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.

Specifically, members are asked to identify any new interests that they have not previously disclosed and any interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of elected members of the Whau Local Board:

Member	Organisation	Position
Kay Thomas	New Lynn Citizens Advice Bureau	Volunteer
	Citizens Advice Bureau Waitākere Board	Deputy Chair
	Literacy Waitākere	Board Member
	West Auckland Heritage Conference	Committee Member
	Whau Ethnic Collective	Patron
	Whau Wildlink Network	Member
Fasitua Amosa	Equity NZ	Vice President
	Massive Theatre Company	Board Member
	Avondale Business Association	Family Member is Chair
	Silo Theatre Trust	Board Member
Ross Clow	Portage Licensing Trust	Trustee
	Te Whau Coastal Walkway Environmental Trust	Patron
	Bay Olympic Sports Club	Life Member
	Forest and Bird Society	Member
	Waitākere Ranges Protection Society	Member
	New Lynn Heritage Protection Society	Member
	Trust Community foundation Limited	Trustee
	Karekare Surf Lifesaving Club	Member
	Libraries	Family Member is Librarian
Catherine Farmer	Avondale-Waterview Historical Society	Member
	Blockhouse Bay Historical Society	Member
	Blockhouse Bay Bowls	Patron
	Forest and Bird organisation	Member
	Grey Power	Member
Sarah Paterson-Hamlin	New Zealand Down Syndrome Association	Employee
Sarah Paterson-Hamlin	Raukatauri Music Therapy Trust	Employee
Warren Piper	New Lynn RSA	Associate Member
Warren Piper	New Lynn Business Association	Member

External Organisations	Lead	Alternate
The Avondale Business Association	Kay Thomas	Ross Clow
The Blockhouse Bay Business Association	Warren Piper	Sarah Paterson-Hamlin
The New Lynn Business Association	Warren Piper	Kay Thomas
The Rosebank Business Association	Warren Piper	Fasitua Amosa
The Whau Coastal Walkway Environmental Trust	Ross Clow	Sarah Paterson-Hamlin

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Whau Local Board:

a) whakaū / confirm the minutes of its meeting, held on Wednesday, 20 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

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Whau 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: Kai West

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation on Kai West’s collective work over the past year.

Whakarāpopototanga matua

Executive summary

2. Michele Eickstaedt from Kai West will be presenting to the board on Kai West’s work supporting community food sovereignty and resilience over the past year.

3. The primary goals of the deputation are to provide an update on Kai West’s work, including their partnership with WEAVE (collective of philanthropic organisations); to share their next steps as a collective and highlight how this might support actions towards local board priorities; to request continued support, collaboration and advocacy from the board in Kai West engagements; and to request that the board consider a joined-up approach towards community food resilience and sovereignty, with Kai West potentially being the connector for shared objectives across the three Local Boards.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whiwhi / receive the presentation and thank Michele Eickstaedt for her attendance.

8.2 Deputation: Avondale Business Association

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from the Avondale Business Association on the relocation of the Avondale Spider.

Whakarāpopototanga matua

Executive summary

2. Cynthia Crosse from the Avondale Business Association will be presenting to the board on the relocation of the Avondale Spider.

3. The primary goals of the deputation are to seek approval from the board to relocate the Avondale Spider, once repaired, to Tait Park, and to seek direction on obtaining permission from the council for this.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whiwhi / receive the presentation and thank the Cynthia Crosse for her 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 (LBS 3.11.1) or Standing Order 1.9.1 (LBS 3.10.17) (revoke or alter a previous resolution) a Notice of Motion has been received from <Member Names> for consideration under item 13.

No.	Title	Page
a ⇩	Ward Councillor Kerrin Leoni's Report - October - November 2024	11

No.	Title	Page
a ⇩	Notice of Motion - Chair Kay Thomas - Ban on the private sale and use of fireworks	21

Whau Local Board

04 December 2024

Waitākere Ranges Heritage Area Deed of Acknowledgement with Te Kawerau ā Maki: Agreement in principle on key elements

File No.: CP2024/19368

Te take mō te pūrongo

Purpose of the report

1. To seek agreement in principle on the key elements of a deed of acknowledgement (Deed) with Te Kawerau ā Maki under the Waitākere Ranges Heritage Area Act 2008 (the Act), and approval to conduct public engagement on those key elements.

Whakarāpopototanga matua

Executive summary

2. The Act provides for the Crown or Auckland Council to enter into Deeds with ‘tangata whenua’ of the Waitākere Ranges Heritage Area (Heritage Area), who are specified in the Act as Te Kawerau ā Maki and Ngāti Whātua.

3. Te Kawerau ā Maki and Ngāti Whātua are each at different stages in the process to agree a Deed. It is proposed that Auckland Council proceed with agreeing in principle the key elements of a Deed for Te Kawerau ā Maki (who are furthest along the process) and continuing to engage with the Ngāti Whātua entities to ensure a coherent approach across all eventual Deeds.

4. The key objectives that Te Kawerau ā Maki want to achieve from a Deed are:

a) to participate in decision-making in relation to the Heritage Area (see section 33 of the Act in relation to council decision-making)

b) more effective implementation of the Act, including its objectives for integrated management and enhancing the values of the Heritage Area (section 8)

c) to elevate the national significance of the Heritage Area (section 7).

5. It is proposed that the key elements of the Deed involve the parties:

a) jointly developing a Heritage Area strategic plan

b) agreeing work programmes to implement the outcomes set out in the strategic plan

c) jointly monitoring the achievement of outcomes

d) implementing these above three initiatives through one of two mechanisms:

· Option 1 (recommended option): establish a joint committee with Te Kawerau ā Maki and the Crown, supported by the community. Subject to the progression of discussions with other tangata whenua, this option may need to provide for the later participation of those tangata whenua.

· Option 2: make improvements to existing structures/processes to facilitate Te Kawerau ā Maki participation.

6. It is proposed that public engagement would commence around February 2025 on the statutory requirement for a deed and the key elements of the Deed that have been agreed in principle.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whakaae / agree in principle the following key elements of a deed of acknowledgment under the Waitākere Ranges Heritage Area Act 2008 (the Act), to be entered into by Te Kawerau ā Maki, Auckland Council and the Crown (through the Department of Conservation):

i) an overarching strategic plan for the Heritage Area

ii) work programmes to achieve the outcomes set out in the strategic plan

iii) monitoring of the strategic plan outcomes, and

iv) a joint committee of council established to undertake the elements set out in recommendations a) i, ii and iii.

b) whakaae / approve staff to engage with the public, particularly key Waitākere Ranges stakeholder groups, on the key elements of the deed of acknowledgement agreed in principle under recommendation a), to inform future Auckland Council decisions on the Deed.

c) tuhi ā-taipitopito / note that discussions are continuing between Auckland Council, the Crown and Ngāti Whātua (also recognised as tangata whenua in the Act) on a deed of acknowledgement, and that the position of Ngāti Whātua to participate in the arrangements under this deed of acknowledgement will be preserved.

Horopaki

Context

7. The Act provides for the Crown or Auckland Council to enter into Deed(s) with ‘tangata whenua’ of the Waitākere Ranges Heritage Area, who are specified in the Act as Te Kawerau ā Maki and Ngāti Whātua.

8. The Deed(s) are to have two main components:

a) acknowledge the particular historical, traditional, cultural or spiritual relationships of Te Kawerau ā Maki and Ngāti Whātua with land in the Heritage Area (section 29(1)).

b) identify opportunities for Te Kawerau ā Maki to contribute to the management of that land (section 30(1)). This is the component on which this report will focus.

9. On 7 November 2024, at a confidential joint workshop, the Waitākere Ranges and Whau local boards discussed potential elements of the Deed. The same matter was discussed by the Policy & Planning Committee at a confidential workshop on 13 November.

Progress update

10. Tangata whenua are each at different stages in the process to complete a Deed:

a) Te Kawerau ā Maki presented a draft Deed to Auckland Council staff in November 2022. Staff have been working with Te Kawerau ā Maki to further understand their aspirations, explore the feasibility of the elements proposed in their draft Deed, and identify any other opportunities. Elected members have not made any decisions on the draft Deed.

b) The reference to ‘Ngāti Whātua’ in the Act encompasses different entities that were involved during the development of the Act. Ngāti Whātua Ōrākei has indicated their desire to participate, with Te Kawerau ā Maki to take a lead role. Ngā Maunga Whakahii o Kaipara Development Trust has also indicated their desire to participate. However, staff are waiting for the Trust’s governance mandate to be confirmed before progressing further in substantive discussions. Staff are continuing to follow up with Te Rūnanga o Ngāti Whātua, who have recently elected new trustees.

11. It has been 16 years since the Act (and the legislative commitment to enter into a Deed) came into force. Therefore, it is proposed that Auckland Council proceed with agreeing in principle the key elements of a Deed for Te Kawerau ā Maki, and continuing to engage with the Ngāti Whātua entities to ensure a coherent approach across all eventual Deeds.

Tātaritanga me ngā tohutohu

Analysis and advice

Key objectives sought by Kawerau ā Maki

12. The key objectives that Te Kawerau ā Maki want to achieve from a Deed are:

a) to participate in decision-making in relation to the Heritage Area (see section 33 of the Act in relation to council decision-making)

b) more effective implementation of the Act, including its objectives for integrated management and enhancing the values of the Heritage Area (section 8)

c) to elevate the national significance of the Heritage Area (section 7).

13. Section 29(5)(b) of the Act provides that the Deed(s) must identify the land to which it relates. Te Kawerau ā Maki have asked that their Deed apply to all lands within the Heritage Area that are owned in fee simple by Auckland Council or the Crown, and exclude water and private land. This scope is in accordance with section 29(4).

Key elements of a Deed with Te Kawerau ā Maki

14. Based on discussions with Te Kawerau ā Maki, it is proposed that the Deed focuses on how the parties will work together (principles, processes, quality and extent of engagement, etc) in key subject areas, rather than attempting to identify a definitive list of opportunities. This is because projects, workstreams and issues can change over time, and the Deed needs to be enduring.

15. From May to June 2024, staff took stock of the workstreams within the Heritage Area in which Te Kawerau ā Maki (and Ngāti Whātua) are currently engaged or have aspirations. Building on that stocktake, staff and Te Kawerau ā Maki have identified the key areas in which Te Kawerau ā Maki wish to contribute to decision-making in the Heritage Area:

a) Planning, monitoring and reporting — the Act requires a five-yearly monitoring report on the Heritage Area. There are various planning instruments and strategies that apply to the Heritage Area, but none that are specific to the whole Heritage Area.

b) Natural environment — the Act requires heritage features to be protected. The ecological health of the Heritage Area is currently facing threats from kauri dieback disease, climate change, fragmentation, pest plants and pest animals. In response to kauri dieback disease, Te Kawerau ā Maki, Auckland Council and the Crown have implemented various initiatives to restrict disease spread and enable safe access.

c) Maintenance and land management — the public lands and assets in the Heritage Area are managed and maintained through capital and operational work programmes, consent applications, reserve management plans, the Regional Park Management Plan, occupancy agreements, concessions, permits, etc.

d) Cultural heritage — the heritage features enshrined in the Act include the relationship of tangata whenua with the Heritage Area. The Auckland Plan 2050 recognises that a thriving Māori identity is Auckland’s point of difference in the world.

