4 December 2024. Local Boards have the opportunity to provide input into the regional topics for consultation for consideration by the Budget Committee.

8. For each financial year, Auckland Council is required to have a local board agreement (as agreed between the Governing Body and the local board) for each local board area. These local board agreements are included in each year’s annual plan, or the 10-year plan (every three years).

9. Local board agreements set out how the council will reflect the priorities and preferences in the local board’s plan through the local activities to be provided in the local board area.

10. Content relating to each local board agreement must be included in the Annual Plan 2025/2026 consultation document and supporting information.

11. Public consultation on the Annual Plan 2025/2026 is planned to take place from late February to late March 2025.

12. Aucklanders will be able to provide feedback during the consultation period through a variety of channels, which include face-to-face (for spoken and New Zealand sign language interaction), written and social media.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Local boards held workshops during November 2024 to determine their proposed priorities for their 2025/2026 local board agreement. Each local board is now requested to approve its local consultation document content and supporting information content for inclusion in the consultation material for the Annual Plan 2025/2026 (Attachments A and B respectively).

14. Should changes be required to the local consultation content during the document production, they will be provided to the local board chair for approval.

15. Aucklanders who wish to have their views on the proposed content of the local board agreement 2025/2026 and Annual Plan 2025/2026 considered by Auckland Council should be provided a reasonable opportunity to present those views in a manner and format that is appropriate to their preferences and needs.

16. The recommended Have Your Say events, along with the recommended delegation to elected members and staff to hear from the public ensures that the council is meeting its obligations relating to consultation.

17. The Have Your Say event recommended to be held in the Henderson-Massey Local Board area is:

· Have Your Say Community Hui, 6pm-8pm, Tuesday, 18 March 2025, Council Chambers, Civic Building, Level 2, 1 Smythe Road, Henderson, Auckland.

18. Other Have Your Say events will also take place across the region along with a range of ways for people to engage with the council during the consultation period. There will also be online information available and the opportunity to submit written or digital feedback. Note that the proposed date for the Have Your Say event will be checked with Ward Councillor/s to ensure they are able to attend.

19. The consultation period does not begin for a couple of months. If circumstances change between now and the consultation period requiring any changes to the approved Have Your Say event, these will be provided to the local board chair for approval in line with the recommended delegation.

20. There are unavoidable material increases in the cost of delivering existing services in 2025/2026. The exact amount of cost pressures the local board is facing is currently unknown and will depend on final Governing Body decisions on allocation of funding to local boards. The local board may need to prioritise what they do and where they invest so that they manage spend within the available funding.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. The decision to consult is procedural in nature and the small scale of the Have Your Say events means any climate change impacts will be negligible. These decisions are unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decisions.

22. However, where practicable, events proposed will be in locations accessible by public transport, to reduce private vehicle travel and increase opportunities for attendance.

23. Some of the proposed initiatives or projects included in the consultation content may have climate change impacts. The impacts of any initiatives or projects Auckland Council chooses to progress as a result of this consultation will be assessed as part of the relevant reporting requirements.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. The Annual Plan 2025/2026 is an Auckland Council group document and will include budgets at a consolidated group level.

25. Consultation items and updates to budgets to reflect decisions and new information may include items from across the group. This will be reflected in the report on regional consultation items going the Budget Committee on 4 December 2024.

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

Local impacts and local board views

26. Local board chairs have been invited to be involved in the development of the regional topics for consultation by attending Budget Committee workshops. Local board members were provided recordings of the Budget Committee workshops for the Annual Plan 2025/2026.

27. Local boards will have further opportunities to provide information and views as the council progresses through the Annual Plan 2025/2026 process.

28. Aucklanders will have the opportunity to give feedback on regional and local proposals through the public consultation on the Annual Plan 2025/2026. All feedback received from submitters that indicate that they reside in the local board area will be analysed by staff and made available for consideration by the local board, prior to the local board finalising its local board agreement.

Tauākī whakaaweawe Māori

Māori impact statement

29. Many local board decisions are of importance to and impact on Māori. The local board agreement and Annual Plan 2025/2026 are important tools that enable and can demonstrate the council’s responsiveness to Māori. The local board plan adopted in November 2023 forms the basis for local priorities.

30. The approach to Māori engagement for Annual Plan 2025/2026 will be finalised once consultation topics are confirmed, including development of bespoke materials.

31. There is a need to continue to build local board relationships with iwi and the wider Māori community. Ongoing conversations will assist the local board and Māori to understand each other’s priorities and challenges.

Ngā ritenga ā-pūtea

Financial implications

32. There may be marginal costs associated for Have Your Say events including venue hire (where council premises cannot be utilised).

33. After consultation local boards will make decisions on local spending in the local board agreement with financial impacts that affect local communities.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34. The Local Government (Auckland Council) Act 2009 requires content relating to each local board agreement to be included in the Annual Plan 2025/2026 consultation document. Under the Local Government Act 2002, the consultation document for the Annual Plan must be audited. The draft consultation document (including local consultation content) will be prepared by staff and audited in December and January ahead of adoption by the Budget Committee in mid-February. Therefore, local boards need to approve their local consultation content for inclusion in the draft consultation document by the beginning of December 2024.

Ngā koringa ā-muri

Next steps

35. The Budget Committee will agree items for consultation and approve the consultation approach for the Annual Plan 2025/2026 on 4 December 2024.

36. Following the decisions of the local board to approve local consultation content, and the decisions of the Budget Committee on regional items for consultation, staff will prepare the consultation document and supporting information for the Annual Plan 2025/2026. These will be adopted by the Budget Committee in mid-February 2025.

37. Following consultation, the Governing Body and the local board will make decisions on the Annual Plan 2025/2026 and local board agreements respectively in June 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Henderson-Massey Local Board Consultation Document content	21
b ⇩	Henderson-Massey Local Board Supporting Information content	23

Ngā kaihaina

Signatories

Authors

Phoebe Peguero - Senior Advisor Operations and Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Henderson-Massey Local Board

03 December 2024

Adoption of the Henderson-Massey Local Board Emergency Readiness and Response Plan

File No.: CP2024/16825

Te take mō te pūrongo

Purpose of the report

1. To adopt the Henderson-Massey Local Board Emergency Readiness and Response Plan (Attachment A).

Whakarāpopototanga matua

Executive summary

2. The Henderson-Massey Local Board Emergency Readiness and Response (ER&R) Plan contributes to the delivery of the ‘Resilient and low carbon communities’ objective in the Henderson-Massey Local Board Plan 2023.

3. The development of the local board ER&R Plan is key initiative #16 in the Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024-2029 (the Group Plan) which states to ‘work with local boards to prepare, communicate and embed Local Board Emergency Readiness and Response Plans that identify local hazards, how to prepare for emergencies, how to evacuate and where to go and useful contacts in an emergency’.

4. The Henderson-Massey Local Board ER&R Plan has been developed to provide information for people living and working in the local area on how to get ready for, and respond to, an emergency. The plan also includes information about reducing or minimising the risk of hazards and includes key information to support a community’s recovery following an emergency event.

5. The plan has been developed in conjunction with the local board, marae in the Auckland Emergency Management Whakaoranga Marae Whakaoranga Whanau Programme, emergency services, Health NZ, the Auckland Council Demographic Panels, as well as the council departments of Healthy Waters, Community Wellbeing (formerly Connected Communities), the Tāmaki Makaurau Recovery Office and key community groups with an interest in emergency readiness and response.

6. A two-stage launch strategy is proposed for the release of the ER&R Plan. The two stages include a ‘soft launch’ post ER&R Plan adoption, and a full public launch commencing in February 2025. The public launch will include promoting the plans in traditional media, on social media platforms and in hard copy.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whai / adopt the Henderson-Massey Local Board Emergency Readiness and Response Plan (Attachment A).

b) tautapa / delegate to the Henderson-Massey Local Board Chairperson the ability to approve minor amendments of the document ahead of publication.

