Agenda of Puketāpapa Local Board - Thursday, 20 March 2025

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

An apology from Member R Hay has been received.

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Puketāpapa Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Thursday, 20 February 2025, and the minutes of its emergency meeting held on Thursday, 27 February 2025 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 Puketāpapa 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 Johne Leach - Trustee No.3 Roskill Theatre

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Johne Leach to present on No.3 Board calls for Suburban Arts Strategy.

Whakarāpopototanga matua

Executive summary

2. The No. 3 Board is finding it tough and struggling to continue providing space for our group. Despite significant success with our initiative the No. 3 company are no longer able to freely access the space for development of work in Mount Roskill’s only dedicated creative space. Our board calls for the development of a Suburban Arts Strategy to be included in the planning of the city so the need for resources in individual suburbs can be measured and aspired to. It’s a great time to make sure that there is room for creative pathways and engagement across the city. No. 3 board continues to provide opportunities for local young people to develop as successful artists but cannot succeed without local and central support for our endeavour.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whakamihi / thank Johne Leach for his attendance and presentation.

Attachments

a Presentation.................................................................................................. 217

8.2 AK - Inconvenience of people not putting their bins at the edge of the pavement

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Aaaryansh to present on the inconvenience of people not putting their bins at the edge of the pavement.

Whakarāpopototanga matua

Executive summary

2. Aaryanish will present on the inconvenience of people not putting their bins at the edge of the pavement. It is an inconvenience to pedestrians, people with wheelchairs and prams. The rubbish bins are left in the middle of the pavement rather than the edge, making it hard for people to walk on the pavement, especially if they have wheelchairs or prams.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whakamihi / thank Aaryanish for his presentation.

8.3 Sarah Paterson-Hamlin - Returning music therapy to Puketāpapa

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Sarah Paterson-Hamlin, Funding Coordinator at the Raukatauri Music Therapy Trust to present on returning music therapy to Puketāpapa.

Whakarāpopototanga matua

Executive summary

2. Sarah Paterson-Hamilin will present on returning music therapy to Puketāpapa.

3. From 2004-2024 Raukatauri operated a satellite service at Central Auckland Special School for disabled tamariki but due to funding shortfalls we are not currently able to offer this service for children in the area. We are hoping to introduce the Board to our mahi and discuss options for the restoration of this service or an alternative, and what, if any, role the Puketāpapa Local Board wishes to have in this programme going forwards

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whakamihi / thank Sarah Paterson-Hamlin for her presentation.

Attachments

a Presentation Raukatauri Music Therapy Trust............................................ 219

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.”

Puketāpapa Local Board

20 March 2025

Auckland Transport Kokiri / Local Board Transport Agreement Quarterly Update - March 2025

File No.: CP2025/03903

Te take mō te pūrongo

Purpose of the report

1. To provide an update on projects in the local board’s Kōkiri / Local Board Transport Agreement 2024-2025 (Kōkiri Agreement).

Whakarāpopototanga matua

Executive summary

2. The Kōkiri Agreement 2024-2025 is a local board’s engagement plan with Auckland Transport’s (AT) work programme.

3. Developing the agreement is an annual process. During this process AT provides advice on its work programme, seeks feedback from the local board, responds to this feedback, and establishes an endorsed plan for engaging on work in the local board area.

4. This report provides an update on projects in the local board’s Kōkiri Agreement.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) whiwhi / receive the March 2025 quarterly update on the Kōkiri / Local Board Transport Agreement 2024-2025.

Horopaki

Context

5. In mid-2023, development of the Kōkiri Agreement was initiated to build a more structured and supportive relationship between local boards and Auckland Transport. The Kōkiri Agreement is formed through an annual process that includes the following steps:

Table 1: Kōkiri Agreement annual process:

October/November	AT provides quality advice to local boards on the next financial year’s work programme.
March	Local boards provide their feedback, prioritise projects or programmes, and request levels of engagement for each project.
April/May	AT responds to that feedback, and a Kōkiri Agreement is written for each local board.
June/July	AT seeks formal endorsement of the Kōkiri Agreement from local boards.

6. AT reports quarterly on the prioritised projects and programmes listed in the local board’s Kōkiri Agreement.

7. This process provides a clear annual structure for engaging with AT. Local boards are able to influence Auckland Transport’s work programme through the annual Kōkiri Agreement process.

Tātaritanga me ngā tohutohu

Analysis and advice

8. Kōkiri Agreements prioritise the projects or programmes that are of most interest to the local board. Clear local board prioritisation provides Auckland Transport with expectations of transport related objectives, in addition to the objectives provided in the local board plan. This information helps AT to either inform its planning or to offer better explanations for why certain projects or programmes cannot be delivered.

9. However, plans evolve and change, so AT reports quarterly on progress of projects in the Kōkiri Agreement. This means that local boards are kept informed and have a regular opportunity to provide formal feedback to AT about their work programme.

10. The levels of engagement in the Kōkiri Agreement are derived from the International Association for Public Participation’s (IAP2) doctrine and are as follows:

Table 2: Levels of engagement

Collaboration	AT and the local board work together to deliver the project or programme. The local board leads the process of building community consensus. The local board’s input and advice are used to formulate solutions and develop plans. Local board feedback is incorporated into the plan to the maximum extent possible.
Consultation	AT leads the project or programme but works with the local board, providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan, and if it is not able to, provides clear reasons for that decision.
Informing	AT leads the project or programme informing the local board about progress. Local board members may be asked to provide their local knowledge and insight by AT, however there is no expectation that the project must be modified based on that input.

11. Attachment A provides updates about all projects and programmes currently listed in this local board’s Kōkiri Agreement 2024-2025. This report also includes a quarterly update on road maintenance activities (Attachment B).

12. Additionally, AT would like to provide the following updates:

a) the Local Board Transport Capital Fund projects are progressing well, and additional updates will be provided via memos and workshop briefings.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. This report does not have a direct impact on climate, however the projects it refers to will

14. AT engages closely with the council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and the council’s priorities.

15. AT reviews the potential climate impacts of all projects and works hard to minimise carbon emissions. AT’s work programme is influenced by council direction through Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. The Kōkiri Agreement is a product of the Local Board Relationship Project. AT started the project in response to a 2022 ‘Letter of Expectation’ directive from the Mayor that stated in part that:

“The Statement of Intent 2023-2026 must set out how AT will achieve closer local board involvement in the design and planning stage of local transport projects that affect their communities.”

17. The Kōkiri Agreement gives effect to this intent. AT receives local board feedback via regular engagement. AT also surveys local board members quarterly about engagement, providing an indication of satisfaction.

18. The Kōkiri Agreement was developed working closely with Auckland Council’s Governance and Engagement Department.

19. The Kōkiri Agreement is reported to the Local Board Chair’s Forum on a regular basis.

20. This work relies on historical engagement with both Auckland Council and with other major council-controlled organisations (CCO) through the previous joint CCO engagement plans.

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

Local impacts and local board views

21. The local board endorsed the Kōkiri Agreement 2024-2025 at their August 2024 business meeting. This report provides a quarterly update on projects in the agreement.

Tauākī whakaaweawe Māori

Māori impact statement

22. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsible or effective to Māori.

23. AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

24. The Kōkiri Agreement is focused on AT’s interaction with local boards, as such Māori input was not sought at a programme level. However, when individual projects or operational activities have impact on water or land, Auckland Transport engages with iwi to seek their views. These views are shared in reports seeking decisions from the local board.

Ngā ritenga ā-pūtea

Financial implications

25. Generally, this report has limited financial implications for the local board because Auckland Transport funds all projects and programmes. However, local boards do have a transport budget, called the Local Board Transport Capital Fund.

26. Updates about Local Board Transport Capital Fund projects are included in this report, but financial implications are reported separately, in project specific decision reports.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. If a local board provides any formal direction on changes to the Kōkiri Agreement, there are risks to consider. First, the local board needs to be able to commit to the time required for the level of engagement requested. If decisions are not able to be made or are slowed down by local board decision-making, there can be significant financial costs.

28. Auckland Transport suggests that this risk is mitigated by the local board providing sufficient workshop time to allow for timely discussion of activities listed in Kōkiri Agreement.

Ngā koringa ā-muri

Next steps

29. After local boards receive this report, AT will respond to any additional resolutions.

30. The next quarterly report is planned for June 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Kōkiri Quarterly Update March	13
b ⇩	Kōkiri Quarterly Maintenance and Renewals March	19

Ngā kaihaina

Signatories

Author

Jennifer Fraser – Elected Member Relationship Partner, Auckland Transport

Authorisers

John Gillespie – Head of Stakeholder and Community Engagement, Auckland Transport

Nina Siers - Local Area Manager

Puketāpapa Local Board

20 March 2025

Kōkiri - Setting priorities for Auckland Transport project and programme engagement

File No.: CP2025/03911

Te take mō te pūrongo

Purpose of the report

1. To provide feedback on Auckland Transport’s proposed work programme for 2025-2026.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport is building a more structured and effective process for local boards to engage with and influence transport projects and programmes.