16. To focus on how these opportunities might be progressed, and as key elements to the Deed, it is proposed that Te Kawerau ā Maki, Auckland Council and the Crown could:

a) jointly develop an overarching non-statutory strategic plan for the Heritage Area. The plan would bring together all the current strategy and planning instruments that apply wholly or in part to the Heritage Area, but consider the specific circumstances of the Heritage Area (for example, the legislative objectives for management). The plan would set out the desired outcomes for the Heritage Area, guide decision-making on public lands and support integrated management in accordance with the Act.

b) agree work programmes to implement the outcomes set out in the strategic plan

c) jointly monitor the achievement of the outcomes set out in the strategic plan.

17. Two options are proposed for how to implement this approach, noting the Act is silent on the mechanism by which to enable tangata whenua participation:

a) Option 1: establish a new joint committee with Te Kawerau ā Maki and the Crown (recommended option)

b) Option 2: make improvements to existing structures/processes.

18. Staff do not consider there to be a feasible third option of maintaining the status quo, which would be to develop the strategic plan, work programmes and joint monitoring with no changes to the current way in which Auckland Council and the Crown engage with Te Kawerau ā Maki. This is because Te Kawerau ā Maki, as the other party to the Deed, will not agree to a status quo option. If the proposed approach is to be effective and set up to succeed, there must be sufficient support for the parties’ capacities and ways of working together.

Option 1: Establish joint committee with Te Kawerau ā Maki and the Department of Conservation (recommended option)

19. The Deed could establish a joint committee of council under the Local Government Act 2002 that brings together Te Kawerau ā Maki, Auckland Council and the Crown, for the purpose of achieving the three elements set out in paragraph 0. This is the preferred option of Te Kawerau ā Maki. Staff consider that this option is the most effective means to achieve the proposed Deed objectives.

Potential membership and roles of parties

20. To represent the Treaty relationship that underpins the statutory obligation for a Deed, it is proposed that the joint body would have an equal number of appointees from tangata whenua and from Auckland Council/the Crown (i.e. appointed representatives from the local board(s), Governing Body and the Department of Conservation (DOC)). Having tangata whenua, Auckland Council and the Crown together can better promote the legislative objective of integrated management across the different landowners.

21. If, due to the current readiness of other tangata whenua to participate, a joint body is established with only Te Kawerau ā Maki at this stage, the terms of reference for the joint body could provide for Ngāti Whātua to join at a later point in time.

22. The community could contribute to the joint body through, for example, attending open meetings, raising issues for consideration, providing feedback or supporting the delivery of activities. In addition, they will continue to be represented on the joint body by the appointed representatives of the local boards and the Governing Body. It is, however, anticipated that the proposed engagement with key stakeholders may result in other alternatives being put forward for community involvement.

Potential responsibilities and functions of the joint body

23. Geographically, the joint body’s mandate would be restricted to matters that either occur within the Heritage Area or have an impact on the Heritage Area.

24. The key functions for the joint body could be as described in paragraph 0: to develop an overarching strategic plan for the Heritage Area and associated work programmes, and monitor the achievement of outcomes. The following are options for potential responsibilities that could be held by the joint body, to be finalised after public engagement, further negotiations with tangata whenua and final decisions by decision-makers.:

a) Coordination — the joint body could bring together and organise the various parties and stakeholders (e.g. tangata whenua, Auckland Council, central government, community) who conduct activities in the Heritage Area. This can improve communication, increase collaboration and reduce duplication.

b) Outcomes oversight — the joint body could monitor the achievement of outcomes set out in a strategic plan, and receive reports on work across all public lands in the Heritage Area.

c) Advocacy/advisory — having an overview of all Heritage Area activities means the joint body will have the most comprehensive information with which to make recommendations to decision-makers and advocate for the interests of the Heritage Area. The joint body’s advice can also coordinate input from tangata whenua and the community, to allow for more informed decision-making.

d) Decision-making — in addition to an advisory role, and/or alternatively, the Governing Body, local boards and/or the Crown could delegate some decision-making powers on specific matters to the joint body.

Potential legal structure

25. Te Kawerau ā Maki would prefer that the joint body be established by Parliament through legislation as a statutory entity. Examples of existing statutory entities include the Tūpuna Maunga o Tāmaki Makaurau Authority and the Hauraki Gulf Forum. Te Kawerau ā Maki consider that this legal structure would give the joint body more mana (standing) due to having proposed permanent status under legislation.

26. However, and irrespective of Auckland Council decisions on this option, it is likely to be complex to progress a parliamentary amendment to the Act or to introduce a new bill to establish a statutory entity. Therefore, staff recommend that the joint body be established as a joint committee of council under the Local Government Act with another public body (being the Department of Conservation). An existing example to which Auckland Council is a party is the Kaipara Moana Remediation joint committee.

Option 2: Improve existing structures/processes

27. Alternatively, Te Kawerau ā Maki, Auckland Council and the Crown could still develop an overarching strategic plan and work programme and monitor the achievement of outcomes as described in paragraph 0 through mechanisms such as:

a) establishing a Heritage Area Coordinator role within Auckland Council and/or the Crown to have oversight of activities occurring within the Heritage Area and coordinate Te Kawerau ā Maki involvement.

b) providing funding for Te Kawerau ā Maki to establish an Auckland Council and/or Crown liaison officer, to streamline all engagements with Te Kawerau ā Maki specifically on Heritage Area matters.

28. This approach has the benefit of being easier and less resource-intensive to set up than a joint body. However, staff consider that Te Kawerau ā Maki is less likely to agree to this option because it may be less effective in achieving the objectives of the Act.

Public engagement

29. Given the community, particularly key stakeholders groups, play a valuable role in protecting and enhancing the Heritage Area, it is important that they understand and can contribute to the Deed process and the mechanisms that will arise from the Deed.

30. A draft communications plan for the Deed is being developed.

31. It is proposed that public engagement would commence around February 2025, including online materials, in-person meetings and targeted engagements with community groups that have particular interests in the Heritage Area. The purpose of the engagement would be to:

a) inform the community that tangata whenua, Auckland Council and the Crown are working together on the Deed for the benefit of the Heritage Area in accordance with our legal obligations

b) clarify what the Deed is, in accordance with the Act

c) understand the public views and preferences on the option that decision-makers have agreed to in principle. This engagement would help inform future decisions on the Deed.

Tauākī whakaaweawe āhuarangi

Climate impact statement

32. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan recognises that the wellbeing of Tāmaki Makaurau is dependent on the relationships between nature, people and place, and that iwi/hapū have a role in exercising their kaitiakitanga and manaakitanga responsibilities.

33. Greater involvement from tangata whenua in managing the Heritage Area will likely result in better climate outcomes for the Heritage Area. Te Kawerau ā Maki is already active in bringing their valuable mātauranga Māori and tikanga Māori in caring for the Heritage Area. The Deed would support those efforts to exercise kaitiakitanga for the benefit of the natural environment, which is an indicator of Kia Ora Te Taiao.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. While Ngā Mātārae has been leading the work to agree the Deeds, the implementation will sit largely with other parts of the Council Group, including:

a) the Policy, Planning and Governance directorate, who will lead the work to develop a Heritage Area strategic plan on the Auckland Council side. The Planning and Resource Consents team consider that the strategic plan will fill a gap currently left by existing planning instruments and will provide useful long-term direction for both staff and community groups in organising their activities in the Heritage Area.

b) the Environmental Services department, who already work with and are committed to further supporting Te Kawerau ā Maki on natural environment matters in the Heritage Area. Environmental Services also supports the advice set out in this report.

c) the Parks and Community Facilities department. The Regional Operations team manages the Waitākere Ranges Regional Park and the Area Operations team manage the local parks within the Heritage Area. Both teams support the advice set out in this report. If a joint body is agreed, Te Waka Tai-ranga-whenua (the specialist unit that supports the co-governance and co-management units to which Auckland Council is a party) can support its establishment and administration.

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

Local impacts and local board views

35. Staff consider that the Deed, and in particular the recommended option of a new joint body, would be beneficial for the local communities that have interests in the Heritage Area. Currently, the community must navigate the various organisations that own the public lands in the Heritage Area. The Deed is an opportunity for the community to work across silos, contribute to public decision-making and gain more clarity on the future of the Heritage Area.

36. The Heritage Area sits mainly within the area of the Waitākere Ranges Local Board, which aimed to progress the Deeds in its Local Board Plan 2023. The Heritage Area also sits partially within the areas of the Whau and Rodney Local Boards.

37. On 5 and 10 December 2024, staff will present these key elements to the Waitākere Ranges Local Board and the Policy & Planning Committee, respectively, for agreement in principle.

38. On 11 December 2024, staff will update and seek a decision from the Rodney Local Board.

Tauākī whakaaweawe Māori

Māori impact statement

39. Auckland Council is committed to meeting its responsibilities Te Tiriti o Waitangi-derived responsibilities and its broader obligations to Māori. These obligations and commitments are articulated in legislation, including the Local Government Act, and in Auckland Council’s key strategic documents, including the Auckland Plan, the Long-term Plan 2024-2034, the Unitary Plan and the Kia Ora Tāmaki Makaurau performance management framework.

40. The Heritage Area is a taonga for tangata whenua and Tāmaki Makaurau, who already work together at various levels for the benefit of the Heritage Area. The recommended joint body option is an opportunity to formalise and strengthen this relationship.

Ngā ritenga ā-pūtea

Financial implications

41. The resources required to implement the Deed will depend on the agreed elements of the Deed, including whether it includes:

a) development of a Heritage Area strategic plan

b) development of work programmes based on the strategic plan

c) establishment of either a joint body (option 1) or other mechanism such as a coordinator/liaison role (option 2), and supporting their continued operation.

42. To resource these items, it is proposed that the following avenues are explored:

a) current funding and resources within Auckland Council e.g. specialist staff.

b) local board funding

c) future Annual Plan budget bids

d) DOC resources, specifically human resource and an amount of operating expense that supports DOC’s land ownership and ongoing Treaty obligations. DOC has indicated that, while it currently has limited financial ability to resource the Deed as a unique piece of work, it is keen to support the aspirations of all iwi with interests in the Heritage Area.

43. There will also be costs to deliver the work programmes that are proposed to be agreed under the Deed. On the Auckland Council side, this work can bring together parts of the regional work programmes and the Waitākere Ranges Local Board’s local work programme, which currently fund activities in the Heritage Area.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. If decision-makers decide to pursue option 1 (new joint body), there is a risk that the expectations placed on the joint body may outweigh the resources available to support its operation. This risk can be mitigated by careful planning to focus only on initiatives that it can realistically deliver. The first years of operation can inform a business case for future funding.

45. If decision-makers decide to pursue option 2 (improvements to existing systems), there is a risk that Te Kawerau ā Maki may refuse to agree to the Deed as proposed, or that the improvements do not provide enough support for parties to undertake the planned activities. This risk can be mitigated by facilitating direct conversations between elected members and Te Kawerau ā Maki to consider alternative options.

Ngā koringa ā-muri

Next steps

46. If all decision-makers (the three local boards and the committee) agree in principle to key elements of a Deed and approve the proposed public engagement, staff will prepare to commence engaging with the public in February 2025.