Horopaki

Context

7. The Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024-2029 identifies several key initiatives to improve community emergency readiness and response to emergencies. Group Plan Initiative #16 prioritises the preparation of Local Board ER&R Plans to meet this objective. The Henderson-Massey Local Board ER&R Plan contributes to the delivery of the Henderson-Massey Local Board Plan 2023 objective ‘Resilient and low carbon communities’.

8. The purpose of the ER&R Plan is to support local emergency readiness. The development of the ER&R Plan was carried out in collaboration with the Henderson-Massey Local Board over the course of 2024.

9. The ER&R Plan has been developed through three workshops with the Henderson-Massey Local Board. The workshops covered the following topics:

· Workshop one (9 April 2024): The concept of the ER&R Plan was introduced, Local Board Emergency Readiness and Response Leads were nominated and the process to develop the ER&R Plan was agreed. The Henderson-Massey ER&R Plan Working Group was established and included the nominated Local Board Emergency Readiness and Response Leads, the Auckland Emergency Management Senior Community Planning and Readiness Advisor, Community Wellbeing Advisor (formerly Connected Communities) and local board services staff. The ER&R Plan Working Group met throughout the development of the ER&R Plan and between workshops one, two and three.

· Workshop two (13 August 2024): The draft ER&R Plan template was presented following input from the nominated ER&R Plan Working Group. Discussion focused on identifying and/or confirming hazards specific to the Henderson-Massey Local Board area, potential Civil Defence Centres and provisional Community Emergency Hubs. The local board confirmed a targeted group of community stakeholders with which to test the draft ER&R Plan.

· Workshop three (22 October 2024): Feedback from targeted stakeholder consultation was reviewed and the text of the final draft ER&R Plan was presented. The design proof from the pilot local board (Devonport-Takapuna) was shared and agreement made on the plan’s launch and testing activities.

10. In addition to input from the ER&R Plan Working Group, this ER&R Plan was shaped with input from marae in the Auckland Emergency Management Whakaoranga Marae Whakaoranga Whanau Programme, emergency services (including Fire and Emergency NZ and Police), Health NZ, the Auckland Council Demographic Panels, as well as council departments of Healthy Waters and Flood Resilience, Community Wellbeing (formerly Connected Communities) and the Tāmaki Makaurau Recovery Office. Key community groups with an interest in emergency readiness and response have also been involved in the development of the plan. A summary of this feedback is provided in paragraphs 13 through 22 in this report.

11. The ER&R Plan is a foundation document to communicate local board area specific information about the top emergency hazards for the area, tips and ideas on how to reduce the risk and/or impact of these hazards, how to be emergency ready, where to go and what to do during an emergency response and key information to support a community’s recovery. The ER&R Plan will support and guide community groups in their reduction, readiness, response and recovery planning activities.

12. Figure 1 below shows the hierarchy of plans and how the different plans relate to one another. Community groups will be able to use the area specific technical information, advice and guidance in the ER&R Plan as a foundation, or guide, for forming their own community plans with assistance from the Auckland Emergency Management. The ER&R Plan also supports the household ‘Make a Plan’ resource, giving whānau additional information and guidance to help them get ready for a wide range of emergencies. It promotes personal confidence and empowerment as a tool for taking personal responsibility in getting ready for and responding to emergencies. It is a reference for households, businesses and communities to confidently base their own readiness activities on.

Figure 1: The hierarchy of plans

Tātaritanga me ngā tohutohu

Analysis and advice

Summary of feedback from the local board and the ER&R Plan Working Group

13. Feedback received at local board workshops included the identification of several community groups, churches and organisations to be approached in the future to discuss their interest in being a potential Community Emergency Hub. The local board also enquired about translation options for key emergency information. Further feedback suggested a full list of Civil Defence Centres and Community Emergency Hubs to be included in the front pull-out section of the plan with a map and an image of each facility (if the layout permits).

14. The ER&R Plan working group identified several community groups who provided emergency community services during the 2023 severe weather events. Community groups who did not respond on the 2023 emergency events or did not provide approval to be in this ER&R Plan have not been included. There will be opportunities for these groups to be included in the ER&R Plan through future revisions. The Senior Community Planning and Readiness Advisor will follow up with these groups to determine their interest in supporting the community in future emergency events.

15. The ER&R Working Group discussed ensuring the ER&R Plan was accessible given the diverse population of the area with easy to interpret visuals and graphics. It was also requested that the ‘Make a Plan’ template be added to the front pull-out section of the plan as this was considered an important call to action.

16. Further feedback was received on the future engagement of Auckland Emergency Management with community groups and specifically the need to support the ongoing capability and development of groups interested in running a Community Emergency Hub in the future.

17. Civil Defence Centre information has been gathered regarding current and possible future locations within the Henderson-Massey Local Board area and will be fed into the wider review of Civil Defence Centres currently underway by Auckland Emergency Management to build better emergency response capacity for the community.

Summary of community feedback

18. Auckland Emergency Management staff engaged with key community groups who have an interest in emergency readiness and response as recommended at local board workshop two. The purpose of engaging with key community groups was to seek feedback and input into the ER&R Plan to ensure the plan meets the needs of the community. The engagement process included community group presentations, opportunities for individual email feedback, and face-to-face meetings. Out of engaging with the following 24 identified groups, ten provided feedback as indicated by the asterisk below:

· Church Unlimited

· Community Waitākere*

· Glendene Community Hub*

· Henderson Valley Pony Club

· Hub West (MPHS)*

· Kelston Islamic Centre

· Le Moana West Collective

· Massey Matters*

· Massey Pony Club

· Massey RFC

· Massey YMCA

· Netball Waitākere

· Pacifica Arts Centre

· Rānui Baptist Community Care*

· Rānui Islamic Centre

· Sturges West Community House*

· Te Kawerau ā Maki*

· Te Whānau o Waipareira*

· The Trusts Arena*

· Visionwest*

· Waitākere Chinese Association

· Waitākere Ethnic Board

· Waitākere Grey Power Association

· Waitākere Indian Association

19. Feedback received from the community groups was positive, aligning well with the emergency readiness initiatives they are pursuing. Comments received included:

‘Thanks for your awesome work on this. It’s an awesome document!’

‘Thank you for sending this draft to us, it looks great, just what the Local Board needs to have and all of us in community spaces‘.

20. Manutewhau Community Hub in West Harbour requested to be added as a Community Emergency Hub which has now been reflected in the plan.

Feedback from council’s demographic panels

21. Over June and July 2024, Auckland Emergency Management presented a draft ER&R Plan to the six Auckland Council demographic panels which represent Ethnic Communities, Pacific Peoples, Youth, Seniors, Disability and Rainbow Communities. Feedback from the panels include:

· communication of the plan post-adoption

· images within the plan to be representative of Auckland’s diversity

· training opportunities for Community Emergency Hubs to be inclusive of diversity

· the plans being condensed

· provide advice for apartment dwellers

· diverse life experiences and input from one panel is also relevant to circumstances of other communities.

22. Particular attention has been given to making the ER&R Plans representative of Auckland’s diverse communities. This includes ensuring that images are inclusive and representative, that the plan is concise and accompanied by easier to read summary documents and fact sheets. Separate from the ER&R Plan, Auckland Emergency Management is developing guidance for apartment dwellers and will build inclusiveness into future Community Emergency Hub guidance documentation.

Launch strategy for the ER&R Plan

23. A two-stage launch strategy is proposed for the release of the Henderson-Massey Local Board ER&R Plan. The two stages include a ‘soft launch’ post ER&R Plan adoption at the Henderson-Massey Local Board Business Meeting and a full public launch commencing February 2025.