3. At this stage of Kōkiri (part of the Local Board Relationship Project), Auckland Transport is seeking formal views on the proposed work programme for 2025-2026.

4. Auckland Transport workshopped the forward works programme with the Puketāpapa Local Board on 24 October 2024 and 27 February 2025 to aid developing views on priorities.

5. After the local board provides their formal views, Auckland Transport will provide a response to the local board before delivering a draft local board transport agreement (Kōkiri) to August 2025 business meetings for adoption.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) provide views on the proposed work programme, specifically on which projects the local board requests Auckland Transport to:

i) Collaborate on Local Board Transport Capital Fund Projects:

A) Richardson Road Bus Stop upgrades

B) Dominion Road Mid-block pedestrian crossing facility.

C) Athenic Avenue pedestrian crossing facility for Halsey Drive School.

D) Wayfinding signage (if additional funding becomes available)

E) Beagle Avenue table upgrade to zebra crossing facility (if additional funding becomes available.

ii) Consult with the local board on the following projects:

A) Auckland Transport & Kāinga Ora joint 10-year transport programme for Mt. Roskill (large-scale projects)

B) 430 Hillsborough Road pedestrian crossing facility

C) 293 Hillsborough Road crossing facility

D) Bus Stop Improvements on Richardson Road (design and install new shelter)

E) Oakdale Road (design pair of bus stops as per TDM standards)

F) Halsey Drive (add new bus stop).

iii) Inform the local board on the following projects:

A) Stoddard Road / Denize Road – intersection upgrade aligned with Stoddard Road upgrade.

B) Dominion Road / Hillsborough Road – minor safety upgrades.

C) Dominion Road / Richardson Road – change from roundabout to signalization

D) Stoddard Road upgrade being a bi-directional cycle facility on Stoddard Road and shared path on Richardson Road

E) Road resurfacing renewals.

b) provide any projects or programmes for Auckland Transport to consider for inclusion in future work programmes:

A) Investment in footpaths and the cycling network, including accelerating footpath renewals in Puketāpapa.

B) Retain the Local Board Transport Capital Fund and restore it to pre-Covid levels.

C) Provide safety improvements at the Denbigh Avenue and Dominion Road roundabout.

D) Restore the level of service on the 252/253 bus route.

E) Advocate for improved public transport routes to local employment and education providers.

Horopaki

Context

Project Kōkiri

6. In mid-2023, Kōkiri was initiated to build a more structured and supportive relationship between local boards and Auckland Transport (AT).

7. The project was in part a response to the 2020 Review of Auckland Council’s Council-controlled Organisations which highlighted the need for local boards and Auckland Transport to work more meaningfully and collaboratively.

8. AT has taken steps to improve information flow and local board decision-making, including:

· instituting an annual forward works programme briefing for all local boards

· increasing the number of updates sent to local boards

· providing local board insights in all project engagement

· participating in Auckland Council’s CCO Engagement Plan reporting.

9. Auckland Transport aims to provide a better basis for communication and understanding of roles, responsibilities, limitations, and opportunities.

10. The overall purpose of this process is to identify local board interest in AT projects and programmes and to clearly express the preferred levels of local board engagement.

11. The levels of engagement are derived from the International Association for Public Participation’s (IAP2) doctrine; and are as follows:

Table 1: Levels of engagement:

Collaboration

AT and the local board are working together to deliver the project or programme. The local board leads the process of building community consensus. The local board’s input and advice are used to formulate solutions and develop plans. Local board feedback is incorporated into the plan to the maximum extent possible.

Consultation

AT leads the project or programme but works with the local board providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan; and if it is not able to provide clear reasons for that decision.

Informing

AT leads the project or programme informing the local board about progress. Local board members may be asked to provide their local knowledge and insight by AT, however there is no expectation that the project must be modified based on that input.

Tātaritanga me ngā tohutohu

Analysis and advice

12. AT first provided quality advice on the forward works programme at a workshop on 24 October 2024.

13. The local board has continued to workshop the forward works programme with their Auckland Transport Elected Member Relationship Partner on 27 February 2025.

14. This report seeks to confirm local board feedback on the proposed work programme and seek views on how the local board wants to work together with Auckland Transport.

15. Auckland Transport recommends that the local board priorities work programme items align to transport goals stated in their local board plan.

16. The local board should prioritise a list of projects and programmes for each of the three levels of engagement (collaborate, consult and inform).

17. Auckland Transport resource is limited. Projects in the collaborate and consult require significant staff and elected member time such as:

· providing quality advice, including technical advice on options and their costs as well as benefit analysis. Often this advice involves written advice and the opportunity to ask experts questions at a workshop.

· considering the advice, time is required for members to process and understand the advice provided.

· making a formal decision, i.e., feedback about a project or programme requires a report to be submitted and a resolution made at a public meeting.

18. Auckland Transport recommends the local board reserves categorising projects in collaborate and consult for the projects of highest priority, such as local board transport capital fund projects.

19. Other projects and programmes that may be at the ‘collaborate’ level include any projects which the local board has delegated financial control over either by AT, council or by another government agency like the New Zealand Transport Agency.

20. There may also be projects or programmes that a local board wants to deliver but is not currently identified in AT planning. Local boards may choose to advocate for these projects or programmes.

21. There may be projects or programmes that the local board considers are not supported by the community it represents. This report provides an opportunity for the local board to express its community’s concerns about proposed work. AT will consider and may decide not to proceed with these projects based on the local board’s feedback.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. AT engages closely with the council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and the council’s priorities.

23. AT reviews the potential climate impacts of all projects and works hard to minimise carbon emissions. AT’s work programme is influenced by council direction through Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. In 2022, the mayor provided Auckland Transport with a Letter of Expectation which directed AT to improve the relationship with local boards, including providing more opportunity to influence decision-making. Specifically, that:

“The Statement of Intent 2023-2026 must set out how AT will achieve closer Local Board involvement in the design and planning stage of local transport projects that affect their communities.”

25. AT’s ‘2023-26 Statement of Intent’ reflects this direction stating that:

“We (AT) will engage more meaningfully and transparently with Local Boards, recognising that they represent their communities, and that they should have greater involvement in local transport projects that affect those communities. This means a genuine partnership where we seek to understand the unique and diverse needs of each Local Board at a regional level, not just by project. We will work in partnership to integrate those needs into our planning. We will support Local Boards to communicate integrated local transport planning to their communities.”

26. Project Kōkiri provides an annual process where local boards prioritise a group of key programmes or projects, identifying them to AT, and setting engagement levels that capture the local board’s expectations. This plan forms the basis for regular reporting on key programs and projects. Project Kōkiri will be supported by regular updates to provide transparency.

27. Project Kōkiri was developed working closely with Auckland Council’s Governance Division. It has also been reported generally monthly to the Local Board Chair’s Forum and discussed with a reference group of local board chairs.

28. Further, this work relies on historical engagement with both Auckland Council and with other CCOs.

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

Local impacts and local board views

29. The local board had a forward works programme briefing on 24 October, 2024 to receive quality advice on the programme. The response from both elected members and staff supporting local boards has been positive. They have been specifically supportive of the large amount and quality of information provided, the detailed discussion with subject matter experts, and attendance at workshops by AT executive leaders.

30. There was an additional workshop on 27 February 2025 with the AT Elected Member Relationship Manager to discuss the proposed programme and help support local boards to develop their views.

31. The Elected Member Relationship Partner met informally with the Local Board Adviser ahead of the 27 February 2025 workshop and suggested levels of engagements to projects aligned to local board plan and objectives in a detailed document. This information is reflected in the quality advice discussed with the local board at the 27 February 2025 workshop.

Tauākī whakaaweawe Māori

Māori impact statement

32. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsible or effective to Māori.

33. AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua tribes in delivering effective and well-designed transport policy and solutions for Auckland. We also recognise mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

Ngā ritenga ā-pūtea

Financial implications

34. This decision has no financial implications for Puketāpapa Local Board because Auckland Transport funds all projects and programmes.

35. Local boards do have a transport budget through the local board transport funds, and these projects are included in this report. However, their financial implications are reported separately.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. The proposed decision does carry some risk. First, the local board needs to be able to commit to the time required for the level of engagement requested. If decisions are not able to be made or are slowed down by local board decision-making, there can be significant financial costs to AT and therefore the ratepayer.

Ngā koringa ā-muri

Next steps

37. After receiving this report, AT will review the formal feedback from all local boards.

38. AT may engage with the local board directly after receiving their formal resolutions to clarify positions or to discuss the proposed levels of engagement.

39. By mid-May 2025, AT will provide a memo outlining its response to this report. This memo will provide the basis for future engagement.