47. After public engagement, staff will report back on the engagement to the decision-makers.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Michelle Chen - Principal Advisor - Practice

Authorisers

Adam Milina - Local Area Manager

Nicholas Turoa - Tumuaki Huanga Māori

Whau Local Board

04 December 2024

Whau Local Board delegations for the remainder of the 2022-2025 electoral term

File No.: CP2024/19487

Te take mō te pūrongo

Purpose of the report

1. To recommend the Whau Local Board make changes to delegations to help manage its workload and enable the discharge of duties and responsibilities in a timely manner, following the resignation of Member Susan Zhu on 22 October 2024.

Whakarāpopototanga matua

Executive summary

2. To enable the effective and efficient conduct of a local board’s business, the Local Government Act 2002 (the Act) provides that a local board may delegate to a committee, subcommittee, or member of the local board, or to an officer of Council, any of its responsibilities, duties, or powers, except for the exceptions listed in clause 36D, schedule 7 of the Act.

3. Local boards have also made general delegations to the Chief Executive which enable staff to make a range of other decisions on behalf of the local board. Some decisions delegated to the Chief Executive are conditional on consultation with the local board.

4. It is standard practice for local boards to delegate responsibilities for specific tasks and duties to individual members, to enable those tasks and duties to be discharged in a timely manner.

5. At its meeting on 7 December 2022, the Whau Local Board appointed members with whom staff can consult and seek local board views from (Resolution number WH/2022/125).

6. At the 27 March 2024 local board meeting, a change was made to the delegation relating to resource consents, with Chair Thomas becoming the lead and Member Zhu the alternate (Resolution number WH/2024/15).

7. At the local board meeting on 23 October 2024, the local board resolved to appoint Member Piper, with Deputy Chair Amosa as the alternate, to provide feedback on the local board views and preferences on proposed council stormwater management activities in local parks (Resolution number WH/2024/132).

8. On the 14 October 2024, Whau Local Board member Susan Zhu gave notice of her resignation from the local board, effective from 22 October 2024. As a result, her appointed delegations as lead for Landowner Approvals and alternate for Resource Consent are now vacant.

9. The table below shows the current lead and alternate delegations to members to provide local board views.

Delegations	Lead	Alternate
Stormwater activities in local parks	Warren Piper	Fasitua Amosa (Deputy)
Landowner Approvals (excluding filming and events applications)	Vacant	Catherine Farmer
Film and event permits on local parks	Fasitua Amosa (Deputy)	Catherine Farmer
Liquor License	Catherine Farmer	Kay Thomas (Chairperson)
Resource Consent	Kay Thomas (Chairperson)	Vacant
LGNZ	Kay Thomas (Chairperson)	Sarah Paterson-Hamlin
Internal working groups	Kay Thomas (Chairperson)
Manukau Harbour Forum joint committee	Kay Thomas (Chairperson)	Ross Clow

10. To enable effective and efficient decision-making, it is appropriate to appoint a member/s to the vacant delegations to undertake the following duties and responsibilities:

a) Lead provision of local board views and feedback during staff consultation on general landowner approvals

b) Alternate provision of formal feedback on resource consent-related matters, specifically input into resource consent notification decisions and provision of local board views, if any, on publicly notified resource consents; includes providing views, if required, on any council decisions relating to the COVID-19 Recovery (Fast-track Consenting) Act 2020

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) kopou / appoint a nominated contact, and an alternate, for staff consultations over landowner approval applications (excluding applications for filming and events).

b) kopou / appoint a lead, and an alternate, on resource consent matters and delegate authority to that member, including any alternate, to:

i) provide the local board views, if any, on whether a resource consent should proceed as a non-notified, limited notified or fully notified application

ii) prepare and provide local board’s views, if any, on notified resource consents and speak to those views at any hearings if required

iii) provide the local board’s views on matters relating to or generated by the COVID-19 (Fast-track Consenting) Act 2020 while this legislation remains in force.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	John Adams - Local Board Advisor
Authorisers	Adam Milina - Local Area Manager

Whau Local Board

04 December 2024

Proposed new lease to the New Lynn Tennis Sports and Social Club Incorporated, located at Mason Park, 13 Fruitvale Road, New Lynn

File No.: CP2024/15617

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Whau Local Board to grant a new community ground lease to the New Lynn Tennis Social and Sports Club Incorporated located at 13 Fruitvale Road, Mason Park, Fruitvale.

Whakarāpopototanga matua

Executive summary

2. The New Lynn Tennis Social and Sports Club Incorporated (the group) seeks a new community ground lease to continue occupation and operation from the group-owned building and courts at Mason Park, located adjacent to the Fruitvale Train Station.

3. The group’s current community ground lease will reach final expiry on 31 March 2025.

4. The progression of the new lease was identified and approved by the Whau Local Board as part of the Customer and Community Services: Community Leases Work Programme 2024/2025 at the local board meeting on 26 June 2024 (resolution number WH/2024/68).

5. The group promotes a healthy and vibrant lifestyle by providing a tennis facility for the local community. These activities support the Whau Local Board Plan 2023:

Outcome	Objective
Our Places	Our communities are physically and socially connected. People feel safe, have a sense of ownership and pride, and enjoy spending time in our town centres, neighbourhood centres, parks, and open spaces.
Our Community	Accessible, inclusive facilities and services are provided in collaboration with our communities to enrich people’s lives at all stages and foster a sense of belonging. Individuals are aware of what is available to them, face fewer barriers to participation, and feel connected and supported.
Our People	Our diverse communities are supported, represented, respected, empowered, and able to thrive.

6. 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 in place, including public liability and building insurance. The building also has a current warrant of fitness.

7. As this is a group-owned building, they have an automatic right to re‑apply for a new lease at the end of their occupancy term.

8. Staff from the Parks and Community Facilities Department have been consulted and are supportive of a new lease to the group.

9. Per the Community Occupancy Guidelines 2012 (updated July 2023), staff are required to recommend the new rental fee of $1,300 plus GST per annum. The implementation of the rental fee is at the discretion of the local board.

10. A community outcomes plan has been drafted and agreed with the group. See Attachment A

11. This report recommends that a new lease be granted to the New Lynn Tennis Social and Sports Club Incorporated located at 13 Fruitvale Road, Mason Park, Fruitvale commencing 1 April 2025 for a term of ten years with one ten-year right of renewal in line with the Community Occupancy Guidelines 2012 (updated July 2023).

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

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whakaae / grant, a new community lease to the New Lynn Tennis Social and Sports Club Incorporated for an area comprising approximately 2,770m² located at 13 Fruitvale Road, Mason Park, Fruitvale on the land legally described as Allot 495 Parish of Waikomiti (see Figure 1), subject to the following terms and conditions:

i) term – ten years, commencing 1 April 2025, with one ten-year right of renewal.

ii) rent – $1,300 plus GST per annum.

iii) community outcomes plan - to be appended to the lease as a schedule of the lease agreement (Attachment A – 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 community lease to the New Lynn Tennis Social and Sports Club Incorporated for an area comprising approximately 2,770m2 located at 13 Fruitvale Road, Mason Park, Fruitvale.

Horopaki

Context

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

14. The progression of the new lease was identified and approved by the Whau Local Board as part of the Customer and Community Services: Community Leases Work Programme 2024/2025 at the local board meeting on 26 June 2024 (resolution number WH/2024/68).

Tātaritanga me ngā tohutohu

Analysis and advice

Land and buildings

15. The portion of Mason Park that the leased area is situated on is legally described as Allot 495 Parish of Waikomiti and classified as recreation reserve, subject to the Reserves Act 1977. It is held by the Crown through the Department of Conservation and vested in Trust in Auckland Council. Therefore, consent of the Minister of Department of Conservation, delegated to the General Manager of the Parks and Community Facilities Department will be required prior to granting a lease.

Figure 1: Aerial view site map for the New Lynn Tennis Sports and Social Club Incorporated located at Mason Park, 13 Fruitvale Road – the leased area is outlined and dotted in yellow below, approximately 2,770m²

A aerial view of a neighborhood

Description automatically generated

16. For the group-owned building and court, all operational and maintenance costs are borne by the lessee. The building is primarily used by the group to as a clubroom and is also hired out for private events.

New Lynn Tennis Social and Sports Club Incorporated

17. The first New Lynn Tennis Club was formed in 1919 by Mr. Athelson Boler in conjunction with Mr Jack Pilkington. A court was prepared on private property in Rata Street, New Lynn, owned at the time by a Mr. Shaw and local residents were invited to join. The group was duly named the Te Wairua Tennis Club. This venture proved such a success that two more chip courts were laid and financed out of private funds. Eventually a membership of 30 was reached and matches were played against other private clubs in the area. The group existed in this form until 1935 when the demand for tennis facilities increased and the New Lynn Council was approached. As a result, five courts were laid in the area that is now occupied by the New Lynn War Memorial Library.

18. In 1939 with the advent of the war, the membership dropped dramatically but revived with the return of the servicemen after the war and continued until 1954 when planning commenced for Lynnmall and the adjoining area.

19. On a promise by the council at the time that an alternative accommodation would be found, the tennis club went into brief recess and was subsequently reformed as the New Lynn Tennis Sports and Social Club Incorporated with four courts and a club house at the present headquarters at Mason Park, 13 Fruitvale Road.

20. The group as it is known today has been an incorporated society since 1941 and has been operating from the site since.

21. The group’s first formal lease with a council was in 1973 when the New Lynn Borough Council granted it a five-year lease with one five-year right of renewal. This expired in 1983 and rolled over until a new lease was entered in 1997 for a term of ten years with the Waitakere City Council.

22. Its first and current lease with Auckland Council commenced on 1 April 2010 for a term of ten years with one five-year right of renewal. The renewal was exercised in 2019 and the lease is reaching final expiry on 31 March 2025.

23. The group is focused on providing a welcoming, safe, and supportive environment for its members, guests, and community to partake in tennis and social activities, helping to promote a healthy and vibrant lifestyle.

24. The group promotes tennis for the local community by enabling opportunities to develop playing, coaching, and leadership abilities, and using its facilities in a fun and collaborative manner.

25. The tennis club offers a wide range of activities, catering to various interests and skill levels. From casual social matches to competitive interclub events and tournaments. Additionally, the group hosts regular social events including barbecues, themed parties, and fundraisers to further strengthen the bonds within the Whau community.

26. The group is affiliated to Tennis New Zealand.

27. The group has 20 part-time volunteers who provide their services for a total of 20 hours per week.

Public notification and engagement

28. The Reserves Act 1977 provides that unless a lease is contemplated in a reserve management plan, public notification and formal iwi engagement is required under prior to any lease being granted.

29. The group’s activities are recognised and contemplated within the New Lynn Reserve Management Plan 2010. Therefore, public notification and iwi engagement is not required due to the group’s activities being compatible with a reserve management plan.

Strategic alignment

30. The New Lynn Reserve Management Plan 2010 (NLRMP) lists Mason Park as a neighbourhood reserve. The objective of Policy 9 of the NLRMP is to ensure the reserves are managed in accordance with its reserve classifications. Mason Park is classified as a recreation reserve and its intended use is the enjoyment of the local and regional community. Its use is suited to the playing of tennis and the existence of a clubhouse.