24. The two-stage launch strategy allows for a celebration and acknowledgement of the completion of the plan with those closely involved in its development, whilst allowing time for the printing and publication of the ER&R Plan and supporting promotional documentation, the preparation of translated and accessible versions of the documents, and the organising of any public events to support a full public launch. For further information refer to Attachment B: Local Board Emergency Readiness and Response Plan – Launch Strategy.

Update process for the ER&R Plan

25. As the ER&R Plan is a new local board and community resource, Auckland Emergency Management will conduct a first review of the ER&R Plan as part of the FY25/26 local board work programme. Whilst much of the content within the plan will remain unchanged, the initial review is a good opportunity to update any changes to contact information or identified Civil Defence Centres and/or Community Emergency Hub locations. Following this initial review, further reviews will occur on a three yearly basis (or as required) to align with the local board plan cycle.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. The ER&R Plan identifies actions that can be taken to increase individual and community readiness and resilience in the face of increased frequency and severity of weather events associated with climate change. The ER&R Plan identifies tips and activities that communities can do to reduce the risk of a climate related emergency hazard (and other non-climate hazards) or its impact.

27. Further work delivered by Auckland Emergency Management over 2025 and beyond will seek to embed the ER&R Plan by working alongside members of the Henderson-Massey Local Board and their communities to reduce risks, to be emergency ready and to respond to, and recover from, future emergency events.

28. Auckland Emergency Management’s community outreach work programme forms part of a joined-up approach with other parts of Auckland Council that collectively seek to support communities in discussions around climate change, adaptation, emergency preparedness and recovery. As such, Auckland Emergency Management is collaborating with Environmental Services, the Chief Sustainability Office, Healthy Waters and the Tāmaki Makaurau Recovery Office in particular. The intention is to ensure all departments are coordinated in their approach, understand each other’s objectives and work programmes, and to provide joined-up advice to community groups.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. The Henderson-Massey Local Board ER&R Plan has provided an opportunity to partner and collaborate with many departments across the council group.

30. Auckland Emergency Management sought input from, and has built relationships with, Local Board Services, Community Wellbeing Department (formerly Connected Communities), the Tāmaki Makaurau Recovery Office, the Assets, Engineering and Technical Advisory Department, Healthy Waters (specifically the team delivering the Blue Green Network Programme) and the Chief Sustainability Office in particular. Governance and engagement (local board teams) have provided advice and guidance through the development of the ER&R Plans.

31. Council Controlled Organisations such as Auckland Transport and Watercare Limited, are connected to this work through both the Coordinating Executive Group (CEG) and through the Lifelines Utilities Programme (representing electricity, cellular network, water and roading providers). The Lifelines Utilities Advisor has been consulted through the development of the ER&R Plans.

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

Local impacts and local board views

32. The ER&R Plan contributes to the delivery of the Henderson-Massey Local Board Plan 2023 objective ‘Resilient and low carbon communities’. The purpose of the ER&R Plan is to support local emergency readiness. The ER&R Plan has been developed to provide information for people living and working in the local area on how to get ready for, and respond to, an emergency.

33. The development of the ER&R Plan was carried out in collaboration with the local board over the course of 2024 as outlined in paragraph nine. Throughout the development of the ER&R Plan, the views of the local board were sought and the feedback received was used to shape and inform the plan’s development. Auckland Emergency Management staff also engaged with key community groups who have an interest in emergency readiness and response. The purpose of engaging with key community groups was to seek feedback and input into the ER&R Plan to ensure the plan meets the needs of the local community. Paragraphs 13 through 22 of this report summarise the feedback received and outlines how this feedback was used to shape the plan.

34. Following the adoption and publication of the plan, community groups will be able to use the area specific technical information, advice and guidance in the ER&R Plan as a foundation or guide for forming their own community plans. The ER&R Plan also supports the household ‘Make a Plan’ resource, giving whānau additional information and guidance to help them get ready for a wide range of emergencies. It promotes personal confidence and empowerment as a tool for taking personal responsibility in getting ready for and responding to emergencies. It is a reference for households, businesses and communities to confidently base their own readiness activities on.

35. The ER&R Plan provides key emergency contact information that local board members can pass on to their communities. The ER&R Plan clarifies roles and responsibilities through reduction, readiness, response and recovery. Cross boundary issues have been considered, with the maps incorporated within the plan showing hazards, Civil Defence Centres and Community Emergency Hubs both within the local board area/rohe and those areas immediately adjacent.

36. Over 2025, Auckland Emergency Management will embed key concepts of the ER&R Plan through community outreach activities. Local board members have an important role in promoting the ER&R Plan and the information it includes by referencing and promoting the ER&R Plan at community events and other community engagements that they attend throughout the year.

Tauākī whakaaweawe Māori

Māori impact statement

37. The impacts on Māori from disasters can be significant and there are real strengths in integrating kaupapa Māori, mātauranga Māori and tikanga Māori into resilience building for disasters. Auckland Emergency Management are committed to honouring Te Tiriti o Waitangi by ensuring the views and knowledge of Iwi and Māori are reflected.

38. During the North Island severe weather events of 2023, 13 marae were actively involved in the response, feeding, sheltering and comforting people who had been displaced by the event. Of those 13, eight have already become part of Auckland Emergency Management’s Whakaoranga Marae Whakaoranga Whānau Programme, which supports marae emergency readiness. These marae are listed in the ER&R Plans as places where people can turn to for support in an emergency, along with other marae who have indicated they have the resource to offer similar support in the future. Auckland Emergency Management understand that not all marae have the resources available to support the wider community in an emergency response and have only identified those who have confirmed they are able to respond and support others.

39. Auckland Emergency Management, through the Principal Iwi/ Māori Resilience Advisor, will continue to work with marae, mana whenua and mataawaka to support marae and iwi in their emergency readiness activities, with support from the Ngā Mātārae and Resilience and Infrastructure Directorate Māori Outcomes Lead. Should additional marae confirm that they are in a position to support the wider communities and wish to be included in the ER&R Plan, Auckland Emergency Management will ensure that they are included in future iterations and updates to the ER&R Plan.

Ngā ritenga ā-pūtea

Financial implications

40. The activities associated with delivering and launching the ER&R Plans and the community emergency readiness programme are funded through the Auckland Emergency Management operating budget and/or are resourced internally. This includes the printing of the ER&R Plans, the printing and translation of supporting summary documentation, the preparation of proactive media articles, social media campaigns and provision of documentation to key community information points such as the Auckland Council libraries, Citizen Advice Bureau(s), Neighbourhood Support and others. For further information refer to Attachment B.

41. Further work to embed the key messaging associated with the ER&R Plans will be funded through Auckland Emergency Management operating budget and/or are resourced internally. Continuing work to identify and support community groups who have an interest in establishing future Community Emergency Hubs will be funded through the Auckland Council Local Preparedness Storm Fund in addition to internal resourcing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. Key risks to the implementation of the Henderson-Massey Local Board ER&R Plan include:

· A delay in adopting the ER&R Plan, or non-adoption: The ER&R Plan contains critical emergency information which people feel they do not have access to through other means. Delay in, or not adopting the ER&R Plan will mean that this local board area will not be able to succinctly provide this information to residents. The ER&R Plan is a foundation document that will underpin community emergency readiness discussions, activities and support over 2025. A delay in adopting the ER&R Plan, or non-adoption, would negatively impact the delivery of this planned community engagement and readiness programme. The opportunity to refresh Civil Defence Centres, Community Emergency Hub or marae locations in a year’s time mitigates needing to hold back the plan’s adoption for additional locations to be included.

· Response risk: Should the Emergency Coordination Centre be activated, all day-to-day work to publish, launch and embed the ER&R Plan will be temporarily put on hold to enable kaimahi to prioritise supporting the community through the emergency response period. The recommendation is that this risk is acknowledged, noting work would recommence as soon as Auckland Emergency Management’s response personnel are stood down.