40. In June 2025, AT will draft a report with an attached annual ‘Kōkiri’ (local board transport agreement) stating how AT and the local board will engage over the next 12 months.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Forward Works Programme Brief	27

Ngā kaihaina

Signatories

Author

Jennifer Fraser – Elected Member Relationship Partner, Auckland Transport

Authorisers

John Gillespie – Head of Stakeholder and Communty Engagement, Auckland Transport

Nina Siers - Local Area Manager

Puketāpapa Local Board

20 March 2025

Auckland Council's Performance Report: Puketāpapa Local Board for quarter two 2024/2025

File No.: CP2024/20907

Te take mō te pūrongo

Purpose of the report

1. To provide the Puketāpapa Local Board with an integrated quarterly performance report for quarter two, 1 October – 31 December 2024.

Whakarāpopototanga matua

Executive summary

2. 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.

3. The work programme is produced annually and aligns with Puketāpapa Local Board Plan outcomes.

4. The key activity updates from this quarter are:

· works were completed on the Waikōwhai Coast boardwalk, this was reopened on Saturday 23 November 2024

· the Wesley Community Centre continues to strengthen ties with 32 community organisations, celebrating contributions at an end-of-year event with over 2500 attendees at the Cultural Christmas celebration

· a year-on-year increase in library usage, with 107,000 visits and 142,000 books issued at the Mt Roskill Library

· the 2024 Carols at the Kings event at Three Kings Reserve attracted 800 attendees.

5. All operating departments with agreed work programmes have provided a quarterly 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 this quarter.

6. Net operational financial performance of the local board is approximately 11 per cent below budget for the six months ended 31 December 2024. Revenue is over budget by 29 per cent for the year to date while operating expenditure is five per cent below budget mainly due to Parks and Community Facilities and repair and maintenance are behind the projected budget. Capital expenditure is approximately 37 per cent above budget for the six months ended 31 December 2024.

7. The local board has $130,000 available from revenue received from Watercare to re-allocate. Staff have canvassed operating departments for options for additional budget allocation. The two key options presented for the board’s consideration are allocating the funding to the Monte Cecilia Park playground project (full amount requested by staff) or allocating the funding to community grants (up to $30,000 requested by staff).

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) receive the performance report for quarter two ending 31 December 2024.

b) allocate the $130,000 revenue from Watercare to one or both of the following projects:

Option 1: ID 24218 Monte Cecilia Park – develop playground – design and consenting to physical works stage; and/or

Option 2: ID 342 Community Grants Puketāpapa.

Horopaki

Context

8. The Puketāpapa Local Board has an approved 2024/2025 work programme for the following:

· Customer and Community Services

· Local Environmental

· Plans and Places;

· Auckland Emergency Management.

9. 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

10. 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), activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Work programme performance by RAG status

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

Graph 3: Work programme performance by activity status and department

Key activity updates from quarter two

12. ID 3848: Wesley Community Centre and Roskill Youth Zone - The centre continues to strengthen ties with 32 community organisations, celebrating contributions at an end-of-year event with over 2500 attendees at the Cultural Christmas celebration. Popular programs like Food Control Plan and Barista Skills continue to see strong demand.

13. ID 1090: Library services – Puketāpapa - A year-on-year increase in library usage, with 107,000 visits and 142,000 books issued. Popular programs like Wriggle and Rhyme, and Digital drop-in sessions, show strong participation.

14. ID 382: Christmas Event Puketāpapa - The 2024 Carols at the Kings event at Three Kings Reserve attracted 800 attendees.

15. ID 4025: Puketāpapa Sport and Active Recreation Facilities Plan - The plan was adopted by the local board at 05 December 2024 business meeting.

16. ID 601: EcoNeighbourhoods Puketāpapa - Eight active groups organised 11 events, engaging over 200 community members in activities like workshops, gardening, and mural projects.

17. ID 978: Puketāpapa Full Facilities maintenance contracts - Strong contractor performance, achieving high audit scores, with a focus on summer preparation through mulching and maintenance.

18. ID 980: Puketāpapa Arboriculture contracts - Successful delivery of the maintenance programme with high-quality results, including tree aftercare and summer watering.

19. ID 45713: Storm Capex Damage - renew – Puketapapa - Completed works at Bamfield Reserve and progress on flood protection works at Three Kings Reserve.

20. ID 24284: Mt Roskill Library - renew - interior and exterior - Completion of a comprehensive refurbishment of the Mt Roskill Library, including interior, exterior, and associated works at Fickling Centre.

21. ID 26299: Open space walkways and paths - renew - FY22/23 to FY25/26 Puketāpapa - Completed works at Waikōwhai Coast boardwalk and upcoming plans for West Reserve footpath renewal and works at Waikōwhai Park.

22. ID 13: Puketāpapa Migrant Community Conservation Programme (Local Parks) - Engaged 105 volunteers, contributing 299.5 hours in conservation work across Puketāpapa.

Activities on hold

23. The following work programme activities have been identified by operating departments as on hold:

· ID 2999: Puketāpapa Community Parks service assessment – this assessment remains on hold, pending additional clarity on the future state of Kāinga Ora and an updated Kāinga Ora Wesley West Masterplan.

Changes to the local board work programme

Deferred activities

24. These activities are deferred from the current work programme into future years:

· ID 3336: Mount Roskill War Memorial Park, Eden Roskill Softball Club Inc. Lease – This is on hold until the 2025/2026 Financial Year due to the Making Space for Water project.

· ID 3337: Mount Roskill War Memorial Park, Bhartiya Samaj Charitable Trust. Lease - The item is on hold until the 2025/2026 Financial Year due to the refurbishment of the building.

· ID 3338: Arthur Faulkner Reserve, Mt Roskill Tennis Club Inc. Lease – Currently managed by Venue For Hire as a temporary interim measure until the building has been refurbished in the 2025/2026 Financial Year and the future management of the site decided by the local board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

26. Work programmes were approved in June 2024 and delivery is already underway. Should significant changes to any projects be required, climate impacts will be assessed as part of the relevant reporting requirements.

27. The local board is currently investing in a number of sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These include:

· Climate Action Activator Puketāpapa: The Climate Action Activator continues to strengthen local relationships and expand sustainability initiatives. In partnership with Wesley Community Centre, Wesley Market, and the Puketāpapa Community Network, the activator supports community groups in enhancing sustainability practices and hosting workshops. Current efforts include crafting bike baskets from Coreflute boards, pop-up bike safety checks, e-bike trials, and “Heels on Wheels” cycling workshops for women, funded by the Auckland Climate Grant. This project builds community capacity and reduce carbon emissions through local government.

· EcoNeighbourhoods Puketāpapa: Continuing from 2023/2024, this project supports groups of six or more neighbours in adopting sustainable, low-carbon practices. Each group selects activities like local food production, composting, and electric vehicle promotion, with up to 12 hours of facilitator support and $1000 in incentives. Currently, seven groups are active, with a new group focused on local food production in Three Kings. The initiative strengthens community connections, fosters low-carbon champions, and helps residents reduce carbon emissions, waste, and energy use.

· Healthy Puketāpapa Strategic Framework and Action Plan: This project continues to drive priority actions through collaboration with government agencies, community organisations, and residents. Key focuses include promoting sustainable transport, implementing housing and kai initiatives, and seeking external funding for kai-related projects. Mana whenua feedback emphasizes movement as a priority. This project aligns with broader local board goals, coordinating multiple initiatives and partnerships.

28. The Local Board is investing in climate-responsive initiatives, such as the Urban Forest Auckland (Ngahere) Strategy- Planting Plan Puketāpapa, where the second stage of planting is complete, and the third stage is set for the upcoming planting season. These board-funded initiatives support ecological and environmental projects that align with the board’s climate priorities.

29. The Puketāpapa Local Board remains committed to fostering a sustainable and resilient community through these initiatives, with ongoing monitoring and evaluation to ensure alignment with Climate goals.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

30. When developing the work programmes council group impacts and views are presented to the local board.

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

Local impacts and local board views

31. This report informs the Puketāpapa Local Board of the performance for quarter two ending 31 December 2024.

Tauākī whakaaweawe Māori

Māori impact statement

32. Table one outlines the activities in the 2024/2025 work programme that have a direct Māori outcome focus.

Table 1: Māori outcome delivery through individual activities:

Local Board Plan Outcomes	ID	Activity Name	Māori Outcome	Progress and Partnership Updates
OUR PEOPLE- Inclusive communities that are healthy, connected and thriving.	366	Local Implementation of Ngā Hapori Momoho (Thriving Communities)	No specific outcome focus areas	Progress ongoing. Expertise provided for Ngā Hapori Momoho in the Local Board Plan.
	368	Manu Aute Kite Day	Māori Identity and culture	Progress ongoing. Partnerships with local iwi are being strengthened for the event.
	369	Youth: Promoting thriving youth in Puketāpapa	Māori identity and culture; Whānau and Tamariki Wellbeing	Progress ongoing. Focus on increasing rangatahi Māori involvement in leadership roles.
	381	Local Civic Events Puketāpapa	Māori identity and culture	Planning phase. Discussions with mana whenua for event planning are underway.
	387	Healthy Puketāpapa	Kaitiakitanga; Whanau and Tamariki Wellbeing	Collaborative initiatives in development, focusing on movement and recovery with input from Mana Whenua.
	4122	Roskill Youth Zone Business Plan Initiatives	Realising rangatahi potential	Implementation of initiatives is progressing, with a focus on rangatahi potential.
OUR COMMUNITY- Our people Speak Up and Help Shape Our Future	703	Puketāpapa Local Board- Te Kete Rukuruku (Māori naming of parks and places) Tranche Two	Realising rangatahi potential	Implementation of initiatives is progressing, with a focus on rangatahi potential.