31. Policy 9.5 of the NLRMP is to the use the control of lease agreements to ensure the most effective and equitable use of the reserve. The criteria for revising and renewing the lease is the same as that for assessing new lease applications. The criteria include ensuring that the activities of leases conform to the criteria in the Parks and Open Space Strategic Action Plan 2013. In addition, the activities of leases will not detract from the existing environment and use of the park, will generally provide a benefit to the public which is greater than any adverse effect in granting the lease.

32. The proposed new lease to the New Lynn Tennis Social and Sports Club Incorporated conforms to the Parks and Open Space Strategic Action Plan 2013 in that it increases the use and enjoyment of Mason Park and contributes to the use, range and quality of sports facilities within the city,

33. Under the Community Occupancy Guidelines 2012 (updated July 2023), groups that own their own buildings have an automatic right to re‑apply for a new lease at the end of their occupancy term. The New Lynn Tennis Social and Sports Club is exercising this right by applying for a new lease for a term of ten years with one ten-year right of renewal. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms.

Assessment of the application

34. The group has submitted a comprehensive application supporting its request for a new lease and is able to demonstrate its ability to manage and maintain. Staff undertook a site visit on 3 September 2024 and at which time, observed that the clubrooms and tennis courts were well maintained. The building is located adjacent to the Fruitvale Train Station.

35. The following table contains brief details on the group’s latest financials.

Table 1: Financials

Income for the financial year ended 31 March 2023

Operating Expenditure

Income less expenses

Income from grants

$151,674.00

$63,133.00

$88,541.00

$113,043.00

36. The group’s largest income comes from grants. For the financial year ended 31 March 2023, the total amount received from grants was $113,043.00.

37. The group’s largest expense is for coaching, a total of $18,568.00.

38. The group has around 100 members with a junior membership fee of $120 per annum and a senior membership fee of $270 per annum.

39. Casual members are charged at $10 per playing session.

40. The group sustains its activities through membership fees, grants and funds, fundraising events, hireage and minimum sponsorship.

41. Over the past five years, the group received funding on four occasions, once for fence repairs and three separate times for the purpose of providing junior coaching.

42. The area proposed to be leased to the group consists of approximately 2,770m²and is outlined Figure 1.

43. The group has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

44. The group has all necessary insurance cover, including public liability insurance, in place.

45. A site visit has been undertaken by staff on 3 September 2024 and the facility is well managed and appears to be well maintained. All management and operational costs are funded by the group.

46. The group has also undertaken improvements to the building by painting its exterior. The group has been an integral part of the community for 105 years, providing a space and environment for the residents of all ages and backgrounds to come together and enjoy the sport of tennis. The facilities have not only served as a place for tennis pursuits but also as a hub for social interaction and community engagement hosting Zumba, many sporting activities as well as Toastmasters classes over the years.

47. The New Lynn Tennis Sports and Social Club has played a vital role in activating the space at Mason Park, bringing together individuals and families for recreational enjoyment and fostering a sense of community spirit.

48. Over the years, the group have worked diligently to maintain and improve the facilities to ensure they meet the needs of our members and the wider community. It has invested time, resources, and energy into creating a welcoming and inclusive environment that promotes healthy living.

49. A community outcomes plan has been drafted 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 A.

50. 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.

51. Staff recommend that a new community lease be granted to the New Lynn Tennis Sports and Social Club Incorporated for a term of ten years commencing from 1 April 2025 with one ten-year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

52. It is anticipated that activation of the park will result in an increase of greenhouse gas emission. However, a shared community space will decrease overall energy use, as users will not consume energy at individual workspaces. The shared space will provide opportunity and enable people to enjoy positive healthy lifestyles and will increase capability and connections within local community.

53. 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

54. 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.

55. Climate change has the potential to impact the lease as the site sits alongside a flood plain area. The area is predicted to be covered by flood water as a result of a 1-in-100-year rainstorm event by river or surface flooding (as shown below). However, as this flood plain area is being used as a driveway entry and exit to Mason Park, the impact would be minimal.

A aerial view of a city

Description automatically generated

56. The group aims to support support Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan outcomes by

· promoting the use of plastic free wrapping to advocate for waste reduction,

· installing LED lighting in and around the clubrooms,

· implementing water saving devices in place,

· conducting conservation reviews,

· carrying out proper recycling and rubbish minimisation initiatives.

57. The proposed lease supports the Healthy Environment Approach (HEA). The HEA promotes health and wellbeing through events and activities undertaken by community groups. It involves four principles. Wai (water), good kai (food), championing substance free, and encouraging movement. The group supports the HEA through the following:

Principle	How this is achieved
Wai (water) is the easiest choice	Water is available to all our members and non-members, and the group are seeking sponsorship to have additional drinking fountains available for the public.
Good kai (food) for all	Food is available for purchase at events and responsible alcohol consumption with food is available to all members when socialising at the club.
Championing smokefree, alcohol and drugfree	The group champion a smoke-free, alcohol-responsible consumption, and drug-free environment, demonstrating its commitment to promoting the health, safety, and wellbeing of its members and the wider community. The group has a policy in place to promote healthy alternatives including non-alcoholic and low alcohol alternatives, the group has awareness pamphlets and mentorship, provides resources through its online document repository and monitors and enforces the appropriate policies.
Encouraging movement	The group creates a vibrant and inclusive environment that encourages members of all ages and abilities to prioritise their physical activity and overall wellness. Activities include tennis clinics and tournaments, fitness classes, family fun days, community sports days, park cleanup events through working bees and adding new wellness classes such as zumba, yoga and walking and running groups.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

58. Council staff from within the Parks and Community Facilities Department have been consulted. They are supportive of the proposed lease.

59. The proposed new lease 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.

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

Local impacts and local board views

60. The assessment of the application was discussed with the Whau Local Board at its workshop on 5 June 2024.

61. The delivered activities align and support the Whau Local Board Plan 2023:

· Our Places – Our communities are physically and socially connected. People feel safe, have a sense of ownership and pride, and enjoy spending time in our town centres, neighbourhood centres, parks, and open spaces.

· Our Community – Accessible, inclusive facilities and services are provided in collaboration with our communities to enrich people’s lives at all stages and foster a sense of belonging. Individuals are aware of what is available to them, face fewer barriers to participation, and feel connected and supported

· Our People – Our diverse communities are supported, represented, respected, empowered, and able to thrive.

Tauākī whakaaweawe Māori

Māori impact statement

62. The group has agreed, via a community outcomes plan that it will deliver Māori Outcomes that reflect their local community as per Attachment A of this report.

63. The group also plans to approach Hoani Waititi Marae in Oratia to host cultural days.

64. 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.

65. 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.

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

67. 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

68. Staff have consulted with the Financial Strategy and Planning Department of the council. No concerns were raised regarding the financial implications for the new lease.

69. On 8 June 2023, the Annual Budget 2023/2024 was approved by the Governing Body which included changes to the Community Occupancy Guidelines of the rental fee for a community lease from $1.00 to $1,300.00 plus Goods and Services per annum.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

70. Should the local board resolve not to grant the proposed community lease to the New Lynn Tennis Sports and Social Club at Mason Park, 13 Fruitvale Road 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 local board plan outcomes.

71. The new lease affords the groups security of tenure, enabling them to attend to the scheduled maintenance of the facility.

Ngā koringa ā-muri

Next steps

72. If the local board resolves to the grant the proposed new community lease, staff will work with the group to finalise a lease agreement in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Community Outcomes Plan	43

Ngā kaihaina

Signatories

Authors

Amirah Rab - Community Lease Specialist

Authorisers

Adam Milina - Local Area Manager

Kim O’Neill - Head of Property & Commercial Business

Whau Local Board

04 December 2024

Community Outcomes Plan

Tenant	New Lynn Tennis Sports and Social Club Incorporated
Name and Location of Land/Facility	Mason Park. 13 Fruitvale Road, New Lynn
Local Board Area	Whau Local Board
Annual Reporting Date	1 June
Premises Extent (in m²)	2,770m²

Performance indicator	Measurement	Target	Tenant result	Verification source
Benefit for Maori
Māori membership	The percentage of the Tenant's members who identify as Māori at the Reporting Date	9.9%		membership register
Māori outcomes	Total number of hours that the Tenant has provided activities or services, related to Māori health and wellbeing for the Financial Year	55 Hours		programming schedule
Māori participation	Total number of Māori participating in programmes, activities or services related to Māori education for the Financial Year	9 Māori		programming schedule
Community Outcomes
Membership numbers	The total number of members at the Reporting Date	100 Members		membership register
Community use	Total number of participants/visitors/ users/customers attended to for the Financial Year	100 People		customer log, enrolment register
Formal programming	Total number of hours that the Tenant has spent providing services or activities related to the provision of tennis for the Financial Year	1,240 Hours		programming or activity schedule, other supporting documentation
Full time employees	Minimum number of full-time employees (working 30 hours or more per week), at the Reporting Date	0 People		financial statements
Part time employees	Minimum number of part-time employees (working less than 30 hours per week), at the Reporting Date	0 People		financial statements
Volunteer hours	Total number of volunteer hours for the Financial Year	20 Hours		annual report/financial statements
Formal hireage	Total number of events hosted at the Premises for the Financial Year	10 Events		hireage schedule
Equity
Diverse community usage	Total number of hours spent providing services, programming or activities aimed at the Pasifika Community for the Financial Year	124 Hours		programming schedule
Asset management
Facility maintenance plan	Copy of facility maintenance plan	Annually		Facilities Maintenance Plan
Asset condition	Building condition (grade)	As requested		Building condition report, not older than 5 years
Governance
Committee turnover	Percentage of the Tenant’s management committee turnover for the Financial Year	<75%		Committee member register
Financial
Leverage	Total assets against liabilities at the Reporting Date	1 to 1		Financial statements
Cash reserves	Total amount of cash in hand at the Reporting Date	$5,000		Financial statements

Checklist of documents to be included (not all may be applicable) ý þ
1	Incorporated or charitable trust registration documents	✔
2	Financial accounts and report	✔
3	Public liability insurance certificate	✔
4	Management committee register with contact details	✔
5	Membership register	NA
6	Programming schedule	✔
7	Enrolment register	NA
8	Customer report	NA
9	Hireage report	✔
10	Building insurance (tenant-owned buildings only)	✔
11	Facilities maintenance plan (tenant-owned buildings only)	✔
12	Building condition report (tenant-owned buildings only)	✔

Whau Local Board

04 December 2024

Adoption of the Whau Local Board Emergency Readiness and Response Plan

File No.: CP2024/16824

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The Whau Local Board Emergency Readiness and Response (ER&R) Plan contributes to the delivery of the Whau Local Board Plan 2023 initiative ‘supporting community hubs, houses and other partners to help increase community resilience through climate preparedness and emergency response planning’.

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 Whau 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 Whau Local Board:

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

b) tautapa / delegate to the Whau 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 Whau Local Board ER&R Plan contributes to the delivery of the Whau Local Board Plan 2023 initiative ‘supporting community hubs, houses and other partners to help increase community resilience through climate preparedness and emergency response planning’.

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 Whau Local Board over the course of 2024.

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

· Workshop one (13 March 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 Whau 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 Whau Local Board ER&R Plan and between workshops one, two and three.

· Workshop two (5 June 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 Whau 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 (2 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 launch and testing activities of the Whau Local Board ER&R Plan.