· Embedding the ER&R Plans: The ability to support community groups with readiness activities using the ER&R Plan is constrained by the internal resourcing of Auckland Emergency Management. To mitigate this risk, Auckland Emergency Management is seeking to partner with departments across Auckland Council and other agencies (such as Fire and Emergency New Zealand, and Neighbourhood Support) to increase reach. Auckland Emergency Management is also seeking to fund community facilitators to run workshops and training programmes for marae and community groups to increase capacity and reach.

Ngā koringa ā-muri

Next steps

43. Auckland Emergency Management will progress the publication of the Henderson-Massey Local Board ER&R Plan and commence communication and launch activities as outlined in this report. This includes a ‘soft launch’ following the adoption of the ER&R Plan and a full public launch over February and March 2025.

44. Over 2025, Auckland Emergency Management will seek to embed key concepts of the ER&R Plan through community outreach activities. Auckland Emergency Management will refocus efforts to support interested community groups in community emergency planning activities. For community groups wishing to stand-up a Community Emergency Hub, facilitated workshops will be available over 2025 which seek to empower groups to support their networks during an emergency. Community groups who do not want to become a Community Emergency Hub will also be supported with resources to help their members get ready for an emergency, together with presentations, and the promotion of key readiness messaging at events.

45. Local board members have an important role in promoting the ER&R Plan and the information it includes by referencing and promoting the ER&R Plan at community events and other community engagements that they attend throughout the year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Henderson-Massey Local Board Emergency Readiness and Response Plan	35
b ⇩	Launch Strategy for the Local Board Emergency Readiness and Response Plan	67

Ngā kaihaina

Signatories

Authors

Bex Ah Fook - Relationship Manager Community and Social Innovation

Authorisers

Adam Maggs - General Manager Auckland Emergency Management

Parul Sood - Deputy Director Resilience and Infrastructure

Adam Milina - Local Area Manager

Henderson-Massey Local Board

03 December 2024

Auckland Transport Kōkiri / Local Board Transport Agreement Quarterly Update - Henderson-Massey 2024

File No.: CP2024/18457

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 Henderson-Massey Local Board:

a) whiwhi / receive the December 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 through 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 16 July 2024 business meeting. This report provides a 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 the 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 March 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A – Schedule of Kōkiri Agreement updates	73
b ⇩	Attachment B – Road maintenance activities	79

Ngā kaihaina

Signatories

Authors

Owena Schuster - Elected Members Relationship Partner

John Gillespie - Head Stakeholder and Community Engagement

Authorisers

Adam Milina - Local Area Manager

Henderson-Massey Local Board

03 December 2024

Proposed new licence to occupy and landowner approval to Te Waipuna Puawai Mercy Oasis Limited at Te Rangi Hiroa/ Birdwood Winery Estate Reserve, 99 Glen Road, Rānui

File No.: CP2024/17929

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Henderson-Massey Local Board to grant a new licence to occupy and landowner approval to Te Waipuna Puawai Mercy Oasis Limited for Te Rangi Hiroa/ Birdwood Winery Estate Reserve located at 99 Glen Road, Rānui.

Whakarāpopototanga matua

Executive summary

2. Te Ukaipo Mercy Initiatives for Rangatahi Limited has a licence to occupy with Auckland Council from 1 July 2019 for a term of five years to 30 June 2024. The licence to occupy provides for a right of renewal for a further term of five years from 1 July 2024 to 30 June 2029.

3. Te Ukaipo Mercy Initiatives for Rangatahi Limited was merged with a sister organisation and rebranded to Te Waipuna Puawai Mercy Oasis Limited in early 2023.

4. Te Ukaipo Mercy Initiatives for Rangatahi Limited has surrendered the licence to occupy in order for Te Waipuna Puawai Mercy Oasis Limited to continue the work at the site and seek a new licence to occupy.

5. Te Waipuna Puawai Mercy Oasis Limited (group) seeks a new licence to occupy to commence occupation and operation from council-owned land at Te Rangi Hiroa/ Birdwood Winery Estate Reserve, 99 Glen Road, Rānui.

6. The licence to occupy was identified and approved by the Henderson-Massey Local Board as part of its Customer and Community Services: Community Leases Work Programme 2024-2025 at their 18 June 2024 local board meeting (resolution number HM/2024/74).

7. The group aims to ensure the stream restoration, pā harakeke, and proposed māra kai (food garden) as an integrated learning experience for the community, tamariki and rangatahi. The group currently provides environmental programmes that include tree planting, stream restoration, rongoa (native medicinal plants) education, and information about the pā harakeke and the importance of flax and its uses. These activities align with / support the Henderson-Massey Local Board Plan 2023:

· Our Places - Places and services meet diverse community needs.

8. The group has provided all required information including financials, showing that it has sufficient funds and that it is being managed appropriately. The group has all the necessary insurance cover, including public liability insurance, in place.

9. The proposed new licence to occupy to the Te Waipuna Puawai Mercy Oasis Limited for the land at Te Rangi Hiroa/ Birdwood Winery Estate Reserve was publicly notified. The notification appeared in the Western Leader newspaper on 10 October 2024 and the Auckland Council website with a submission deadline for 9 November 2024. No feedback has been received.

10. Iwi engagement is required and took place in October 2024 and no feedback has been received.

11. Staff engaged with internal stakeholders and other tenants on the reserve regarding the proposed licence. They are all supportive of the proposed new licence.

12. The group is seeking landowner approval to develop the māra kai (food garden). The māra kai will include raised garden beds, fruit trees, tool shed, composting facility and water tank.

13. This report recommends that a new licence to occupy and landowner approval be granted to Te Waipuna Puawai Mercy Oasis Limited for a term of five years commencing from
1 January 2025 with one five year right of renewal.

14. If the local board decides to grant the licence to occupy, staff will work with the lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whakaae / grant a new licence to occupy to Te Waipuna Puawai Mercy Oasis Limited for an area comprising approximately 4462m² located at Te Rangi Hiroa/ Birdwood Winery Estate Reserve, 99 Glen Road, Rānui on the land legally described as Section 2 SO 477190 of Lot 2 DP 50606 (as per Attachment A – Site plan) subject to the following terms and conditions:

i) term – five years, commencing 1 January 2025, with one five years right of renewal

ii) rent – $1,300.00 plus GST per annum

iii) Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment B – Community Outcomes Plan)

iv) all other terms and conditions in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023), and the Auckland Council standard form community lease agreement for a new licence to occupy to the Te Waipuna Puawai Mercy Oasis Limited for an area comprising approximately 4462m² located at 99 Glen Road, Rānui.

b) tuhi ā-taipitopito / note that public notification and iwi engagement for Auckland Council’s intention to grant a new licence to occupy to Te Waipuna Puawai Mercy Oasis Limited located at 99 Glen Road, Rānui has been undertaken in October 2024.

c) tuhi ā-taipitopito / note that no objections to the notified proposal of the new licence to occupy to the Te Waipuna Puawai Mercy Oasis Limited at 99 Glen Road, Rānui were received.

d) whakaae / grant landowner approval to Te Waipuna Puawai Mercy Oasis Limited to enable the upgrade of the community garden at 99 Glen Road, Rānui.

Horopaki

Context

15. Local boards have the allocated authority relating to local recreation, sport and community facilities, including community leasing matters.

16. The Henderson-Massey Local Board approved the Customer and Community Services: Community Leases Work Programme 2024-2025 at their local board meeting on 18 June 2024 (resolution number HM/2024/74).

17. The new licence to occupy was part of the approved work programme. This report considers the new licence to occupy as approved on the work programme.