Ngā ritenga ā-pūtea

Financial implications

33. This report is provided to enable the Puketāpapa Local Board to monitor the organisation’s progress and performance in delivering the 2024/2025 work programme.

Watercare Revenue Reallocation

34. This revenue originates from a monthly rent payment received from Watercare for the utilisation of a small section of Keith Hay Park under the C9 project. The total revenue anticipated from Watercare is $130,000 this financial year.

35. Because this revenue is a one-off additional income stream, it qualifies for capital expenditure (CAPEX). This means it can be invested in long-term capital projects instead of day-to-day operational expenses.

36. We have worked with departments that deliver local board work programmes to identify projects that could use this funding. There are two options for the local board’s consideration:

Options Analysis for Reallocation of Watercare Revenue:

Option ID

Activity Name

Funding Capacity

Local Board Plan Alignment

Feasibility

24218

Monte Cecilia Park – develop playground – design and consenting to physical works stage

Can absorb the full $130,000 revenue from Watercare

Directly supports the Board’s commitment to enhancing community well-being by creating safe, accessible, and engaging public spaces that promote healthy lifestyles and social inclusion

Based on current progress, this project—proposed as stage two—is considered feasible from a planning perspective. The current financial year is dedicated to scoping and detailed design, with the concept design currently underway.

However, should the Board progress with a proposed Master Plan for Monte Cecilia Park, this will be undertaken in financial years 2025/2026 and 2026/2027, and any work on this project will not commence until the 2027/2028 financial year at the earliest.

The revenue allocation can be carried forward for this project.

384

Community Grants Puketāpapa

$20,000 - $30,000

Supports local community empowerment by providing targeted funding for community-driven initiatives in line with the Local Board Plan’s focus on enhancing local service delivery and development

Feasible under existing grant mechanisms, though constrained by capacity limits and competitive demand due to oversubscribed grant rounds

37. Since the Grants program can only absorb an additional $20,000–$30,000, any funds above that amount would otherwise go to overall savings for the council.

Financial Performance

38. Operating expenditure of $5.3 million is $270,000 below budget.

39. Asset Based Services operating expenditure (ABS Opex) is $167,000 below budget. This is primarily due to Parks and Community Facilities and repair and maintenance are behind the projected budget.

40. Locally Driven Initiatives operating expenditure (LDI Opex) is $167,000 under budget. Most work programmes including Migrant community volunteer co-Ordinator, Manukau Harbour pine tree removals are in early development. Operating revenue of $365,000 is $81,000 above budget. This mainly relates to increased revenue at Fickling Convention and Wesley Community centres due to increase in utilisation.

41. Capital Expenditure of $1.6 million is above budget by $442,000. The capital programme is ahead of schedule and at this stage and mainly refers to Waikōwhai Coast boardwalk and renewal of Lynfield recreational centre interior and exterior refurbishment along with various other local renewals programmes.

42. The financial report for the three months ended 31 December 2024 for the Puketapapa local board area is in Appendix B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. 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.

44. The approved Customer and Community Services capex work programme include projects identified as part of the Risk Adjusted Programme (RAP). These are projects that the Community Facilities delivery team will progress, if possible, in advance of the programmed delivery year. This flexibility in delivery timing will help to achieve 100 per cent financial delivery for the financial year if projects intended for delivery in the current financial year are delayed due to unforeseen circumstances.

45. 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

46. The local board will receive the next performance update following the end of quarter three (31 March 2025).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Puketāpapa Local Board 1 October - 31 December 2025 for quarter two Work Programme update	101
b ⇩	Puketāpapa Local Board - Operating Performance Financial Summary for quarter two 2024/2025	125

Ngā kaihaina

Signatories

Author	Vanessa Phillips - Local Board Advisor
Authoriser	Nina Siers - Local Area Manager

Puketāpapa Local Board

20 March 2025

Feedback on options to address local board operating cost pressures for Annual Budget 2025/2026

File No.: CP2025/04236

Te take mō te pūrongo

Purpose of the report

1. To provide feedback on options to manage local board cost pressures in the context of Fairer Funding, for reporting back to the Joint Governance Working Party (JGWP) in April 2025, to support a recommendation to the Governing Body for Annual Budget 2025/2026.

Whakarāpopototanga matua

Executive summary

2. Fairer Funding was adopted through the Long-term Plan 2024-2034 (LTP), to be implemented from 1 July 2025 (year two of the LTP). This included new funding of $84 million operating and $50 million capital over two years to transition most local boards significantly closer to funding equity. $35 million of new operating funding was planned for in 2025/2026 and allocated to local boards through the LTP.

3. Through the council’s Annual Budget 2025/2026 refresh process, staff have identified that some costs are forecast to be higher than previously anticipated, and operating revenue budgets set in the LTP are at risk of not being achieved. In a memorandum to the Budget Committee and local board members on 2 December 2024 (Attachment B), staff provided an update on this emerging issue but did not recommend local boards take urgent action at that point or propose material service changes in their consultation materials based on these early indications.

4. Thirteen local boards (identified as funded below their equitable levels) were allocated a portion of the $35 million new operating funding in 2025/2026 exceeding their individual cost pressures, however there are eight local boards (that were identified as funded at or above their equitable levels) which were allocated little or no additional funding, and staff anticipate the level of implementable advice and options available to these local boards will be insufficient to fully mitigate the size of their individual cost pressures without materially impacting service levels.

5. After a recent budget refresh exercise, which concluded in February, the revised total cost pressures and revenue shortfalls identified for local community services is $13.9 million across 21 local boards, comprising of:

· Known variations to asset schedules within full facility contracts (subject to final price negotiation) were not budgeted for in the LTP, $5.1 million

· Utilities costs (driven primarily by Electricity and Gas forecasted prices), $5.8 million

· Improved libraries rostering to meet health and safety requirements, reduce the likelihood of unplanned facility closures and deliver planned levels of service, $1.5 million

· Revenue shortfalls from pools and leisure facilities and venue for hire, $2.4 million

· Improvements in leasing revenue is an overall net positive contribution of $0.3 million, however this differs by local board. Where they are net positive, this could be used to mitigate the effect of cost pressures. Leasing revenue improvements can arise because of local board decisions.

6. While this initial budget refresh exercise has been completed, staff are continuing to investigate the cost pressures to identify mitigations and other offset opportunities.

7. Between 4 and 6 March 2025, finance staff have workshopped with all local boards the updated local board budget position (based on the best available information), including individual local board positions, and options to manage the collective local board cost pressures. A further budget update since these workshops has occurred (and local boards informed through a memo), reducing the overall cost pressures for local boards from $18 million to $13.9 million.

8. This report seeks local board feedback on the three potential options and is an opportunity for local boards to provide their views including other matters relating to local cost pressures to the Joint Governance Working Party, to support a recommendation to the Governing Body for Annual Budget 2025/2026

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) tuku / provide feedback on the three identified options to manage local board cost pressures in the short term.

b) tuku / provide feedback on any other matters relating to local board cost pressures and budgets.

Horopaki

Context

9. Fairer Funding was adopted through the Long-term Plan 2024-2034 (LTP) and is to be implemented from 1 July 2025 (year two of the LTP) to transition towards significant funding equity for most local boards over four years, including the allocation of $35 million of new operating funding to 13 local boards for 2025/2026. Eight local boards have been allocated little to no new funding.

10. Cost pressures can arise when the costs of delivering a service are forecast to increase beyond what is projected in the LTP. These can occur as new information becomes available after the adoption of an LTP or Annual Plan, and budgeting assumptions are updated.

11. The total net operating cost pressures identified for local community services for 2025/2026 is $18 million and relate to ‘asset-based services’. This is the total across all 21 local boards and does not include cost pressures relating to any other area of the council group operations.

12. Operating cost pressures relating to networks of asset-based services (e.g. pools, libraries, open space maintenance) have historically been managed across local boards at a regional level by the Governing Body. In this approach additional levers are available, such as changes to the level and distribution of general rates funding and minimum service levels. There is also the ability for staff to drive efficiencies across the regional network, and to manage “unders and overs” across that network.