10. 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 the local board workshops and from the ER&R Plan Working Group included:

· a request to provide a full list of Civil Defence Centres and Community Emergency Hubs in the front pull-out section of the ER&R Plan

· for Auckland Emergency Management to work closely with community hubs and houses as they establish their Community Resilience Groups and associated plans

· suggestion to translate the key emergency information into multiple languages

· to update the ER&R Plan with 2023 census data.

14. The working group discussed the importance of ensuring the plan was accessible given the diverse population in 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.

15. Further feedback received was 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.

16. Civil Defence Centre information has been gathered regarding current and possible future locations within the Whau 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

17. 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 12 groups, four provided feedback as indicated by the asterisk below:

· Blockhouse Bay Community Centre

· Green Bay Community House*

· Glenavon Hub

· I Love Avondale

· Kelston Community Hub*

· New Lynn / Kelston Community Patrol

· New Lynn Library

· New Windsor Community Hub

· Rosebank Business Association*

· Whau Ethnic Collective*

· Whau Pasifika

· Whau the People

18. Feedback received from the community groups was positive, aligning well with the emergency readiness initiatives they are pursuing. Key points were:

· to include contact numbers for Community Emergency Hubs in the front pull-out section of the ER&R Plan

· to include the ethnic radio channel Radio Apna 990 AM

· the identification of a potential gap for either a Civil Defence Centre or Community Emergency Hub in the Rosebank area.

19. As a result of the feedback received the ER&R Plan has been updated to include the contact numbers for Community Emergency Hubs and Radio Apna details.

20. The Senior Advisor will investigate the need for either a Civil Defence Centre or a Community Emergency Hub in the Rosebank area.

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:

· that there is communication of the plan post-adoption

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

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

· that the plans be condensed

· that advice is provided for apartment dwellers

· that the diverse life experiences and input from panels are 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 Whau Local Board ER&R Plan. The two stages include a ‘soft launch’ post ER&R Plan adoption at the Whau 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 Whau 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 Whau 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 and Flood Resilience (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 Whau Local Board Plan 2023 initiative ‘supporting community hubs, houses and other partners to help increase community resilience through climate preparedness and emergency response planning’. 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 Whau Local Board 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 Whau 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 Whau 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 ⇩	Whau Local Board Emergency Readiness and Response Plan	53
b ⇩	Launch Strategy for the Local Board Emergency Readiness and Response Plan	87

Ngā kaihaina

Signatories

Authors

Bex Ah Fook - Senior Community Planning and Readiness Advisor

Authorisers

Adam Maggs - General Manager Auckland Emergency Management

Parul Sood - Deputy Director Resilience and Infrastructure

Adam Milina - Local Area Manager

Whau Local Board

04 December 2024

Welcoming Communities - Welcoming Plan for Whau

File No.: CP2024/18084

Te take mō te pūrongo

Purpose of the report

1. To present the Whau Welcoming Plan for adoption and propose the local board seek accreditation as a Committed Welcoming Community.

Whakarāpopototanga matua

Executive summary

2. Welcoming Communities is an international programme led in Aotearoa New Zealand by the Ministry of Business, Innovation and Employment to assist councils and their communities create more welcoming and inclusive environments for newcomers to their area.

3. The Whau Local Board has participated in the Welcoming Communities programme since March 2023, following a decision to join in August 2022, alongside four other local boards.

4. As part of the programme, the local board can adopt a Welcoming Plan and seek accreditation as a Welcoming Community.

5. A Welcoming Plan is included in Attachment A. Its purpose is to guide the local board’s decision making to ensure that the local board’s work programme activities consider the needs of new residents, using the programme’s Welcoming Communities Standard as a benchmark.

6. The objectives and actions in the Welcoming Plan were shaped through a desktop review of existing activities and engagement with iwi and community stakeholders. They were shared with the local board for input at workshops.

7. Accreditation as a Welcoming Community will help recognise at the national and international level the local board’s commitment to fostering a welcoming and inclusive environment for newcomers. To attain the first stage of accreditation as a Committed Welcoming Community, the local board is required to sign a Statement of Commitment, which is included in Attachment B.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whai / adopt the Welcoming Plan for Whau set out in Attachment A to this report

b) whakaae / approve and sign the Statement of Commitment set out in Attachment B to this report

c) tono / request that staff apply for accreditation as a Committed Welcoming Community on behalf of the local board

d) tautapa / delegate to the local board chair approval of minor changes to the Welcoming Whau Plan prior to publication.

Horopaki

Context

Welcoming Communities programme

8. Immigration New Zealand (INZ) / Ministry of Business, Innovation and Employment (MBIE) is leading a Welcoming Communities – Te waharoa ki ngā hapori programme (Welcoming Communities) under the guidance of the New Zealand Migrant Settlement and Integration Strategy and the New Zealand Refugee Resettlement Strategy. Welcoming Communities is part of Welcoming International, a coalition of initiatives currently in seven countries to advance inclusion and belonging in localities worldwide.

9. Welcoming Communities supports local authorities and their communities to create welcoming and inclusive environments for newcomers, i.e. recent migrants, former refugees, international students and people coming from other parts of Aotearoa New Zealand.

10. The Whau Local Board, alongside the Otara-Papatoetoe, Kaipātiki, Puketāpapa and Albert-Eden Local Boards joined the Welcoming Communities programme in March 2023, following a decision in August 2022 to submit an expression of interest.

11. The Welcoming Communities programme for Whau has been part of the local board’s work programme since the financial year 2023/2024. A key milestone of the programme in 2024/2025 is the adoption by the local board of a Welcoming Plan, and a decision to apply for accreditation as a Welcoming Community.

12. The Ministry of Business, Innovation and Employment contributes $50,000 per year per local board to the programme for three years (March 2023 to March 2026), which is allocated towards the remuneration of a coordinator and supporting iwi engagement and activities in the Welcoming Plan.

13. In addition, the Community Innovation team allocated $25,000 in 2022/2023, $60,000 in 2023/2024 and $25,000 in 2024/2025 of regional funding for the development of programme resources, partnerships and seed funding for innovative and impactful activities that respond to priorities that are common to all local boards.

14. Welcoming Communities is resourced with four Welcoming Communities coordinators leading the programme across the participating local board areas and two staff from the Community Innovation team (Community Impact unit, Community Wellbeing department) co-managing the programme regionally.

Welcoming Communities Standard

15. At the heart of Welcoming Communities is the outcomes-based Welcoming Communities Standard (the Standard). The Standard’s elements are:

· Inclusive Leadership

· Welcoming Communications

· Equitable Access

· Connected and Inclusive Communities

· Economic Development, Business and Employment

· Civic Engagement and Participation

· Welcoming Public Spaces

· Culture and Identity.

16. Across these eight elements, the Standard provides local authorities and communities with a benchmark for what a successful welcoming and inclusive community looks like. Each member council or local board develops its own Welcoming Plan of activities and initiatives to achieve the Standard’s outcomes.

Tātaritanga me ngā tohutohu

Analysis and advice

Welcoming Plan

17. Since April 2023, staff have undertaken a stocktake of policies, programmes and activities relevant to the Welcoming Communities Standard for each of the local board areas and for the Auckland region. They compiled information on what is taking place, either led by the council and the local board, by community groups or by community services providers.

18. Staff engaged with iwi and community stakeholders. Through conversations they assessed how well the Standard is currently being met and identified current challenges and opportunities for more successful settlement outcomes for newcomers. This informed options for a Welcoming Plan that were presented to the local board at a workshop on 17 May 2024.

19. The Welcoming Communities standards touch on a broad range of outcomes. As options are considered for activities in the welcoming plans, a focus was put on those that:

· respond to needs identified by iwi and communities

· influence systems and practices that create barriers to participation for newcomers

· align with priorities in Local Board Plans adopted in 2023 and help achieve local board objectives

· align with the council’s key strategies, and particularly Thriving Communities, Kia Ora Tāmaki Makaurau and Ara Moana strategic outcomes

· build on existing partnerships and programmes with community partners

· can be implemented within existing budget and staff resources and be sustained once MBIE funding for the programmes ceases.

20. The local board expressed agreement with the options and sought further information on funding available from central government to implement the suggested activities.

21. The purpose of the plan is to provide guidance to Auckland Council, iwi and community partners on what actions can be pursued so newcomers feel welcome, included and connected as they settle in their new neighbourhood. It outlines three-year objectives and short-term activities.

Welcoming Community accreditation

22. As a member of the programme, the local board can choose to become accredited as a Welcoming Community through a four-stage accreditation model. Accreditation formally recognises that the local board and community are working to achieve the outcomes in the Welcoming Communities Standard.

23. The four stages are:

· Stage one – Committed

· Stage two – Established

· Stage three – Advanced

· Stage four – Excelling

24. As noted on the Welcoming Communities website (Immigration New Zealand), accreditation as a Committed Welcoming Community formally recognises that a council or a local board with its community:

· values newcomers

· is committed to building welcoming and inclusive communities

· has taken active steps to create an environment where all residents can thrive and belong.

25. There are no additional financial benefits nor commitments to progressing through the first stage of accreditation (Committed Welcoming Community). Most requirements have already been met to progress to this stage, including a public announcement of the participation in the programme, and recruitment of a coordinator. A Statement of Commitment remains to be signed by the local board chair (See Attachment B).

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. The adoption and implementation of the Welcoming Plan will contribute to the goals of Te Tāruke-ā-Tāwhiri / Auckland’s Climate Plan in the following ways:

· increase engagement and leadership of newcomers in areas of climate action and resilience to climate impacts

· increase newcomers understanding and appreciation of indigenous values linked to the concept of interdependence of nature, people and places, through increasing connections to mana whenua culture, marae and places of significance

· support social cohesion by increasing neighbourhood connections and intercultural conversations.

· establish a framework that will support the settlement of future climate migrants as well as the current needs of the city’s growing population.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. The proposed objectives of the Welcoming Plan have been shared with the units of Council that deliver the local board work programme, and their feedback has been taken into consideration when developing the Welcoming Plan.

28. Council staff sought feedback and advice from staff of Tātaki Auckland Unlimited to ensure there is no duplication of initiatives. They also sought the views of Eke Pānuku to learn from their experience engaging with mana whenua and new communities in areas of urban regeneration.

29. Engagement with these teams and CCOs will continue as the programme progresses. The delivery of the programme is underpinned by a learning practice where new initiatives are designed collaboratively with community stakeholders and council teams and trialled to test their viability and gauge community feedback. This practice enables staff and community partners to learn and adapt their approaches to the need of the community.

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

Local impacts and local board views

30. The Welcoming Plan aligns with the outcomes of the Whau Local Board Plan 2023 and is a deliverable of the local board work programme 2024/2025.

31. The local board provided direction and feedback to staff at a workshop in May 2024 on the content of the Welcoming Plan.

Tauākī whakaaweawe Māori

Māori impact statement

32. The team approached 19 iwi mana whenua groups between June 2023 and June 2024. We had face to face or online kōrero with ten iwi who shared their views on the programme, including:

· Ngāti Manuhiri

· Te Rūnanga o Ngāti Whātua

· Ngāti Whātua Ōrākei

· Ngāti Tamaoho

· Te Ākitai Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Whanaunga

· Ngāti Maru

· Ngāti Tamatera

· Te Patukirikiri

33. Iwi were interested in the idea of orientation resources that named and educated newcomers about the iwi mana whenua of Tāmaki Makaurau Auckland and explained to people the meaning of kaitiakitanga and the role of mana whenua as kaitiaki. They provided guidance and ideas for the content and format of these resources. Staff are developing these resources and seeking input and endorsement from iwi before they are utilised.