Land, building/s and lease

18. Te Rangi Hiroa/ Birdwood Winery Estate Reserve is located at 99 Glen Road, Rānui (refer to Attachment A - Site Plan. The land is legally described as Section 2 SO 477190 of Lot 2 DP 50606 classified as a recreation reserve under the Reserves Act 1977.

19. Te Waipuna Puawai Mercy Oasis Limited (the group) is registered on the Charities Register since June 2008.

20. For a group owned community garden, all operational and maintenance costs are borne by the lessee.

21. The land is primarily used by the group to provide pā harakeke (flax seed) gardens to the community.

22. The group intends to extend the pā harakeke site into a māra kai (food garden) to further develop the education experience as well as enhance volunteering and gardening skills development opportunities and generate food for the group’s community food parcel distribution.

23. These programmes provide environmental programmes that include tree planting, stream restoration, rongoa (native medicinal plants) education, and information about the pā harakeke and the importance of flax and its uses. They will also be adding community water quality monitoring back into their programming. Adding the māra kai to the site will further develop the education experience as well as enhance volunteering and gardening skills development opportunities.

Te Waipuna Puawai Mercy Oasis Limited

24. The group was established in 1999 and its primary purpose / objective is to provide education and self-development programmes and family support services, play an active role and foster well-being for people, families, and the community.

25. The group has included relevant information to include 520 volunteers’ hours of community work and has six full time paid staff and two part-time paid staff, open to the public seven days a week. The group has mentioned that while it has taken over four years to get the pā harakeke site up and running, the group has been working with the twin stream project. The proposed expansion under the licence for the community garden will be developed faster as funding has been secured for the māra kai.

26. The proposed māra kai garden is proposed to be developed in stages, with the initial stage one development of raised garden beds and herb gardens. The garden beds will be made from railway sleepers and filled with topsoil. The initial stage is expected to take four weeks to complete.

27. Later stages of development include the planting of fruit trees, installation of composting facilities, a tool, and a 10,000-litre water tank. The group is investigating using water from the darts club building which will require underground plumbing from the building to the tank.

28. Other than during the initial development of the site, the site will not be fenced.

29. The applicant will be responsible for the maintenance of the entire area.

Figure 1. Proposed layout of the māra kai and pā harakeke with structures moved from the flood plain.

Tātaritanga me ngā tohutohu

Analysis and advice

Assessment of the application

30. For newly established community groups, the recommended licence to occupy term is one year, with a further one year right of renewal. However, the local board has the discretion to vary the length of the term to five years, with a further five years right of renewal.

31. Staff recommend that the group be granted a term of five years, with one five year right of renewal based on the following considerations:

a) The group has been considered for a term of five years due to continuance of the existing activity and further development of the māra kai.

b) The group has submitted a comprehensive application supporting the new licence request. They have appropriate insurance cover in place, including public liability insurance.

c) The group can demonstrate its ability to deliver on local board outcomes to the community. The group provides a valuable service to the community by providing services and programmes for increasing participation in active recreation.

d) The land has the current pā harakeke (flax seed) gardens and limited amenities and therefore would only suit a community garden group.

e) Staff have completed a review of the community occupation interest register for the Henderson area and have found no other groups with a registered interest for community gardens in this area. There have been no other community groups with an interest for this land at Te Rangi Hiroa/ Birdwood Winery Estate Reserve.

f) No other concerns were raised by other staff for the group to be granted a new licence to occupy.

g) The group has complied with the terms of the licence to occupy in respect to the current pā harakeke (flax seed) gardens.

32. The area proposed for the licence to occupy to Te Waipuna Puawai Mercy Oasis Limited consists of approximately 4462m²and is outlined in Attachment A Site Plan.

33. The group has been operating from Te Rangi Hiroa/ Birdwood Winery Estate Reserve since 2019. A site visit has been undertaken by staff and the pā harakeke site appears to be well maintained.

34. The group provides a valuable service to the local community by providing community education and projects, contribute to the upkeep and maintenance of the twin streams project, and provide kai hub and food support for the local community.

35. A community outcomes plan has been negotiated with Te Waipuna Puawai Mercy Oasis Limited to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment B.

36. Auckland Council’s Community Occupancy Guidelines 2012 (updated July 2023) sets out the requirements for community occupancy agreements and will be included as part of the lease agreement if approved by the local board.

37. Staff recommend that a new licence to occupy and landowner approval be granted to Te Waipuna Puawai Mercy Oasis Limited for a term of five years commencing 1 January 2025, with one five years right of renewal.

Landowner approval application

38. The area proposed for the māra kai is an open grassed area of approximately 4462m² that can be used for passive recreation. The area sits between Glen Road, the Birdwood old winery building carpark and the stream.

39. The site was previously used as an orchard between the 1940s through to the 1960s so there is the possibility that contaminants may be present. The scale of food production is low and will be within raised garden beds which will mitigate the potential exposure through produce consumption. If the applicant was to plant gardens within the existing soil, it is recommended that they undertake soil investigations to check for contamination prior to any digging.

40. The access between the darts club building and the proposed water tank is one of the main entry points for the BMX club. Staff have requested that the tank be more aesthetically pleasing. The proposed tank is an army green colour, so will blend in with the surrounding trees, however the applicant has said that they could plant around the tank with Harakeke or wrap the tank with artwork.

41. There are no other overlays, development restrictions or sites of significance to Māori that would be affected by this proposal.

Figure 2. Photo of the proposed māra kai with existing pā harakeke

Alternative locations

42. The group has looked at other locations within the area, but it was considered that the proposed location would be the most suitable as it surrounds the applicant’s recent licence to occupy area and it is not in a high-use area of the reserve.

43. The applicant looked at the ‘nursery’ site within the reserve, but this was considered to have issues with contamination and would require large amounts of soil to be removed. One other group is also investigating using the nursery site for a community nursery operation

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. It is anticipated that activation of the park will not result in an increase of greenhouse gas emissions.

45. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:

· use sustainable waste, energy, and water efficiency systems

· use eco labelled products and services

· seek opportunities to reduce greenhouse gas emissions from lease-related activities.

46. Asset improvements and maintenance undertaken by the council will strive for maximum
re-use and recycling of existing material. This will be in alignment with the waste management hierarchy (prevention, reduction, recycle) to ensure minimum impact on greenhouse gas emission.

47. All measures taken are aimed at meeting council’s climate goals, as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

48. Climate change has a likely potential to impact the licence to occupy, as part of the leased area is located in a flood plain zone.

49. Healthy Waters have reviewed the proposal and the māra kai would be acceptable as the garden beds would not interfere with flood conveyance. The group have agreed to move all the structures outside the flood plain zone, such as the tool shed (as shown in Figure 1).

Figure 3. Aerial map showing the flood plain and flood prone areas with Te Rangi Hiroa/ Birdwood Winery Reserve

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50. The following council staff have been consulted on the proposal. No objections to the proposed māra kai have been received:

· Parks and Places Specialist, Parks and Community Facilities

· Facilities Manager, Parks and Community Facilities

· Manager Area Operations, Parks and Community Facilities

· Principal Contaminated Land Specialist, Engineering, Assets & Technical Advisory

· Principal – Hydraulic Modelling Projects, Healthy Waters Department.

51. The Parks and Places Specialist supports the proposal as it will activate a currently under-used area. There are other areas of open space within the wider park that can provide for casual recreation. They haves requested that steps are taken to mitigate the water tank to make it more aesthetically pleasing.

52. Operations staff requested that the applicant be responsible for all maintenance within the area.

53. The proposed new licence has no identified impact on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.

54. Overall staff are supportive of the proposed new licence to occupy and landowner approval as it will promote overall community wellbeing for the Henderson-Massey community.