13. Local boards have two main levers for responding to cost pressures in the short term. These are:

a) utilising new operating funding from their share of the $35 million in 2025/2026 provided to support a transition to Fairer Funding, or

b) by making changes to services including prioritisation and trade-off decisions across their service portfolio.

14. Staff also have some levers available to help manage the costs and revenues for asset-based services as part of their day-to-day operational management of these services.

15. The eight local boards that will not receive sufficient new funding would need to respond to cost pressures by reviewing service levels, making prioritisation and trade-off decisions to remain within their existing funding levels, and then work with staff to ensure the efficient delivery of those services. However, staff do not expect the level of implementable options and advice available for 2025/2026 to be sufficient to cover the full amount of their individual cost pressures.

16. On 14 February 2025, staff presented a report to the Joint Governance Working Party (JGWP) about cost pressures for local boards, how local boards can currently manage these cost pressures, and possible transitional support which the JGWP could recommend to the Governing Body as part of annual budget decision making. This report is included in Attachment A. At this time the updated local cost pressure position was unknown, however since then, updated estimates of cost pressures have been forecasted.

17. The JGWP resolved (resolution JGWPC/2025/4) on three potential options to address local board cost pressures in the short term, and has requested staff seek formal local board feedback on these to support a recommendation to the Governing Body for Annual Budget 2025/2026:

i) Local boards manage within existing local board funding envelopes

ii) Recalibration of the $35 million operating funding increase (for local boards) in 2025/2026

iii) Seeking additional funding to accommodate cost pressures including utilising the Delivering Differently budget.

18. As operating cost pressures are ongoing, local boards should also consider in their feedback, how this would be managed for future years.

19. Staff will collate local board feedback and report back to the JGWP in April to support a recommendation to the Governing Body, per JGWPC/2025/4 c).

Tātaritanga me ngā tohutohu

Analysis and advice

20. Through the budget refresh process staff identified $13.9 million of net operating cost pressures related to delivering existing levels of service for local community services. The distribution by local board is presented below. Staff are continuing to investigate these cost pressures, including identifying mitigations, and have identified some regional scheduled maintenance costs were incorrectly attributed to local boards. A memo was distributed to all local boards on 12 March 2025 explaining the corrections, and this has reduced the total net operating cost pressures to $13.9 million from the $18 million presented in workshops, as presented in Table 1 below.

Table 1: distribution of cost pressures to local boards

21. Analysis was completed to compare the level of individual local board cost pressures against each local board’s allocation from the new operating funding in 2025/2026. This is because the new funding is yet to be allocated towards a service or activity, and if this was used to cover cost pressures, there would not be an impact to existing service levels.

22. Analysis showed that 13 local boards had sufficient new operating funding to cover their individual cost pressures, however this would result in a reduction of up to 61 per cent in their new operating funding, which was provided for the purpose of funding equity and which local boards expected to deliver additional outcomes for their communities.

23. Eight local boards with little to no new funding would only have the option to look across existing services to find cost reductions or revenue opportunities to offset cost pressures. However, advice on strategic options and opportunities for local boards to change asset-based services to reduce cost will initially be limited. Advice is more readily available for activities currently funded from ‘Locally Driven Initiatives (LDI)’ operating funding which is a only a small proportion of the local board operating costs.

24. For these eight local boards, this could mean between 36 per cent and 84 per cent funding reduction from their existing ‘Locally Driven Initiatives’ programme of services and activities. Changes at this level are likely to be material to existing levels of services, as most of these services and activities have been ongoing for many years and are designed to achieve local board plan outcomes. Any material changes to existing levels of service are likely to trigger a requirement for public consultation; however local boards were not recommended to consult in detail on specific opportunities in the Annual Budget 2025/2026 consultation. Therefore this gives rise to a risk that certain opportunities may not be implementable unless further consultation is held.

Table 2: analysis of cost pressures compared to available funding by local board

Supporting a transition to fairer funding

25. To support this significant shift in the way local boards are funded, some key principles and assumptions were agreed as part of the adoption of Fairer Funding:

· No local board is worse off in its level of funding (than under the prior ABS/LDI funding model).

· Achieving significant funding equity for most local boards in four years.

26. The level of implementable advice across local community services and environmental management may not be available for the Annual Budget 2025/2026 to fully cover the full quantum of local boards individual cost pressures. Additional options to address local cost pressures in the short term have been developed for JGWP consideration to help all local boards transition to the new way of funding.

Options analysis for addressing local board cost pressures

27. The Joint Governance Working Party on 14 February 2025 (resolution JGWPC/2025/4) requested staff to seek local board feedback on the following potential options to address local board cost pressures in the short term:

i) Local boards manage within existing local board funding envelopes

ii) Recalibration of the $35 million operating funding increase (for local boards) in 2025/2026

iii) Seeking additional funding to accommodate cost pressures including utilising the Delivering Differently budget.

28. A combination of options will likely be needed to resolve the full range and quantum of cost pressures for 2025/2026, but consideration should also be given to whether these options should be temporary (e.g. one year) or implemented for a longer period (e.g. two years, or on an ongoing basis).

29. Based on of the current projected size of local cost pressures it is unlikely any overall funding changes to local boards would be considered significant (per council’s Significance and Engagement Policy), and therefore would not require public consultation to implement. However, changes to local funding levels requires a Governing Body decision.

30. A Governing Body decision is required to implement options 2 and 3 as these involve a change to how funding for local boards is distributed and involves a departure from the adopted Local Board Funding Policy 2025.

Option 1: Local boards manage within existing local board funding envelopes

31. This option requires local boards to fund services within LTP funding allocations, including any new funding received. This is in line with the Local Board Funding Policy 2025, makes progress towards bringing 19 local boards to within 5 per cent of their equitable funding level in 2025/2026, and places no additional burden on ratepayers.

32. Under this approach local boards would address cost pressures by:

i) Utilising new operating funding

ii) Adopting and seeking staff advice on opportunities to increase revenue or reduce costs in some areas to make room for increased costs in others. These may include minor changes to services, or trade-off decisions across a range of locally funded services and must be implementable in time to support the 2025/2026 Annual Budget (including re-consultation if significant)

iii) Working with staff during the financial year to continuously seek out cost efficiencies and revenue enhancements for asset-based services as part of their day-to-day operational management of these services.

33. Local boards that will not receive any new funding, or that will receive insufficient new funding to address cost pressures, are limited to available staff advice on opportunities and changes to services. The implications of delays to the provision of advice over their portfolio of services until 2026/2027 may mean that local boards look to more flexible areas of their funding, which are well understood and supported with staff advice (for example services and activities previously funded from LDI). Reducing these services may impact on the delivery of local board plan outcomes.

34. Based on initial estimates of local cost pressures, staff had advised that local boards did not need to consult on significant service level changes, therefore seven of the eight local boards with little to no new funding consulted broadly on priorities. This limits the level of implementable opportunities without having to further consult.

Option 2: Recalibration of the $35 million operating funding increase for local boards in 2025/2026

35. Of the $35 million new operating funding in 2025/2026 provided to support the transition to funding equity, a portion could be used to provide temporary support for local boards unable to fully offset cost pressures. Some of the additional funding may not otherwise be utilised if there are insufficient options and advice on new and increased service levels. This would involve allocating funding to local boards with little to no new funding to address cost pressures from the $35 million new funding, then distributing the remainder based on the equitable rankings.

36. The impact of using this option is that local boards that were allocated additional operating funding would see a reduction to that level of operating funding, with the reduction in the level of operating funding used to cover cost pressures from other local boards.

37. Based on the budget information at end of February 2025, modelling was carried out and presented to local boards showing the impact should all local cost pressures be covered from the $35 million new funding first, with the remainder distributed equitably as per the Local Board Funding Policy 2025. Since then there has been a reduction to the overall size of local cost pressures from $18 million to $13.9 million, which means the modelled impact is expected to be less than what was presented through workshops.

38. However this is only one possible scenario, and there are various ways this option can be applied, including:

· whether all local cost pressures are covered from the $35 million first, or only for those local boards that cannot cover their own

· the proportion of local cost pressures covered from the $35 million first, and this could be on a scale from zero per cent to 100 per cent.

39. This option would represent slightly less progress towards funding equity for the 2025/2026 year than anticipated in the LTP. This approach remains consistent with a transition to equitable funding over four years and places no additional burden on ratepayers should it be used temporarily, until sufficient advice is available and implementable for local boards to manage cost pressures over their full portfolio of services.

Option 3: Seeking additional funding to accommodate cost pressures, including utilising the Delivering Differently budget

40. The Governing Body is responsible for decision making on the overall funding level for local boards and could allocate additional local funding to support cost pressures. This could be achieved without increasing general rates within the existing overall LTP funding level if there are sufficient improvements to other assumptions (such as interest rates and depreciation costs), or by balancing the application of funding across a wider range of services including regional activities. These options are not available to local boards, and any new local targeted rates could not be implemented in time for 2025/2026.