34. The Welcoming Plan includes the delivery of orientation activities and a web portal. Staff are discussing with iwi how they might lead some of these activities, and how the portal may link to iwi’s own information.

35. Some of the commentary from iwi included suggestions to encourage newcomers to take part in activities that build understanding of narratives and values that are important to iwi such as

· hikoi / guided walks to places of significance

· cultural inductions led by iwi

· environmental conservation activities

· events such as Matariki or Te Matatini, or name gifting events as part of Te Kete Rukuruku

· learning basic te reo and pronunciation of place names

· visits to local marae

· treaty education to build understanding of the relevance and significance of Te Tiriti to people in contemporary Tāmaki Makaurau.

36. Staff will continue to engage with iwi in the development and implementation of activities in the Welcoming Plan.

Ngā ritenga ā-pūtea

Financial implications

37. The Welcoming Plan is a guide to assist the local board’s decision-making process when developing their annual work programme. It does not have direct financial implications on the local board’s budget.

38. In addition, funding from MBIE and Auckland Council regional budget is allocated towards the delivery of the programme (see paragraphs 12 and 13).

39. Staff will make recommendations to the local board on any proposed change to the local board 2025/2026 budget through the annual work programming process.

40. The implementation of the Welcoming Plan is currently reliant upon the work of the Welcoming Communities coordinator and resourcing for mana whenua engagement which are funded until March 2026 by MBIE.

41. Beyond this date, support for the delivery of the plan will need to be considered within local board and regional budgets and staff resources. This will be taken into account when planning, delivering and assessing the benefits of activities, to ensure impactful activities can continue to be supported from 2026/2027 and beyond.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. There are no significant risks associated with the adoption of the Welcoming Plan. The objectives of this plan align with policies that are embedded in the Local Board and Auckland Council’s plans and strategies.

Ngā koringa ā-muri

Next steps

43. Progress in the delivery of Welcoming Plan activities will be reported in quarterly work programme updates to the local board. Staff will also report on successes and learnings at a workshop with the local board to inform decisions on work programme activities for the financial year 2025/2026.

44. Staff will apply for accreditation to MBIE as a Committed Welcoming Community on behalf of the local board.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Welcoming Plan for Whau	95
b ⇩	Statement of Commitment from the Whau Local Board	123

Ngā kaihaina

Signatories

Authors

Claire Liousse - Empowered Communities Specialist, Community Innovation

Lisa Diggins, Specialist Advisor

Authorisers

Kenneth Aiolupotea - General Manager Community Wellbeing

Adam Milina - Local Area Manager

Whau Local Board

04 December 2024

Request for change to local dog access rule

File No.: CP2024/19357

Te take mō te pūrongo

Purpose of the report

1. To seek a decision on whether to propose changes to local dog access rules in the local board area for the purposes of public consultation.

Whakarāpopototanga matua

Executive summary

2. The council has received requests to change local dog access rules in the local bord area.

3. An assessment against regulatory criteria in the Dog Control Act 1996 and Auckland Council Kaupapa mo ngā Kuri | Policy on Dogs 2019 found no structural problems with the current rules. Structural problems place responsible dog owners, their dogs, other people, animals or property at significant risk or unreasonably restrict responsible dog owner access.

4. The assessment findings that there are no structural problems, means the regulatory criteria to consider a change to local dog access rules have not been met. This means no further consideration of the requests are required.

5. Staff nevertheless have identified and assessed two options against legislative and Policy criteria:

· Option one (Status quo, no change to current local dog access rule)

· Option two (Amend local dog access rule).

6. Staff recommend Option One (Status quo). Taking this approach will better achieve the Policy to balance the needs of dogs, people, animals, the environment and property.

7. No risks have been identified with this decision.

8. If Option one is approved, no further action is required (no public consultation and no costs).

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) ohia / endorse the assessment findings of no structural problems with the local dog access rules in Attachment A of this agenda report.

b) whakaae / agree that Option One (Status quo) in Attachment A of this agenda report is the most appropriate response to the assessment findings.

Horopaki

Context

Council has received requests to change local dog access rules

9. Council has received requests to change local dog access rules in the local board area.

10. A summary of the requests is provided in Attachment A.

Local dog access rules provide spaces for dogs and their owners that are safe for everyone, are adopted by local boards and enforced by council staff

11. The Auckland Council Kaupapa mo ngā Kuri | Policy on Dogs 2019 (Policy) contains dog access rules that seek to provide a balanced use of public places for dogs and their owners that is safe for everyone. This includes people, animals, the environment and property.

12. The local board has delegated authority to decide dog access rules on local park, beach and foreshore areas in their local board area (GB/2012/157).

13. Council’s Animal Management Team enforces dog access rules with the power to issue $300 infringement fines. In practice, Animal Management adopts a modern regulator approach that focuses more on education than penalties to increase voluntary compliance, including through website information, signage and interactions with dog owners during patrols.

Deciding how to respond to a request requires assessments against criteria

14. A local board decision to change a local dog access rule must meet regulatory criteria in their delegated authority, Policy on Dogs 2019, Dog Control Act 1996 and Local Government Act 2002 (See Attachment B). For example, the local board cannot change any regional rule that applies on a local park (for example the ‘no dogs on playgrounds’ rule).

15. To assist the local board in deciding how to respond to requests for changes to local dog access rules, staff complete a two-part assessment against regulatory criteria to:

· find whether evidence associated with the request[1] relates to structural problems

· identify and assess options in response to the structural problems.

16. The focus on structural problems recognises that:

· dog access rules in Auckland have been established since 1996 with the opportunity for a comprehensive local board review occurring between 2013 and 2016

· the focus now is on managing change that supports responsible dog ownership, for example:

o identifying new opportunities for dog friendly access in neighbourhoods with limited off-leash areas

o only restricting access for new park developments, more people, increased presence of protected wildlife or new threats to natural habitat where the presence of dogs creates significant risk to people, stock, poultry, domestic animals, protected wildlife, natural habitat or property

· this approach means changes to local dog access rules are not used to address the actions of irresponsible dog owners or to reconsider previous decisions[2]

· the actions of irresponsible dog owners (for example failure to control their dog) are addressed by animal management officers (for example patrols, education and fines).

Any decision to change a current rule must use the special consultative procedure

17. Any decision to change a current local dog access rule must first be adopted as a proposal for public consultation using the Local Government Act 2002 special consultative procedure before a final decision is made.

Tātaritanga me ngā tohutohu

Analysis and advice

An assessment has found no structural problems with current local dog access rules

18. An assessment of the evidence against regulatory criteria included the identification of structural changes and significant risk factors or opportunities to determine whether there is a structural problem with current local dog access rules related to a request.

19. The assessment findings identified no structural problems with current local dog access rules. This means the regulatory criteria to consider a change to local dog access rules have not been met and that no further consideration of the requests are required.

20. A summary of the assessment is provided in Attachment A.

An options assessment recommends no change to current local dog access rules

21. While the assessment findings means no further consideration of the requests are required, staff have nevertheless identified and assessed two options against legislative and Policy criteria:

· Option one: Status quo – no change to current local dog access rule

· Option two: Amend local dog access rule

22. A comparative options assessment against criteria included a description of each option and its implementation, effectiveness, efficiency, validity and risks, and a recommendation.

23. Staff recommend Option One (Status quo) as it better achieves the Policy to balance the needs of dogs, people, animals, the environment and property.

24. A summary and detailed options assessment is provided in Attachment A.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25. Environmental impacts were considered as part of the findings and options assessment. No climate impact was found relating to the change requests or the Proposal.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. Input from relevant council teams was sought to inform the findings and options assessment.

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

Local impacts and local board views

27. Local impacts of any change to dog access rules were examined during the findings and options assessment, and any notable impacts are discussed in Attachment A.

Tauākī whakaaweawe Māori

Māori impact statement

28. Local dog access rules support whanaungatanga (vibrant communities), manaakitanga (quality of life) and kaitiakitanga (sustainable futures) in Houkura | the Independent Māori Statutory Board’s Māori Plan for Tāmaki Makaurau and Schedule of Issues of Significance by helping to protect the safety of people and the environment.

29. No particular impact on mana whenua and mataawaka have been identified. Staff will engage with mana whenua and mataawaka during the public consultative process to ensure Māori are able to provide their views on the proposal.

Ngā ritenga ā-pūtea

Financial implications

30. No financial implications identified for Option one (Status quo).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. No risks have been identified for Option one (Status quo).

Ngā koringa ā-muri

Next steps

32. No further actions needed for Option one (status quo).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A: Assessment of dog access rule change requests against regulatory criteria	129
b ⇩	Attachment B: Regulatory criteria related to local dog access rule change requests	133

Ngā kaihaina

Signatories

Authors

Nancy Chu - Principal Policy Analyst

Authorisers

Louise Mason - General Manager Policy

Adam Milina - Local Area Manager

Whau Local Board

04 December 2024

Whau Quick Response Grants Round One 2024/2025 and deferred application grant allocations

File No.: CP2024/19153

Te take mō te pūrongo

Purpose of the report

1. To provide the Whau Local Board with information on applications in 2024/2025 Whau Quick Response Grants and deferred application, and to enable a decision to fund, part fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Whau Quick Response Grants Round One 2024/2025 (Attachment A) and deferred application (Attachment B).

3. The Whau Local Board adopted the Whau Local Grant Programme 2024/2025 on 22 May 2024. The document sets application guidelines for contestable grants submitted to the local board (Attachment C).

4. The Whau Local Board originally set a total community grant budget of $82,500.00 for the 2024/2025 financial year. A total of $41,230.00 was allocated to Local Grants Round One.

5. This leaves a total of $41,270.00 to be allocated to one local and one quick response grants round.

6. Twenty-three applications were received for the Quick Response Grants Round One, requesting a total of $44,954.78.

7. On 23 October 2024, the local board deferred application LG2521-157 Euta Alisa requesting a total of $999.40, to be considered with the 2024/2025 Quick Response Grants Round One (Resolution number WH/2024/1).