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

Local impacts and local board views

55. The new licence to occupy will benefit the community by enabling initiatives that promote community education and projects, contribute to the upkeep and maintenance of the twin streams project, and provide kai hub and food support for the local board area and its surrounding communities.

56. The assessment of the application was discussed with the local board at their workshop on 24 September 2024. The local board indicated its in principle support of the new licence to occupy and landowner approval.

57. The delivered activities align and support the Henderson-Massey Local Board Plan 2023:

· Our Places - Places and services meet diverse community needs.

58. The proposal aligns with the objectives and policies of the Te Rangi Hiroa/ Birdwood Winery Estate Reserve Management Plan (2002), in particular:

Relevant objectives	Relevant Policies (in support)	Relevant Policies (against)
Objective 2. To increase the use and enjoyment of the reserves by the local and Citywide communities and to maximise the opportunities for appropriate, sustainable and high-quality recreational activities while respecting the open space and natural values of the reserves.	Policy 2.2 To improve the use, range and quality of facilities for recreation offered in the reserves. Policy 2.5 To increase the range of opportunities for recreational use by teenagers and young people. Policy 2.6 To provide for the active recreation requirements of the city, with particular consideration given to the needs of marginalized groups. Policy 2.7 – To provide for a variety of recreational pursuits while respecting the needs and values of all users. Policy 2.11 To encourage the development and use of the reserves, and Birdwood Winery Estate in particular, as site for appropriate cultural celebrations and events.	Policy 2.4 To ensure that high quality, open space areas are set aside for casual recreation
Objective 4. To recognise, protect and, as appropriate, promote the Māori cultural and historical values of the Reserves and their wider catchment, and to work in partnership with Iwi on the management of issues of significance on the reserves.	Policy 4.1.2 To provide for traditional use of native flora by local Māori groups.
Objective 5. To increase opportunities for people to enjoy nature and to understand and observe the natural processes and systems occurring on the reserves.	Policy 5.3 To maximise environmental educational opportunities within the reserves
Objective 8. To ensure the reserves are managed in terms of their reserve classifications for the enjoyment and use of the local and regional community, now and in the future.	Policy 8.7 To use the control of lease agreements to ensure the most effective and equitable use of the Te Rangi Hiroa/ Birdwood Winery Estate Reserves

59. The proposal will not negatively impact the Te Rangi Hiroa/ Birdwood Winery Reserve Development Plan (2012). The development plan shows the proposed mara kai area is in an open grassed area. The proposal will activate a currently under-used area and increase activity of the park which is a key outcome of the development Plan. There are other areas of open space within the wider park that can provide for casual recreation.

Figure 4. Image of the Te Rangi Hiroa Birdwood Reserve Development Plan (2012)

Stakeholder engagement

60. The Waitākere BMX Club (club) have no objections to the area being used for the proposed māra kai (food garden).

61. The club had previously used the area for carparking but has ceased as the area became too wet and soft.

62. The club had raised concerns that occupancy of additional groups might limit parking. However, the group had responded that most works carried out at the site will be done during school hours when quieter and that public transport, walking and cycling would be encouraged. The group endeavours to connect with other tenants during major events to accommodate one another.

Tauākī whakaaweawe Māori

Māori impact statement

63. Iwi engagement about the council’s intention to grant a new licence to occupy for Te Rangi Hiroa/ Birdwood Winery Estate Reserve, 99 Glen Road, Rānui was undertaken in October 2024 with six iwi groups identified as having an interest in land in the local board area. The engagement involved:

· an email to all iwi identified as having an interest in the area and containing detailed information on the land, the lessee, the lease proposal as per Section 4 of the Conservation Act 1987.

64. No objections or requests for hui or kaitiaki site visit received from the iwi and mana whenua groups who responded.

65. The lessee has agreed, via a community outcomes plan, to deliver Māori Outcomes that reflect their local community as per Attachment B of this report. The lease will benefit Māori and the wider community through Māori education and well-being.

66. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context.

67. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2024-2034, the Unitary Plan (operative in part), individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

68. Community leasing aims to increase Māori wellbeing through targeted support for Māori community development projects.

69. Community leases support a wide range of activities and groups. Leases are awarded based on an understanding of local needs, interests, and priorities. The activities and services provided by leaseholders create benefits for many local communities, including Māori.

Ngā ritenga ā-pūtea

Financial implications

70. On 8 June 2023, the 2023/2024 Annual Budget was approved by the Governing Body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1 per annum to $1,300 plus GST per annum effective from 1 July 2023.

71. If the local board chooses to retain the level of rent at $1, there will be no requirement for the local board to top up the community lease revenue budget. However, the local board will not have the benefit of the additional revenue of $1299 per annum over the initial term of the lease. The level of rent can be reviewed on renewal of the lease and on the expiry date of the lease.

72. Ongoing maintenance of the asset will be covered by the lessee.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

73. Should the local board resolve not to grant the new licence and landowner approval to Te Waipuna Puawai Mercy Oasis Limited at Te Rangi Hiroa/ Birdwood Winery Estate Reserve, 99 Glen Road, Rānui, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome/s.

74. The new licence to occupy and landowner approval affords the groups security of tenure, enabling them to attend to the scheduled maintenance of the ground. Should the ground remain unoccupied, there is a risk associated with the lack of maintenance and possible improvements. Council will be liable for the asset/s regardless of whether budget is allocated to or identified for renewals. The renewal of the ground lease will also not appear in the annual work programme.

Ngā koringa ā-muri

Next steps

75. If the local board resolves to grant a new licence to occupy and landowner approval, staff will work with Te Waipuna Puawai Mercy Oasis Limited to finalise a lease agreement in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Plan	95
b ⇩	Community Outcomes Plan	97

Ngā kaihaina

Signatories

Authors

Malinda Naidoo - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Adam Milina - Local Area Manager

Henderson-Massey Local Board

03 December 2024

Proposed policy refresh: Business Improvement District (BID) Policy (2022)

File No.: CP2024/17758

Te take mō te pūrongo

Purpose of the report

1. To seek feedback on proposed changes to the Business Improvement District (BID) Policy (2022) (Kaupapa Here ā-Rohe Whakapiki Pakihi).

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Business Improvement District (BID) programme team oversees the BID programmes ongoing development accountability and governance. The refresh process will not include a review of these roles or resources.

3. BID programmes provide sustainable funding to business associations by applying a targeted rate to business rated properties within a defined geographical area and granting these funds to the relevant business association.

4. BID-operating business associations sign a three-year targeted rate grant agreement which requires compliance with the Auckland Council Business Improvement District (2022) Policy (Kaupapa Here ā-Rohe Whakapiki Pakihi) (the Policy) as attached as Appendix A.

5. Staff are proposing changes to the BID Policy 2022 to clarify minimum requirements, including adding an issues resolution option (the ability to terminate funding agreements in cases of ongoing non-compliance where other concerns are evident), and a requirement for unallocated funds to be reported in the annual report for transparency. Additionally, the deadline for annual accountability reporting will shift from 10 March to 1 December. Other minor changes are also proposed. A summary of proposed changes as part of the policy refresh are attached as Appendix B.

6. Key stakeholders including local boards, BID-operating business associations and relevant council departments will be engaged in the process with feedback sought by 28 February 2025.

7. The updated policy is scheduled for submission to the Governing Body in April 2025 with implementation commencing on 1 July 2025.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whiwhi / receive the report and information regarding the proposed refresh of the BID Policy (2022) and agree to provide formal feedback on the changes proposed.

Horopaki

Context

Overview of the Auckland BID programme

8. BID-operating business associations are membership-based organisations independent of Auckland Council. The Auckland Council Business Improvement District (BID) Policy (2022) (Kaupapa Here ā-Rohe Whakapiki Pakihi) (the policy) sets out the framework for the governance, accountability, and management of a BID programme and targeted rate funding.