41. Once budget projections have been fully updated across the group, it will be clearer whether or not the emerging cost pressures for local services can be accommodated within the currently projected rates increase for 2025/2026. If it can be, then it will be up to the Governing Body to approve that allocation, after considering budget trade-offs across the group. If it cannot be, then the Governing Body is expected to be able to have some flexibility to make minor adjustments to the rates increase as part of its final budget decision-making in May 2025. However, the current political direction on this is clear that a higher rates increase is the last resort.

42. While progress will still be made towards funding equity, any permanent direct funding provided to individual local boards to address cost pressures is an inequitable way of distributing general rates funding and would increase the challenge of progressing towards full funding equity. This also departs from the adopted Local Board Funding Policy 2025.

43. Under this option, additional funding could be provided for one or more years until sufficient advice is available for local boards to manage cost pressures, and could be managed at a regional level to be provided to local boards as needed to minimise the impact on funding equity.

44. The Joint Governance Working Party resolved specifically for staff to investigate whether the Delivering Differently budget could be used to temporarily resolve local cost pressures. The majority of the funding for this programme is debt funded (such as capital grants) which cannot be re-purposed to mitigate local operational cost pressures. The remaining funding is for the purpose of supporting local boards shift away from asset-based service provision and future unaffordable renewals, and it‘s important that progress on this work continues.

Summary of options and risks

45. The following table summarises the impact, risks and alignment to the proposed principles for each option. A combination of options may be used to resolve the level of cost pressures for local boards in both 2025/2026 and beyond.

Option

Risks and/or impacts

Option 1: Local boards manage within existing local board funding envelopes

· Advice not fully ready across local board service portfolio to implement for 2025/2026.

· Activities and services with advice to respond this year may be limited to those tailored to local priorities and reducing these will impact the delivery of local board plan outcomes.

Option 2: Recalibration of the $35 million operating funding increase for local boards in 2025/2026

· Funding equity gap between local boards would be slightly larger than planned (5 per cent of funding equity by 2025/2026).

· A one-year approach would mean local boards may have cumulative cost pressures to solve in the next year.

· Continued application would slow progress to significant funding equity in subsequent years.

· Perceived retreat on historical commitments made through the LTP for individual local boards.

Option 3: Seeking additional funding to accommodate cost pressures including utilising the Delivering Differently budget

· Could impact on other services, including regional services, as a result of funding reallocation.

· Inequitably allocating additional funding to local boards departs from funding policy and slows progress towards equitable funding.

Improvements to budget and cost allocation accuracy

46. Through the Annual Budget 2025/2026 budget refresh process, staff identified over $25 million of costs and budget held in regional community services but are related to the delivery of existing levels of local community services. These relate to services that are managed across the region (or at a network level), with financials also historically being managed at a regional level.

47. Implementing these cost allocation changes through Annual Budget reviews will impact local funding envelopes and funding equity. While changes to baseline budgets are typically made when the Fairer Funding model is refreshed in the next LTP to align with the frequency of review specified in the Local Board Funding Policy 2025, some necessary improvements to the accuracy of budgets may be required to support effective management and local board governance.

48. Allocation of these costs and funding will not be based on an equitable distribution as these are considered adjustments to baseline budgets, instead of new local funding. An example would be where there are Pools and Leisure centralised costs to be allocated to local boards, only those local boards with Pools and Leisure sites will receive an allocation of costs and funding. Changes that impact baseline budgets would impact funding equity analysis and local board rankings, however should not impact the total cost to the council or planned service levels, as they are a change to how costs and funding is allocated only.

49. There will be no cost pressures for 2025/2026 associated with these cost and funding transfers for local boards, nor any impacts on the existing levels of service being delivered in each local board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

50. Local board feedback through this report will inform the Joint Governance Working Party on a recommendation to the Governing Body on decisions for local board funding levels. This may have varying impacts on individual local board level of investments in local services and activities, which may have climate impacts.

51. In particular, local boards contribute to climate outcomes through their local environmental work programmes (currently funded through their LDI operating funding) and therefore the scale of cost reductions required to fund the cost pressures could result in significant impacts to local environmental work programmes. The decision for local board funding will have a direct impact on the level of funding that can be allocated towards local environmental work programmes. This includes reductions, but also the scale of new initiatives contributing towards climate outcomes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52. Staff from the Finance and Community divisions provided input into the report for the Joint Governance Working Party and have developed the list of local community cost pressures for the 2025/2026 Annual Budget through reviewing the costs of delivering existing levels of services.

53. Staff will continue to improve the quality and range of advice for local boards over the four years transitioning to significant funding equity. This could have impacts on the operations of the Community Division which may need to adapt to the new funding structure of local community services, and improvements to how local services are being budgeted.

54. Some options for feedback in this report require Governing Body decisions on funding and may need to be considered together with the entire council group financial position and budget updates. 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

55. In a memorandum to Budget Committee and local board members on 2 December 2024 (Attachment B), staff provided an update on this emerging issue but did not recommend local boards take urgent action at that point or propose material service changes in their consultation materials based on these early indications. Seven local boards have consulted broadly on priorities but not specific cost reduction initiatives.

56. Finance staff workshopped the updated budget position and options to manage the collective cost pressures with local boards between 4 and 6 March 2025. This report seeks local board feedback on the options presented and is an opportunity for local boards to provide their views to the Joint Governance Working Party.

57. The identified $13.9 million net operating cost pressures is over a third of the $34.6 million additional operating funding provided to local boards to progress towards funding equity. Individual local board impacts were workshopped with local boards, based on the $18 million cost pressures identified at that time. However subsequently staff identified through a detailed review, updates to the budgets presented, which has reduced the total net operating cost pressures to $13.9 million (Table 1 in this report).

58. Under Fairer Funding, 13 local boards are able to cover their individual cost pressures using new operating funding allocated to achieve funding equity purposes, however this will reduce the level of new operating available to these local boards to improve community outcomes. The proportion of new operating funding required to cover cost pressures for individual local boards can be up to 61 per cent of their allocated new operating funding.

59. Eight local boards would be unable to address their individual cost pressures without making reductions to existing services, and there is unlikely to be sufficient cost reduction or revenue generating options available for local boards which can be implemented for 2025/2026 to offset the entirety of their cost pressures.

60. The options provided intend to assist all local boards in transitioning to funding equity over time, and depending on the combination of options may change individual local board funding envelopes compared to the LTP.

61. A feedback template has been provided (Attachment C) to assist local boards in providing feedback to this report.

Tauākī whakaaweawe Māori

Māori impact statement

62. Local board feedback through this report will inform the Joint Governance Working Party on a recommendation to the Governing Body on decisions for local board funding levels. This may have varying impacts on individual local board level of investments in local services and activities, which may have Māori impacts depending on each local board’s specific community.

63. The decision for local board funding will have a direct impact on local board work programming which is the process where local boards prioritise their available funding towards achieving local board plan outcomes for their community, including impacts to their Māori community. This includes reductions, but also the scale of new initiatives contributing towards Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

64. Some of the options proposed in this report for further engagement will impact local board funding decisions and council’s overall funding levels for this Annual Budget 2025/2026, but would be subject to further Governing Body decision making. Full detail on risks, mitigation and implications are outlined in the earlier sections of this report, and in more detail below.

65. Feedback on this report informs the Joint Governance Working Party and inputs into Governing Body Annual Budget decision making.

66. Some options for managing cost pressures would have no impact to rates by requiring these to be managed within existing local board funding envelopes or the wider Auckland Council Group (subject to Governing Body decision making). However, there may be a risk that an increase in rates is required to fund cost pressures, and this would only be clear once the Governing Body is presented with a budget update for the Auckland Council Group.

67. The final decisions to manage local cost pressures may have a direct impact on the level of funding each local board is allocated and may vary the funding levels set out in the LTP.

68. Options where the level of funding to local boards are set on a non-equitable distribution, including any targeted operating funding support provided, requires the decision maker, which is Governing Body, to agree to a temporary departure from the Local Board Funding Policy 2025 adopted through the LTP.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

69. There are significant risks identified with the uncertainty of local board annual funding envelopes and available funding, which has resulted in challenges for staff to plan for and engage with local boards to participate effectively in work programme discussions and to meet key annual budget timelines with sufficient levels of clarity and understanding. This is because options which alter local board funding require Governing Body decision-making, and based on the current timeline, Annual Budget decisions are set to be made on 28 May 2025. A mitigation being confirmed is for a recommendation from the JGWP to be presented to the Budget Committee on 16 April 2025, seeking indicative support for later formal decision-making by the Governing Body.

70. There is a risk should the Governing Body not decide to provide additional support to local boards. Given the updated size of local cost pressures it is unlikely that options with a minor impact to service levels could fully mitigate these for local boards not receiving top-up funding. Eight local boards are therefore at risk of not being able to approve a balanced budget by June 2025 without additional support or further consultation in a short timeframe on further reductions which are considered significant (under council’s Significance and Engagement Policy).