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) agree to fund, part-fund, or decline each application in 2024/2025 Whau Quick Response Grants Round One:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2521-102	Mapura Studios Division of Panacea Arts Charitable Trust	Arts and culture	Towards specialist tutor wages for a visual arts programme.	$2,000.00	Eligible
QR2521-103	Waitakere Brass Inc	Arts and culture	Towards insurance, instrument repair, photocopying costs and power at 36 Portage Road.	$2,000.00	Eligible
QR2521-105	Blockhouse Bay Ladies Probus Club	Community	Towards the cost of bus trips.	$2,000.00	Eligible
QR2521-106	Bike Avondale	Sport and recreation	Towards venue hire, bike mechanic wages, food, face painting, first aid supplies and DJ hire at Avondale town centre on 7 March 2025.	$2,000.00	Eligible
QR2521-107	As-Habul Quran Wassunah Association (AQWA)	Sport and recreation	Towards equipment, uniforms, registration fees, and administrative costs. ‍	$2,000.00	Eligible
QR2521-108	Fix Up, Look Sharp	Community	Towards leasing costs at 100 Neilson Street.	$2,000.00	Eligible
QR2521-112	Re-Creators Charitable Trust	Community	Towards wages and materials for a holiday school programme.	$2,000.00	Eligible
QR2521-113	Gujarati Samaj New Zealand	Community	Towards venue hire, cleaning costs, bus hire and entertainment at Marshal Laing School.	$2,000.00	Eligible
QR2521-115	Avondale Business Assoc Inc	Community	Towards installing permanent blue fairy lights on the large tree outside the Avondale Police Station from 1 December 2024 to 24 December 2024.	$2,000.00	Eligible
QR2521-117	The UpsideDowns Education Trust	Community	Towards speech and language session cost for five children with Down syndrome in Whau area.	$2,000.00	Eligible
QR2521-118	Youthline Auckland Charitable Trust	Community	Towards triage support for volunteer Helpline counsellors and supervision for triage staff from 1 January 2025 to 31 December 2025.	$2,000.00	Eligible
QR2521-120	Communicare	Community	Towards venue Hire at Blockhouse Bay Centre from 9 January 2025 to 30 January 2025.	$1,669.00	Ineligible
QR2521-122	Lynn-Avon United Association Football Club	Sport and recreation	Towards junior playing shirts.	$1,902.00	Eligible
QR2521-123	Momentum Charitable Trust	Community	Towards cost to deliver life and financial skills programmes at New Lynn Probation Centre.	$1,695.00	Ineligible
QR2521-125	Sustain and Enable Limited	Community	Towards workshop delivery including wages, marketing, venue hire, refreshments, mileage, accountability report, and energy efficient devices.	$3,068.00	Ineligible
QR2521-126	School Start First Impressions	Community	Towards cost to make School Starter Packs.	$1,804.86	Eligible
QR2521-127	Disability Sport Auckland Incorporated	Sport and recreation	Towards Junior Development Officer wage to deliver After School Programme at Glenavon School.	$1,713.92	Eligible
QR2521-128	Crescendo Entertainment Group Limited	Arts and culture	Towards admin, marketing, facilitator, room hire and Eventbrite fees to run ‘making a podcast’ workshops at Haven Foundation.	$1,596.00	Eligible
QR2521-129	Polynesian Entertainers Limited	Arts and culture	Towards venue hire, tutor fee, design and coordinator fee, materials, marketing and workshop drummer to deliver Summer of Siva Afi One event at Avondale Community Centre.	$2,000.00	Eligible
QR2521-130	New Zealand Blue Light Ventures Incorporated	Community	Towards the cost of printing 329 Street Smart Magazine and App cost.	$1,974.00	Eligible
QR2521-131	Road Safety Education Limited	Community	Towards facilitator fees and venue hire.	$2,000.00	Eligible
QR2521-132	Action Education Incorporated	Community	Towards one month of rent for Action Education office located in 145 St George Street.	$1,532.00	Eligible
QR2521-133	Anna Nellie Lyon	Community	Towards staff cost, material and stationery, marketing, transportation related cost, sit set up, catering cost to deliver Elder Queers Give Advice programme at New Lynn Community Centre and Library.	$2,000.00	Eligible
Total				$44,954.78

b) agree to fund, part-fund, or decline the application deferred to 2024/2025 Quick Response Grants Round One:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2521-157	Euta Alisa	Sport and recreation	Towards sheet clothing material, paints, threads, and pillow case materials.	$999.40	Eligible
Total				$999.40

Horopaki

Context

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

9. Auckland Council Community Grant Policy supports each local board to adopt a grant programme.

10. The local board grant programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

11. The Whau Local Board adopted its grant programme for 2024/2025 on 22 May 2024 (Attachment C). The document sets application guidelines for contestable grants.

12. The community grant programmes have been extensively advertised through the Council grant webpage, local board webpages, local board e-newsletters, Facebook pages, Council publications and community networks.

Tātaritanga me ngā tohutohu

Analysis and advice

13. The aim of the Local Board Grant Programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grant Policy and the Local Board Grant Programme criteria. The eligibility of each application is identified in the report recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. The Local Board Grant Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

16. The grant programme has no identified impacts on Council-controlled Organisations and therefore their views are not required.

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

Local impacts and local board views

17. Local boards are responsible for the decision-making and allocation of local board community grants. The Whau Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the Whau Local Board Community Grant Programme.

18. The local board is requested to note that section 48 of the Community Grant Policy states: “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

19. A summary of each application received through Whau Quick Response Grants Round One 2024/2025 (refer Attachment A), and deferred application (refer Attachment B) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

21. The allocation of grants to community groups is within the adopted Long-term Plan 2021-2031 and local board agreements.

22. The Whau Local Board originally set a total community grant budget of $82,500.00 for the 2024/2025 financial year. A total of $41,230.00 was allocated to Local Grants Round One.

23. This leaves a total of $41,270.00 to be allocated to one Local Grants round and one Quick Response grant round.

24. Twenty-three applications were received for the Quick Response Grants Round One, requesting a total of $44,954.78. One deferred application was received, requesting a total of $999.40.

25. Relevant staff from Auckland Council’s Finance Department have been fully involved in the development of all local board work programmes, including financial information in this report, and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

27. Following the Whau Local Board allocation of funding, the grant staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Quick Response Grants Round One 2024-2025 applications summary	143
b ⇩	Whau Quick Response Round One 2024-2025 deferred application summary	299
c ⇩	Whau Local Board Community Grants Programme 2024-2025	305

Ngā kaihaina

Signatories

Authors

Vincent Marshall - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Adam Milina - Local Area Manager

Whau Local Board

04 December 2024

Whau Local Board

04 December 2024

Write

Annual Budget 2025/2026 - local board consultation content

File No.: CP2024/19139

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 2024/2025 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 Whau 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 Whau 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, Wednesday, 12 March 2025, 6pm – 8pm, New Lynn Community Centre, 45 Totara Avenue, New Lynn 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 2024/2025 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 Whau Local Board area is:

· Have Your Say Community Hui, Wednesday, 12 March 2025, 6pm – 8pm, New Lynn Community Centre, 45 Totara Avenue, New Lynn 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 ⇩	Whau Local Board Consultation Document content	319
b ⇩	Whau Local Board Supporting Information content	321

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

Whau Local Board

04 December 2024

Auckland Council’s Performance Report: Whau Local Board for quarter one 2024/2025

File No.: CP2024/19364

Te take mō te pūrongo

Purpose of the report

1. To provide the Whau Local Board with an integrated performance report for quarter one, 1 July – 30 September 2024.

2. To approve an allocation for the Young Enterprise Scheme (YES) and associated budget of $1,000 into the 2024/2025 work programme.

Whakarāpopototanga matua

Executive summary

3. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2024/2025 work programme.

4. Some key activity updates from this period are:

· ID 499 Hub services Whau. The first Get to Know the Whau Expo hosted more than 35 local organizations and received great feedback from the community.

· ID 1036 Whau Community Partnership - Whau River Catchment Trust (Local Parks). This quarter focused on planting, with a total of 1,822 estimated volunteer hours and 1,225 native trees planted.

· ID 3981 Whau Local Board, community and business emergency response plans and resilience programme. Community groups gave feedback on the draft Emergency Readiness and Response Plan, for incorporation into the draft to be submitted for the board's review in quarter two.

· ID 17967 Avondale - develop new community centre and library - Te Hono. Detailed design completed and all consents lodged. Next steps are to award enabling works and receive the final bid for main works.

· ID 37466 Blockhouse Bay Library - renew roof and building. Building consent has been granted. In the process of negotiation with the preferred contractor.

5. All operating departments with agreed work programmes have provided an update against their work programme delivery. Activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred or merged). There are no activities with a red status.

6. The financial performance report compared to budget 2024/2025 is included as Attachment B. Net operational financial performance of the local board is four percent under budget for the three months ending September 2024. Operating expenditure of $4.9 million is under budget by four percent and operating revenue of $61,000 is running at 20 percent under planned budget levels to date. Capital expenditure is approximately 19 per cent below budget for the three months to September 2024 mainly due to work on Te Hono.

7. The Customer and Community Services capex budget has been revised to incorporate delayed delivery or earlier commencement of individual projects or other changes that are of material value.

8. Funds were set aside for the Young Enterprise Scheme (YES) following the drafting of the 2024/2025 work programme. However, these were not included in the work programme when it was approved. This report provides the opportunity for the local board to approve the Young Enterprise Scheme (WHLB) (Activity ID 1272) and associated budget of $1,000 into the 2024/2025 work programme.

9. As part of the Te Kete Rukuruku programme tranche two (Activity ID 4532), work has been completed on the installation of a new suite of bilingual signage at Tiakina / Sister Rene Shadbolt Park, and a narrative telling the story behind the new Māori name. A Whakarewatanga is scheduled for December. Staff have identified a $1,000 underspend from this activity, which is now available for reallocation.

10. The local board received a total of $1,287 revenue from filming in parks. $833 was used to reprint the Whau Heritage Walks brochures in time for the Auckland Heritage Festival. There is $454 is available to reallocate.

11. There is a total amount of $1,454 from the two activities above available to (re)allocate to other activities. Staff have identified the following options:

· Option One: Additional budget for the Whau community grant budget (ID 504)

· Option Two: Contribution towards the West Auckland Heritage Conference

· Option Three: Do nothing at this stage and reallocate the budget at a future date.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whiwhi / receive the performance report for quarter one ending 30 September 2024

b) tuhi ā-taipitopito / note that the Customer and Community Services Capex work programme been updated to reflect financial deferrals.

c) whakaae / approve Young Enterprise Scheme (WHLB) (Activity ID 1272) and associated budget of $1,000 into the 2024/2025 work programme from unallocated locally driven initiatives (LDI) operational budget.

d) tuhi ā-taipitopito / note there is $1,000 underspend from activity ID 4532 Te Kete Rukuruku tranche two and $454 remaining of the film revenue available to (re)allocate.

Horopaki

Context

12. The Whau Local Board has an approved 2024/2025 work programme for the following operating departments:

· Customer and Community Services

· Local Environmental

· Auckland Emergency Management

· Local Governance

13. Since the approval of the work programmes, Council has undergone a restructure, resulting in changes to directorates and departments. These have been updated in the work programmes and the changes are outlined in the table below.

Table 1: Changes to departments and units in work programmes

Previous department / unit in work programme	Current department / unit in work programme
CCS: Active Communities – Sport and Recreation	Community: Community Wellbeing - Sport and Recreation
CCS: Connected Communities – Community Delivery	Community: Community Wellbeing - Community Delivery
CCS: Grants	Group Finance: Grants and Incentives
CCS: PCF – Community Leases	Community: Parks and Community Facilities - Community Leases
CCS: PCF – Operations	Community: Parks and Community Facilities - Operations
CCS: PCF – Project Delivery	Community: Parks and Community Facilities - Project Delivery
CCS: PCF – Specialist Operations	Community: Parks and Community Facilities - Specialist Operations
CCS: RSS – Events	Community: Community Wellbeing - Events
CCS: RSS – Māori Outcomes	Community: Community Wellbeing - Māori Outcomes
CCS: RSS – Service and Asset Planning	Policy, Planning & Governance: Policy - Service and Asset Planning
GOV: Auckland Emergency Management	Resilience & Infrastructure: Auckland Emergency Management
GOV: Local Board Services	Policy, Planning & Governance: Governance - Local
I&ES: Environmental Services – Natural Environment Delivery	Community: Environmental Services - Natural Environment Delivery
I&ES: Environmental Services – Sustainability Initiatives	Community: Environmental Services - Sustainability Initiatives
I&ES: Healthy Waters	Resilience & Infrastructure: Healthy Waters & Flood Resilience

14. The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

15. The graph below identifies work programme activity by RAG status (red, amber, green and grey) which measures the performance of the activity. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), and activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey). There are no activities with a red status.