9. The policy supports the independent nature of the BID-operating business associations who are responsible for the BID programme delivery, its success, and are accountable to BID members/BID affiliates.

10. Local boards have the primary relationship with BID-operating business associations in their area:

· local boards and business associations have a vested interest in a particular place and share similar goals

· local boards have allocated decision-making responsibility for BID programme establishments, amending existing BID programmes, BID boundary changes, continuation/discontinuation, and issue resolution.

Auckland Council Business Improvement District Policy (Kaupapa Here ā-Rohe Whakapiki Pakihi)

11. The policy was last substantially reviewed and updated in 2021/2022 and approved by the Finance and Performance Committee on 26 July 2022. The policy will be approved for adoption by the Governing Body.

12. Auckland Council requires BID-operating business associations to fully comply with the policy and the three-year BID Targeted Rate Grant Agreement (Appendix A)

13. The policy describes the reason for the BID programme and sets out the process for:

· establishing, continuing/discontinuing BID programmes;

· changes to the BID programme boundary area/map;

· changes to the BID targeted rating mechanism;

· issue resolution;

· key stakeholder roles and responsibilities.

14. The policy sets out the engagement and reporting requirements for BID-operating business associations to ensure all BID members/BID affiliates have access to the relevant BID programme information. BID-operating business associations must use their Annual General Meeting (AGM) process to obtain formal member approval for the BID programme delivery, budget and to confirm their BID targeted rate grant amount for the following financial year.

15. The three-year BID Targeted Rate Grant Agreement sets out the conditions of the BID targeted rate grant funding and the relationship between Auckland Council and a BID-operating business association.

16. There are currently 51 BID programmes within the region.

BID Targeted Rate

17. BID programmes are supported by a BID targeted rate grant providing sustainable funding to BID-operating business associations. A BID targeted rate is applied to business rated properties within a defined geographic area. The rates collected are then provided to the relevant BID-operating business association via an annual grant.

18. The amount of BID targeted rate grant is decided each year at the BID-operating business associations annual general meeting (AGM) as part of the income and expenditure budget for the following financial year.

19. BID targeted rates are set according to the procedure defined in the Local Government (Rating) Act 2002, Section 23.

Local Board role with BID programmes

20. The policy recognises local board decision-making responsibilities in relation to:

· approval of the establishment of a new BID programme and boundary area

· approval of any changes to or amendments to an existing BID programme boundary area

· annually recommending BID programme targeted rate grant amounts to the Governing Body

· recommending to the Governing Body proposed changes to a BID targeted rating mechanism.

21. The BID Policy (2022) is an effective document and includes the provision for local boards to receive an annual BID compliance and accountability report (in May each year). The report provides the local board with information on any issues that may be impacting on the BID programme or BID-operating business association.

22. The May 2024 BID annual compliance report presented to local boards with BID programmes highlighted:

· compliance with the 10 March 2024 due date for accountability reporting was lower than previous years.

· fifty-one per cent (26) of BIDs successfully completed their annual accountability reporting by the due date of 10 March 2024

· forty-one per cent (21) were notified of missing information or documents and received an extension

· four BIDs failed to meet BID Policy Requirement 11 and did not complete annual accountability reporting.

23. These situations are of concern and undermines the BID Policy and the relationship between the organisations and Auckland Council. The BID-operating business associations that receive an allocation of public funds (BID targeted rate grants) should as a minimum reach the BID policy requirements.

24. Of the four BIDs that failed to meet the policy requirement 11, Hunters Corner and Māngere East Village BID were situations of continued non-compliance with the policy over multiple years.

Hunters Corner BID

25. For two years, the BID Team and the local board, dealt with a complex governance and management situation within the Hunters Corner BID involving:

· non-compliance with the BID Policy

· missing financial reporting and association financial records

· accumulating liabilities

· unauthorised changes to bank signatories

· absence of accountability reporting for grant funds received by the BID from local board and a CCO, over several years

· ineffective governance and management processes.

26. Whilst the existing policy issue resolution (section five) could have responded to these situations individually, the issues were long-term, undisclosed, and had no visibility due to governance practices within the business associations committee at the time. Once understood, these factors culminated in the need for effective and immediate decision making by Auckland Council.

27. The situation had moved beyond mere non-compliance with the BID Policy into actions that council deemed a significant risk to the funding and the associations obligations under the three-year BID Targeted Rate Grant funding agreement.

Māngere East Village BID

28. For the past 18 months, staff and the local board have been working through governance and management issues with this BID which has included continued non-compliance with the policy. The BID has also failed to undertake governance processes as set out in their constitution.

29. The outcome of this situation has been the delay of targeted rate payments to the BID due to the concern that BID rate payers (BID affiliates) are receiving no value from the BID programme. The executive committee of Māngere East Village BID has taken no actions to regain compliance with the BID Policy.

30. The local board has been involved in the process and has instructed staff, under resolution, to work with the association towards BID discontinuation from June 2025.

Broadening the definition of an “issue” to include other factors

31. The combination of circumstances in both the examples above have contributed to the need to refresh and add clarity to the issue resolution options in the ‘issues’ section of the policy (Section 5). The existing BID Targeted Rate Grant Agreement document allows for the option for council to not set the target rate and terminate the funding agreement.

32. The situations above (Hunters Corner BID and Mangere East BID) were more nuanced than purely non-compliance with the BID Policy. These situations were identified as:

· a failure to communicate relating to the non-compliance.

· debt accumulation with no actions towards reduction.

· disharmony within a business community.

33. The Introduction of the BID Policy (2022) notes that executive committees “must operate with the principles of trust, respect and democracy, and values of transparency and accountability, and good faith” (pg. 6). The lack of these factors is sometimes difficult to prove but their absence will have an impact on the reputation of a BID programme.

34. The purpose of the additional issue resolution option is to be able to consider factors other than non-compliance.

35. Feedback from local boards is particularly welcomed regarding what other circumstances could undermine the integrity of a BID programme and use of targeted rate.

36. The current policy notes that where an issue is identified, council will work with the BID to achieve compliance. Council staff will communicate with local boards when an issue is identified. This approach will remain unchanged.

37. The proposed new option for issue resolution aligns with current wording in the three-year grant agreement under the section ‘Termination”. The proposed policy wording would allow council to ‘Stop/ End’ (terminate) the three-year BID Targeted Rate Grant Agreement and/or not set the BID targeted rate for subsequent years.

38. The business association would no longer be considered as operating a BID programme under the policy.

39. The proposed additional resolution option should not be of any concern to BID programmes that are compliant with the policy and do not have other act or thing that council deems a significant risk to the associations funding or the associations obligations under this agreement.

BID Policy refresh

40. Communication about the refresh of the current policy began in October 2024 to all stakeholders involved in the management and operation of BID programmes across Tāmaki Makaurau. Stakeholders include all local boards, both BID-operating and non-BID business associations, council departments and interested parties.

41. This report is part of that process and seeks feedback from each local board. A summary of proposed changes to the BID Policy 2022 is attached as Appendix B. Although the refresh focuses on specific areas of the policy, feedback on any section of the policy is welcome.

42. The feedback period is open until 28 February 2025.

43. If approved by the Governing Body in April 2025, the 2025 BID Policy will become operational from 1 July 2025.

44. There are no expected additional financial costs associated with undertaking this refresh.

Tātaritanga me ngā tohutohu

Analysis and advice

Rationale for the refresh

45. The refresh process is based on observations and feedback from working with the policy (2022), annual compliance requirements reporting, and as noted, complex governance and management issues.

46. The aim of the refresh is to:

a) add in more content and clarification to sections of the policy regarding the minimum requirements, including the sections relating to establishments and expansion projects.

b) For clarity purposes, to strengthen parts of the policy (and appendix documents) relating to issue resolution (section five).