71. Some proposed options will have financial and reputational risks to council as these could be perceived as changes to the commitments made in the LTP, such as changing the allocation of funding levels for individual local boards.

72. There are also risks relating to the timeframe for the council to develop the necessary improvements to financial budget data and process improvements, and to develop the capability to provide local boards with advice on options for changing service levels and how local services can be more efficiently delivered. Some improvements to local board data and increased staff advice are expected from 2026/2027, however these will not be across the full portfolio of services. A longer-term solution is anticipated to require the full transition period to funding equity of four years.

Ngā koringa ā-muri

Next steps

73. Staff will collate local board feedback and report back to the Joint Governance Working Party on 11 April 2025 to seek recommendations from JGWP to the Governing Body for Annual Budget decision making.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Options to address local board operating cost pressures and their impact on Fairer Funding implementation – (14 February 2025 JGWP)	143
b ⇩	Memorandum: Local Board cost pressures – additional information (2 Dec 2024)	155
c ⇩	Feedback template	159

Ngā kaihaina

Signatories

Author

Hao Chen – Manager Local Board Financial Advisory

Authorisers

Lou-Ann Ballantyne – General Manaer Governance and Engagement

Brian Chan – General Manager Financial Advisory

Nina Siers - Local Area Manager

Puketāpapa Local Board

20 March 2025

Local board input into Auckland Council’s submission on the Term of Parliament (Enabling 4-year Term) Legislation Amendment Bill

File No.: CP2025/03866

Te take mō te pūrongo

Purpose of the report

1. To seek feedback from the local board on the Term of Parliament (Enabling 4-year Term) Legislation Amendment Bill.

Whakarāpopototanga matua

Executive summary

2. The Term of Parliament (Enabling 4-year Term) Legislation Amendment Bill proposes a mechanism for extending New Zealand’s parliamentary term from three to four years, subject to a binding referendum.

3. Rather than mandating an automatic change, this would allow Parliament to extend its term only if select committees reflect proportional representation – meaning the number of MPs from each party on committees matches their share of seats in Parliament.

4. Supporters argue a four-year term enables better policymaking and project delivery, while opponents highlight reduced electoral accountability. New Zealand’s three-year term is rare globally, and past referendums have opposed extending it, though recent reviews suggest shifting public sentiment.

5. A key consideration for Auckland Council is the potential impact on local election cycles. There could be years where local and central elections coincide, which could impact voter engagement. Fixed parliamentary terms would benefit the alignment of local election timing.

6. In December 2024, the council submitted feedback on the LGNZ Electoral Reform Working Group Issues Paper, supporting a four-year electoral cycle for local government. The submission acknowledged potential benefits of aligning local and central elections if local elections shift to booth voting but recommended keeping them two years apart otherwise. While most local boards supported a four-year term, views varied on election timing—some favoured aligning with central elections, while others preferred a two-year gap.

7. The Policy and Planning Committee will consider the council’s submission on 10 April. The submission closing date is 17 April.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) tuku / provide feedback to Auckland Council’s submission on the Term of Parliament (Enabling 4-year Term) Legislation Amendment Bill.

Horopaki

Context

Overview of the Bill

8. The Term of Parliament (Enabling 4-year Term) Legislation Amendment Bill (“the Bill”) proposes a mechanism to extend the current three-year Parliamentary term to four years, subject to a binding referendum.

9. The Bill doesn’t automatically change the term to four years. Instead, Parliament can choose to extend its term from three to four years if select committees are structured in a way that fairly reflects the makeup of Parliament. To make this happen, Parliament must pass a resolution within the first three months of a new term stating that the proportionality requirement has been met, and the Governor-General must then issue a proclamation.

Key Considerations

10. Arguments in favour of a four-year term include allowing for a more deliberate and considered legislative process, reducing the frequency of election cycles, and providing governments with a longer timeframe to implement policy.

11. Arguments against a four-year term highlight concerns around democratic accountability. A longer term would mean elected representatives face elections less frequently, shifting accountability from a three-year to a four-year cycle.

12. Additionally, New Zealand’s constitutional framework differs from jurisdictions with stronger checks and balances, such as an upper and lower house or a clearer separation of executive and legislative powers. In New Zealand, the executive is formed from the majority party in Parliament and drives the legislative agenda.

13. To address concerns around accountability, the Bill strengthens the role of select committees by requiring their composition to more accurately reflect the proportionality of Parliament.

History of New Zealand Parliamentary terms

14. New Zealand originally had a five-year parliamentary term, in line with Britain. In 1879, it was reduced to three years following the abolition of provincial governments, as there were concerns about the concentration of power at the central level. Reducing the term ensured more frequent electoral accountability.

15. Two non-binding referendums on extending the term—held in 1967 and 1990—both resulted in strong opposition. Both referendums saw large majorities opposed to extending the term to four years.

16. Recent reviews, including the 2013 Constitutional Advisory Panel and the 2023 Independent Electoral Review, suggest public opinion may be shifting towards a four-year term.

17. A key change since the last referendum was the introduction of the Mixed-Member Proportional (MMP) system in 1993, which increased proportional representation and strengthened the role of smaller parties in governance. While MMP has enhanced legislative scrutiny, concerns remain about reduced accountability if the term is extended.

18. The Constitutional Advisory Panel in 2013 found that public support for a four-year term was contingent on improved legislative scrutiny and accountability measures, such as more referenda, better human rights assessments, and the introduction of an upper house. The panel emphasised that any extension should be decided by referendum.

19. The Independent Electoral Review (IER), set up in 2022, also assessed the term length and found arguments for and against a four-year term to be finely balanced.

International context

20. New Zealand’s three-year parliamentary term is rare internationally. In 183 countries with elected lower houses or unicameral parliaments, only eight have a term of three years or less, 72 have a four-year term, 99 have a five-year term and four have a six-year term.

21. In general, parliaments (whether unicameral or bicameral) have a four-year or five-year term including both the United Kingdom (with Westminster-style of Parliament and Executive, headed by a sovereign) and Germany (with an MMP electoral system), from which New Zealand’s system is based.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The last referendum on the parliamentary term took place in 1990 in which 69 per cent of voters rejected extending the term from three to four years. It is timely to revisit the topic again with communities.

23. A key concern for local government is the uncertainty around whether Parliament will adopt a three-year or four-year term. If local government maintains its three-year term while Parliament alternates between three and four years, there is likely to be occasional overlap, where parliamentary and local elections occur in the same year. However, this would likely happen inconsistently.

24. If local elections remain the responsibility of councils (rather than the Electoral Commission), the concurrent timing of parliamentary and local elections could lead to voter confusion.

25. Auckland Council, in its submission to the Electoral Reform Working Group, acknowledged that there could be potential benefits if local elections were conducted by the Electoral Commission, using the booth voting method, alongside parliamentary elections. This could capitalise on the higher voter turnout for parliamentary elections to boost participation in local elections. However, it remains uncertain whether this will occur.

26. As a result, the council’s draft submission on the bill would consider requesting that parliamentary terms be fixed, and that the legislation governing local elections be amended to align with parliamentary terms.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. The Bill does not have any direct climate impacts.

28. However, a four-year term could provide a longer, uninterrupted timeframe for planning and implementing climate-related initiatives.

29. If both local and central government terms are fixed at four years, this could lead to a reduction in postal voting for local government elections. This change may result in environmental benefits, such as reduced paper usage and a decrease in transport requirements for the delivery and collection of voting papers.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

30. The council group is not directly affected by the proposed change. However, if local and central elections were to coincide, further analysis of the potential impacts would be necessary.

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

Local impacts and local board views

31. In February 2023, nine local boards provided feedback on the introduction of a four-year electoral term for local government in the draft submission of the Future for Local Government paper. Most supported a four-year term, though views on election sequencing varied. One board opposed aligning local and central elections, emphasising the importance of maintaining local focus.

32. In November 2024, local boards provided further feedback to inform the council’s submission on the LGNZ Electoral Reform Working Group Issues Paper (Issue Five), which also addressed the four-year term. While most local boards supported the shift, there were differing views on election timing—some favored aligning local and central elections, while others preferred a two-year gap. Local board views are compiled here.

Tauākī whakaaweawe Māori

Māori impact statement

33. Māori views were not sought in the preparation of this report. A four-year term could allow more time to build relationships and ensure continuity in key initiatives, without disruptions from frequent election cycles.

Ngā ritenga ā-pūtea

Financial implications

34. The Bill does not impose any direct costs. Potential cost efficiencies could arise if central and local elections coincide.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. The council's position on this matter presents minimal risk.

Ngā koringa ā-muri

Next steps

36. The Policy and Planning Committee will consider approving the council’s submission at its meeting on 10 April.

37. Submissions close on Thursday, 17 April.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Maclean Grindell - Senior Advisor Operations and Policy

Warwick McNaughton - Principal Advisor Governance

Authorisers

Oliver Roberts - Planning & Operations Manager

Nina Siers - Local Area Manager

Puketāpapa Local Board

20 March 2025

Local board views on draft plan change to add trees and groups of trees to the Auckland Unitary Plan Operative in Part and to the Notable Trees overlay

File No.: CP2025/03627

Te take mō te pūrongo

Purpose of the report

1. To invite local board views on a draft plan change which seeks to add trees and groups of trees to Schedule 10 of the Auckland Unitary Plan Operative in Part.

Whakarāpopototanga matua

Executive summary

2. Decision-makers on a plan change to the Auckland Unitary Plan (AUP) must consider local boards’ views on the plan change if local boards provide their views.

3. The purpose of the draft plan change is to add approximately 169 trees and 27 groups of trees across the region to the AUP Schedule of Notable Trees (‘Schedule 10’), and to the Notable Trees Overlay in the AUP maps. The proposed additions are derived from nominations received from the public over the course of the last decade, and which have been held in council’s database. The 169 trees and 27 groups affect approximately 160 properties.

4. Any additional analysis necessary will be undertaken following receipt of local board views. The final draft plan change, including local board views, will be reported to committee seeking authorisation to notify the plan change for submissions. If authorisation is given by the committee, it is anticipated that the plan change will be notified in May 2025.

5. The local board will have a second opportunity to express its views on the plan change after the period for submissions is complete.

Ngā tūtohunga

Recommendation/s

That the Puketāpapa Local Board:

a) tuku / provide local board views on draft plan change to add approximately 169 trees and 27 groups of trees across the region to Schedule 10, and to the Notable Trees Overlay in the AUP maps.

Horopaki

Context

Decision-making authority

6. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards provide their views on these documents’ contents. Decision-makers must consider local boards’ views when deciding the content of these policy documents (sections 15-16 Local Government (Auckland Council) Act 2009). Accordingly, local boards’ views are relevant to finalising a draft plan change (to be notified for submissions). A plan change will be included in the AUP if it is later approved.

Tātaritanga me ngā tohutohu

Analysis and advice

Plan change overview

7. The purpose of the draft plan change is to address all of the nominations for notable trees that council has held in its database over the last 10-12 years. All nominations have been progressively evaluated, with a view to adding them to Schedule 10, and the corresponding mapped overlay which spatially sets out the locations of all notable trees and notable groups found in the schedule.

8. Schedule 10 currently contains approximately 3000 ‘line items’ representing thousands of trees and groups of trees. It is a very large and dynamic schedule, which undergoes constant change through consenting activities such as subdivision, resource consent processes and other changes as a result of emergency works (in the case of dangerous of storm-affected trees, for example). Schedule 10 is an amalgam of all the legacy councils’ similar schedules which contained lists of specially protected trees. These were ‘rolled over’ into the Proposed AUP prior to the AUP being made partially operative in November 2016.

9. Schedule 10 is managed by the AUP through a policy and rule framework. The Regional Policy Statement (RPS) in the AUP (Chapter B4.5. Notable Trees) contains the objectives and policies (including the criteria for scheduling), while Chapter D13. Notable Trees overlay contains the district-level objectives and policies, and sets out the rules framework for how activities affecting notable trees are treated. Schedule 10 itself is found in Chapter L Schedules. The AUP maps contain the Notable Trees overlay which spatially sets out the locations of all notable trees and groups throughout the region, using specific symbology.

10. A number of plan changes have been undertaken in the last 5 years relating to Schedule 10 and Chapter D13 of the AUP. However, there has not been a comprehensive plan change that has attempted to evaluate and address all of the nominations received by council. These nominations have been sporadic but regular, and also include those trees which were requested to be included at the time of the PAUP through the public submission process.

11. All nominations that seek to add trees and groups to the Schedule are triaged to ensure they are ‘eligible’ to progress through to the site evaluation stage. Those that are found to already be included in Schedule 10, or which are duplicate nominations, or those which nominate trees that are no longer present on the site, for example, are not added to the on-site application which council and consultant arborists use to assess trees.

12. The evaluation process is a detailed exercise based on the criteria as set out in the RPS. Each tree, and group of trees, is evaluated against each criterion and provided with a score.

The criteria are based on the following:

a) heritage or historical association;

b) scientific importance or rarity;

c) ecosystem service or environmental function;

d) cultural association and accessibility

e) intrinsic value: the trees are intrinsically notable because of a combination of factors including size, age, vigour and vitality, stature and form or visual contribution.

13. Approximately 160 new ‘line items’ representing 169 trees and 27 groups have been found to meet the criteria and are proposed to be put forward to the plan change with a view to adding them to Schedule 10 and the corresponding Notable Trees overlay maps.

14. The plan change addresses the nominations only, and does not seek to alter any of the objectives and policies, or any part of the rules framework relating to Notable Trees.

15. A summary of the numbers of trees and groups of trees according to Local Board area that are proposed to be added to Schedule 10 is included at Attachment A. The table also includes the districts within the Local Board areas that will be affected by the addition of trees and group of trees.

Tauākī whakaaweawe āhuarangi

Climate impact statement

Context

16. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan sets out Auckland’s climate goals:

· to adapt to the impacts of climate change by planning for the changes we will face (climate adaptation)

· to reduce greenhouse gas emissions by 50 per cent by 2030 and achieve net zero emissions by 2050 (climate mitigation).

17. Both council’s climate goals (climate adaptation and climate mitigation) are relevant and align with the requirementfor Resource Management Act 1991 (RMA) decision-makers to:

· have particular regard to the effects of climate change (section 7(i) RMA), and

· to have regard to any emissions reduction plan and any national adaptation plan prepared under the Climate Change Response Act 2002 (section 74(2) RMA) when preparing or changing a district plan.

18. It is considered that the draft plan change has positive climate considerations. The proposed formal protection through scheduling of 169 trees and 27 groups of trees across the region will contribute positively to carbon sequestration and therefore is beneficial to mitigating the effects of climate change.

Local board views – climate

19. It is not considered that the plan change will affect any local board in particular in terms of climate change. Across local board areas, the collective addition of approximately 169 trees and 27 groups of trees will be beneficial in terms of their contribution to climate change mitigation by ensuring the retention of and formal protection of a number of trees.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. Many of the trees and groups of trees are located on council reserves and also on road reserves which are the domain of Auckland Transport. All owners of land upon which a nominated tree or group is located were notified as part of a mail-out to advise of an upcoming site visit by a council or consultant arborist. As part of the notification process, they will again be contacted if a tree or group is one of those included in the qualifying number for inclusion to the plan change. All owners and affected parties (including council departments and Auckland Transport) will have the opportunity to participate in the submission process.

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

Local impacts and local board views

21. The purpose of the draft plan change is to add approximately 160 new ‘line items’ to Schedule 10 of the AUP, representing 169 trees and 27 groups of trees.

22. This draft plan change affects all local boards, except for Aotea/Great Barrier Local Board and Waiheke Local Board.

23. There are no funding impacts on Local Boards as a result of the plan change.

24. This report is the mechanism for obtaining local board views. The committee will be provided with the local board’s resolution when considering whether to authorise notification of the draft plan change.

Tauākī whakaaweawe Māori

Māori impact statement

25. If the local board chooses to provide its views on the plan change it includes the opportunity to comment on matters that may be of interest or importance to Māori well-being of Māori communities or Te Ao Māori (Māori worldview).

26. Council is required to consult with iwi authorities when preparing a plan change. Consultation is currently underway simultaneously with all iwi authorities. Feedback will be incorporated into the plan change.

27. Later in the plan-making process, the planner will analyse Part 2 of the RMA which requires that all persons exercising RMA functions take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi. The plan change does not trigger an issue of significance as identified in the Schedule of Issues of Significance (2021) and Māori Plan (2017, Houkura Independent Māori Statutory Board).

Ngā ritenga ā-pūtea

Financial implications

28. The plan change does not pose any financial implications for the local board’s assets or operations.

29. Costs from undertaking the plan change are met by existing council budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. The local board will be unable to provide its views and preferences on the draft plan change, if it does not pass a resolution. This report provides the mechanism for the local board to express its views and preferences in contributing to formulation of the draft plan change.

31. If the local board chooses not to pass a resolution at this business meeting, the opportunity to influence policy prior to public notification is forgone. (There is a later opportunity to comment on the plan change, following the close of submissions).

32. The power to provide local board views regarding the content of a plan change cannot be delegated to individual local board member(s) (Local Government Act 2002, Sch 7, cls 36D). This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

33. Local boards will provide feedback at the March business meetings.

34. Any additional analysis necessary will be undertaken following receipt of local board views. The final draft plan change, including local board views, will be reported to committee in May 2025 seeking authorisation to notify the plan change for submissions.

35. After submissions close, a second report will provide an opportunity for views and preferences of the local board, which will then be included in a hearing report for the decision-makers on the plan change. The local board may appoint a local board member to speak to the local board’s views at the plan change hearing.

Ngā tāpirihanga

Attachments