Graph 2: Work programme by RAG status

16. The graph below shows the activity status of activities which shows the stage of the activity in each departments the work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme by activity status and department

Key activity updates

· One hundred and six projects (ninety-eight per cent) are on track for delivery and two projects (two per cent) have some risk or issues which are being managed. There are no activities with significant issues.

· ID 30810 Design and install artwork / pou near Rata Street bridge. Te Whau Pou Maumahara acknowledgement ceremony was held on 25 September 2024 to commemorate the completion of the Te Whau Pou. Te Whau Pou serves as a gateway to the west, the Whau River being a significant geographical feature providing a portage for smaller waka to facilitate travel between the Manukau and Waitematā harbours.

· ID 499 Hub services Whau. Māori programming remains strong, with Rongoā wānanga and Kēmu and Kōrero popular weekly sessions with rangatahi from Oaktech and local kuia and kaumātua. A programming highlight was a Tukutuku workshop celebrating Te wiki o te reo Māori. Children’s pre-school programmes have strong attendance and successful Matariki school holiday events delivered programming to hundreds of children and whānau. A Kapa Haka Festival was hosted in collaboration with New Windsor Hub with over 300 Whānau attending. The first Get to Know the Whau Expo hosted more than 35 local organizations and received great feedback from the community. Other highlights include two book launches, Roller Disco in the Whau at New Lynn Community Centre, a Matariki Chinese Art Exhibition at the New Lynn Library, an Africa Exhibition in collaboration with the Pan African Community Centre, and the second Winter Poetry Festival which included six libraries across four local boards.

· ID 1036 Whau Community Partnership - Whau River Catchment Trust (Local Parks). An ongoing programme to support community and volunteer ecological and environmental initiatives, including community planting, annual pest plant and animal control; local park clean ups; and community environmental education and events. This quarter focused on planting, with a total of 1,822 estimated volunteer hours. A total of 1,225 native trees were planted.

· ID 3981 Whau Local Board, community and business emergency response plans and resilience programme. Community groups gave feedback on the draft Emergency Readiness and Response Plan. This was incorporated to the draft text to be submitted for the board's review in quarter two.

· ID 17967 Avondale - develop new community centre and library - Te Hono. Detailed design completed, all consents lodged. Next steps: Award enabling works and receive the final bid for main works.

· ID 37466 Blockhouse Bay Library - renew roof and building. Building consent has been granted. In the process of negotiation with the preferred contractor. Next steps: Include the project as part of the Risk-Adjusted Programme (RAP). Proceed physical works contract.

Activities on hold

· The following work programme activity has been identified by operating departments as on hold:

· ID 37665 New Lynn Community Centre - refurbish recreation hall. The project is on hold due to work programme changes and will proceed once funding becomes available.

Budget reallocation

· Staff have identified an $1,000 underspend from activity ID 4532 Te Kete Rukuruku (Māori naming of Parks and Places) tranche two, which is now available for reallocation.

· Film revenue of $454 is also available for reallocation, with $833 of the total film revenue having been allocated towards reprinting of the Whau Heritage Brochure.

· Staff have identified several options for reallocating this budget:

· Option One: Additional budget for the Whau community grant budget (ID 504): The Whau Local Board originally set a total community grant budget of $82,500. A total of $41,230 has been allocated to date, leaving $41,270 to be allocated to one Quick Response grant round and one Local Grants round for 2024/2025. This option would provide additional budget to be utilised to fund or part-fund grant applications.

· Option Two: Contribution towards the West Auckland Heritage Conference: Civic Events is organizing the West Auckland Heritage Conference for the 2024/2025 financial year, which will take place on 4 May 2025. The conference is held in Titirangi but is a west-wide event. In previous years the Whau Local Board has allocated up to $2000 as a contribution towards the funding of this event. This is a bi-annual event, with the last conference held in 2022. Therefore, it is unlikely that it will take place again until the 2026/2027 financial year.

· Option Three: Do nothing at this stage and reallocate the budget at a future date. Staff have received direction from the board to investigate possibilities for youth engagement on the annual plan, and this underspend could be utilised in this area, however these options will not be available for the board to consider until next year.

Young Enterprise Scheme (YES)

· The Whau Local Board has previously funded the Young Enterprise Scheme (WHLB) (Activity ID 1272) in previous years.

· Funds were set aside for the Young Enterprise Scheme (YES) following the drafting of the 2024/2025 work programme. However, these were not included in the work programme when it was approved.

· The YES events are delivered by the Auckland Business Chamber on behalf of the Young Enterprise Trust. The responsibility within the Council for the Young Enterprise Scheme (YES) currently sits with the Auckland Council Grants team.

· The proposed budget for the Young Enterprise Scheme (WHLB) (Activity ID 1272) is $1,000 of the boards locally driven initiatives (LDI) operational budget. This amount remains unallocated and can be accommodated from within the local board’s total draft budget for 2024/2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

18. Work programmes were approved in June 2024 and delivery is underway. Should significant changes to any projects be required, climate change impacts will be assessed as part of the relevant reporting requirements. Any changes to the timing of approved projects are unlikely to result in changes to emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. When developing the work programmes council group impacts and views are presented to the boards. As this is an information only report there are no further impacts identified.

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

Local impacts and local board views

20. This report informs the Whau Local Board of the performance for ending 30 September 2024.

Tauākī whakaaweawe Māori

Māori impact statement

21. ID 493 Māori Responsiveness: E Tu - responding to the key aspirations and priorities for Māori. The new Kaitūhono employed by Hoani Waititi met with the three west Community Brokers, focusing on whakawhanaungatanga, and provided a six-monthly report to the local board in November. Matariki celebrations at Whau community hubs and houses were well-attended, with 110 local people participating in waiata, storytelling, games and hangi at Glendene Hub, and over 200 people attending a movie night at Blockhouse Bay community centre, after months of closure due to the renovations. Glenavon Hub celebrated Matariki in collaboration with the Whau Ethnic Collective, collaborated with EcoMatters to deliver a weaving wananga and provided weekly Te Reo and Te Ao Māori classes. Green Bay Community Hub Te Ao Māori and Te Reo Māori classes, including cooking and hangi lessons, were also well attended.

22. ID 485 Community leadership. In July co-designing work began with Ko Taku Reo staff, Community Waitākere and council staff to enable discussions towards a proposed co-designed wananga for deaf rangatahi and their whanau. This will potentially be progressed forward in quarter two. Face to face hui with Ko Taku Reo rangatahi and staff was very positive, followed by an online hui with some challenges holding up the process. An update will be provided in quarter two.

23. ID 1406 Mana Whenua Engagement. Engagement this quarter continued to build on fostering relationships with mana whenua through the rangatira-ki-te-rangatira / chief-to-chief (governance) hui with Te Kawerau ā Maki and Whau Local Board together with Waitākere Ranges and Henderson-Massey Local Boards. The hui was held on Friday 30 August and resulted in an agreement to hold an additional meeting between Whau and Te Kawerau ā Maki to discuss 2025/26 Work Programme opportunities. No budget was spent this quarter as costs are shared between boards for these hui and will be expended in future quarters.

24. ID 1056 Library services. Te Wiki o te reo Māori fell in this quarter. To support the growth of the language, library staff delivered preschool literacy sessions featuring te reo stories and songs and created displays spotlighting Māori language resources. The July school holiday programme explored the traditions of Matariki. All programme sessions were well attended.

25. ID 4532 and 4162 Te Kete Rukuruku (Māori naming of Parks and Places) tranches two and three. Māori naming (and associated story telling) of parks and places in partnership with mana whenua to highlight and promote Auckland’s Māori identity and use of te reo Māori. Whakarewatanga at Tiakina / Sister Rene Shadbolt Park is scheduled for December. Discussion on finalising sites for tranche three will commence following whakarewatanga.

Ngā ritenga ā-pūtea

Financial implications

· This report is provided to enable the Whau Local Board to monitor the organisation’s progress and performance in delivering the 2024/2025 work programmes. There are no financial implications associated with this report.

· The proposed budget for the Young Enterprise Scheme (WHLB) (Activity ID 1272) is $1,000 and can be funded from the local board’s available locally driven initiatives (LDI) operational budget 2024/2025.

Financial Performance

· Operating expenditure overall of $4.9 million is four percent under budget. Asset Based Services operating expenditure is $341,000 under budget. This mainly results from lower repairs and maintenance of buildings, open space, parks, and reserves than planned to date. Locally Driven Initiatives operating expenditure is $147,000 over budget due to a number of programmes being paid in full for the year in this quarter.

· Operating revenue of $61,000 is $15,000 below budget. The shortfall is mainly due to lower venue hireage at New Lynn Community centre and income from citizenship ceremony not yet reallocated.

· Capital Expenditure of $1.4 million is below budget by $345,000 (19 per cent) year to date. The underspend to date was mainly due to Te Hono where detailed design is completed and all consents lodged.

· The financial report for the three months ended September 2024 for the Whau local board area is in Appendix B.

Revised Capex Budget

26. Capex budgets are revised to reflect changes in timing of delivery for individual projects.

27. Projects that were still in progress at 30 June 2024 have had their remaining required budget carried forward to the current or future financial years to fund the remaining works.

28. If a multi-year capital project was completed earlier than anticipated, the budget is reduced or brought forward to 30 June 2024 to reflect early completion.

29. Consideration is also given to the status of current capital projects and where required budgets are rephased in whole or part to outer years to reflect current timelines for delivery.

30. The net budgetary impact of these changes is reflected in the revised budget for the board.

31. The Customer and Community Services Capex work programme financial allocations have been updated in accordance with the carry forwards.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

33. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section

Ngā koringa ā-muri

Next steps

34. The local board will receive the next performance update for quarter two (October - December 2024), at the February business meeting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Board Work Programme 2024/2025 Quarter One Update	333
b ⇩	Whau Local Board Operating Performance Financial Summary 2024/2025 Quarter One	359

Ngā kaihaina

Signatories

Authors	Liam Courtney - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager

Whau Local Board

04 December 2024

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

File No.: CP2024/17673

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 Whau Local Board:

a) tūtohi / 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)	375
b ⇩	Changes between current Business Improvement District (BID) Policy and proposed BID Policy 2025	421
c ⇩	Stakeholder Engagement Programme	427

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

[1] Evidence could include information provided in the request and from site visits and readily available data and insights from specialised teams across council including Animal Management, Natural Environment, Parks and Community Facilities, Environmental Services and Regional Services and Strategy.

[2] While not everyone may agree with a rule, a local dog access rule is only made after public consultation. This means unless there is a structural problem, there is no need to review the rule.

Chairperson	Kay Thomas
Deputy Chairperson	Fasitua Amosa
Members	Ross Clow
	Catherine Farmer
	Valeria Gascoigne
	Sarah Paterson-Hamlin
	Warren Piper

Authors	Caroline Teh - Local Board Advisor
Authorisers	Adam Milina - Local Area Manager