Summary of proposed changes suggested for BID Policy (2025) and appendix documents

47. The key proposed changes proposed for BID Policy (2025) are set out in Table 1.

Table 1 - Key changes made to the BID Policy (2025) and appendix documents

Change from 2022 BID Policy	Description	Note	2022 section, Requirement
New Wording Proposed
Section 5 Issue resolution.	Clarifying what would be deemed an ‘issue’ in addition to non-compliance with the policy.	New wording for an additional option to strengthen this section. These changes should be of no concern to the majority of BIDs compliant with the policy.	Section 5 Requirement 22
	New wording added to: Requirement 22 ‘… or if Auckland Council becomes aware of any act or thing that is a significant risk to the funding or the obligations under the Three-year BID Targeted Rate Grant Agreement’.	Adding the ability for Auckland Council to act in situations where not only non-compliance with the policy is clear, but where there is a potential for serious risk to BID programme funding and the business associations obligations. Examples could include: · a failure to communicate relating to a non-compliance. · debt accumulation with no actions towards reduction. · disharmony within a business community. · a society not prepared to work with Auckland Council.
	‘Stop and End’ (terminate) the three- year target rate agreement and/ or not set the target rate for subsequent years.	‘Last case’ option for BIDs that are non-compliance and/ or with significant risk to the funding or the obligations under the Three-year BID Targeted Rate Grant Agreement.
New Section 2.6.3	Accumulated BID targeted rate grant/unspent BID targeted rate grant	To provide more clarity and transparency within the BID Treasurer report presented at the BID AGM. Treasurers report to include information on any BID targeted rate grant accumulated or unspent.	Added to Section 2.6
2.7	BID grant used to guarantee, secure, or repay borrowed or raised money. New wording to align with the Three-year BID Targeted Rate Grant Agreement.	Aligning the policy and the Three-year BID Targeted Rate Grant Agreement regarding the use of BID grant to guarantee, secure or repay borrowed or raised money.	Added to Section 2.6, and aligning with Requirement 6
Section 3, Table One	Updated tables - BID programme annual accountability reporting.	Table format updated, new headings and numbering. New wording to provide a better understanding of the minimum requirements and transparency of information reported.	Section 3
	New deadline for annual accountability reports to be with council	Change date of annual accountability reporting from 10 March to the earlier date of 1 December. BIDs can complete post AGM reporting within a shorter period. Enables better alignment between a) council confirmation of compliance with policy and b) council annual draft budget/10year plan engagement process.
4.1.2 and Requirement 14	Audit review option removed	Advice sought from Risk and Assurance Team recommended that all BIDs be required to undertake an annual full audit.	Section 4.1.2 and Requirement 14
Minor changes – to accommodate administration changes and updates, additional wording to provide clarification to support a better understanding of the requirements of the policy.
Various places in the policy		Updating references to the date of the Incorporated Societies Act 2022
	Removal of council website references	Information has been updated or is longer relevant.
	New wording or updated wording	Wording and sentence structure tidied up and align throughout the policy and appendix documents.
Section 3, Table One	Treasurer’s written report	Information transferred from Appendix D and amalgamated into Table One.	Section 3, Table One
4.1.2	Governance practices	New item due to changes within the Incorporated Societies Act 2022. New wording sets the notice requirements for AGM as a minimum of 14 days’ notice and SGM as a minimum of 21 days’ notice.	Section 4.1.2 and aligning with Requirement 13
Section 6	Table Three – BID ballot processes New Table Four – BID ballot process and mandate	Table Three captures information for the Eligible BID Voter list. New Table Four captures BID ballot process and mandate. Table format updated, wording added to tidy sentence structure and understanding of the processes associated with BID ballots.	Section 6.4, Table Three and new Table Four
Appendix A	Tidied up wording	To align with the policy
Appendix B	Tidied up wording	Tidied up form layout and sentence structure, wording and added in numbering
Appendix C	Tidied up wording
Appendix D	Removed	Information transferred and merged into Section 3, Table One
New Appendix D	Summary of policy requirements	Updated to align with policy
Appendix E	Abbreviation and definitions	Updated to align with policy

48. A detailed summary of the proposed changes to the policy and appendix documents is set out in Appendix B.

Draft BID Policy (2025) and appendix documents

49. The draft BID Policy (2025) and appendix documents will be presented to the Governing Body at the April 2025 meeting.

50. Once approved, BID Policy (2025), the appendix documents and changes document will be made available on the BID Auckland Council website www.bid.aucklandcouncil.govt.nz

Tauākī whakaaweawe āhuarangi

Climate impact statement

51. The BID Policy (2025) focuses on the governance and accountability for BID-operating business associations. Individually the BID programme, through targeted rate-funding, can focus on advocacy and activities relating to climate factors at the request of their members.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52. Formal feedback will be sought from council teams and those who work and have an interest in the BID programme and business community space.

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

Local impacts and local board views

53. Local boards strongly contributed to the development of BID Policy (2022). The refresh process for the development of BID Policy (2025) presents an opportunity for local board feedback that can shape the content of the policy.

54. Local boards are asked to provide formal feedback on the changes proposed for BID Policy (2025). Local boards are encouraged to engage with BID-operating business associations in their local board area to help to inform this feedback process.

Tauākī whakaaweawe Māori

Māori impact statement

55. Officers are working with Auckland Council’s Ngā Mātārae Unit to ensure that the BID Policy (2025) aligns with the Auckland Council’s Kia Ora Tāmaki Makaurau performance measurement framework.

Ngā ritenga ā-pūtea

Financial implications

56. There are no financial implications for local boards under the refresh of the BID Policy (2022).

57. Targeted rates for BID-operating business associations are raised directly from business rated ratepayers and used by the business association for improvements within that rohe. The council’s financial role is to collect the BID targeted rates and pass them directly to the association every quarter.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. There are no direct financial risks to the local board or the council that could result from the refresh of the BID Policy (2022) and appendix documents.

59. The BID Policy describes the balance between the independence of the BID-operating business association, and the accountability role council has for monies collected as a public sector organisation. This balance is necessary to sustain public trust and confidence with the Auckland Council BID programme.

60. At the completion of the refresh, BID Policy (2025) and appendix documents will set out the requirements and obligations for BID-operating business associations and are intended to help minimise the potential for business associations to misuse BID targeted rate funds by requiring each BID to plan for their intended use, report on its activities to its members, to undertake and meet all requirements set out in the policy.

Ngā koringa ā-muri

Next steps

61. All BID-operating business associations and non-BID business associations will be advised of the refresh and invited to provide feedback on the changes proposed. The policy refresh, and engagement information will also be published on the council BIDs website www.bid.aucklandcouncil.govt.nz

62. Feedback from local board representatives on BID programmes is particularly valuable for policy development. Upon request, a workshop session could be organised. Appendix C details the stakeholders which the refresh will engage with.

63. Following formal feedback received from local boards, CCOs, BID-operating business associations, non-BID business associations, council departments, other external stakeholders, and those with an interest in BID programmes, the proposed BID Policy (2025) and appendix documents will be put before the Policy and Governing Body in April 2025 for approval.

64. The BID Policy (2025), if approved by the Governing Body, BID Policy (2025) would become operational on 1 July 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Business Improvement District (BID) Policy (2022)	109
b ⇩	Changes between current Business Improvement District (BID) Policy and proposed BID Policy 2025	155
c ⇩	Stakeholder Engagement Programme	161

Ngā kaihaina

Signatories

Authors

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager CCO/External Partnerships team

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Chairperson	Chris Carter
Deputy Chairperson	Dr Will Flavell
Members	Brenda Brady, JP
	Peter Chan, JP
	Dan Collins
	Oscar Kightley
	Brooke Loader
	Ingrid Papau

Authors	Laura Hopkins - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager