Agenda of Waitematā Local Board - Tuesday, 15 April 2025

1 Nau mai | Welcome

Chair G Sage welcomed those present and opened the meeting with a karakia.

2 Ngā Tamōtanga | Apologies

At the close of the agenda no apologies had been received.

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Waitematā Local Board:

a) whakaū / confirm the minutes of its ordinary meeting, held on Tuesday, 18 March 2025, including the confidential section, as a true and correct record.

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 Waitematā Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - Sarah McFadden and Nick Morrison - A new community lease to Kelmarna Community Farm Trust for land at Hukanui Reserve, 12 Hukanui Crescent Ponsonby

Te take mō te pūrongo

Purpose of the report

1. To provide a presentation to the Waitematā Local Board (the local board) during the Deputation section of the local board business meeting.

Whakarāpopototanga matua

Executive summary

2. Sarah McFadden, General Manager of Kelmarna Community Farm, and Nick Morrison will be in attendance to speak to the Waitematā Local Board about a new community lease to Kelmarna Community Farm Trust at Hukanui Reserve,12 Hukanui crescent Ponsonby.

3. The board will resolve on the proposed new community lease to Kelmarna Community Farm Trust at item 15.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation from Sarah McFadden and Nick Morrison on a new community lease to Kelmarna Community Farm Trust at Hukanui Reserve,12 Hukanui crescent Ponsonby, and thank Sarah McFadden and Nick Morrison for their attendance.

8.2 Deputation - Simon Thorp and Aaron Martin - Tole Street Bowl Jam

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the Waitematā Local Board (the local board) during the Deputation section of the local board business meeting.

Whakarāpopototanga matua

Executive summary

2. Simon Thorp and Aaron Martin will be in attendance to speak to the local board about the Tole Street Bowl Jam and to thank the local board for their support to the event.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation from Simon Thorp and Aaron Martin, on the Tole Street Bowl Jam, and thank them for their attendance.

9 Te Matapaki Tūmatanui | Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of three minutes per speaker is allowed, following which there may be questions from members.

9.1 Public Forum - Ritu Choudhary - BreastScreen Auckland Central - Free breast screening services available to women aged 45-69

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the Waitematā Local Board (the local board) during the public forum section of the local board business meeting.

Whakarāpopototanga matua

Executive summary

2. Ritu Choudhary, Community Engagement and Health Promotion Advisor of the BreastScreen Auckland Central, will be in attendance to speak to the Waitematā Local Board.

3. BreastScreen Auckland Central is currently experiencing low screening numbers in several locations. BreastScreen Auckland Central aims to raise awareness about the free breast screening services available to women aged 45–69, and to strengthen their connections within the community to boost participation.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation from BreastScreen Auckland Central, on their free breast screening services available to women aged 45–69 and thank Ritu Choudhary for her presentation.

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.”

Waitematā Local Board

15 April 2025

Waitematā Local Grant Round Two 2024/2025 grant allocations

File No.: CP2025/06859

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline the applications received for Waitematā Local Grant round two, which forms part of the Waitematā Local Board 2024/2025 Grants Programme.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received for Waitematā Local Grant round two, which forms part of the Waitematā Local Board 2024/2025 Grants Programme (Attachment A).

3. The Waitematā Local Board (the local board) adopted the Waitematā Community Grant Programme 2024/2025 on the 18 June 2024. The document sets application guidelines for contestable grants (Attachment B).

4. The local board allocated $128,000 towards community grants for the 2024/2025 financial year, with two Local Grant rounds and two Quick Response rounds.

5. 26 applications have been received for the Local Grant round two 2024/2025 requesting a total of $193,948.37.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) agree to fund, part-fund or decline each application received for the Waitematā Local Grant round two, listed in the following table.

Table One: Waitematā Local Grant round two 2024/2025 grant applications

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2520-238	Action Education Incorporated	Arts and culture	Towards the cost of travel, administration, supervision, equipment and resources	$5,000.00	Eligible
LG2520-212	Age Concern Auckland Trust	Community	Towards wages and salaries	$10,000.00	Eligible
LG2520-219	Auckland Basketball Services Limited	Sport and recreation	Towards the cost of Pitt Street YMCA hall hire	$6,500.00	Eligible
LG2520-235	Auckland Library of Tools Incorporated	Community	Towards the cost of wages	$10,000.00	Eligible
LG2520-246	Auckland Pride Incorporated	Community	Towards the cost of catering	$7,000.00	Eligible
LG2520-228	Auckland Table Tennis Association Incorporated	Sport and recreation	Towards the cost of two table tennis tables, project manager and development coach wages and affiliation fees	$8,000.00	Eligible
LG2520-237	Auckland Youth Orchestra Incorporated	Arts and culture	Towards the cost of venue hire at Auckland Town Hall, Auckland Town Hall technical costs and director fees	$10,000.00	Eligible
LG2520-210	Big Buddy Mentoring Trust	Community	Towards the cost of Martin Putt Counselling and Psychotherapy, radio campaign NZME and supervision (peer support) costs	$4,500.00	Eligible
LG2520-245	Birdcare Aotearoa	Community	Towards the operating costs of BirdCare Aotearoa	$10,000.00	Eligible
LG2520-250	Circability Trust	Community	Towards the cost of wages, fire and flow workshop cost, workshop facilitators, kapa haka performers, Circability youth Aerial performances and 10 Circability workshop tutors	$10,000.00	Ineligible
LG2520-230	Emily Wheatcroft-Snape	Arts and culture	Towards the cost of Woolworths shop, Facebook advertising, three facilitators and venue hire at Roundhead Studios	$4,300.00	Eligible
LG2520-252	Grey Lynn Community Centre Trust	Community	Towards the cost of new shade sails for the Grey Lynn Community Centre playground	$8,805.75	Eligible
LG2520-216	Guardians of Our Children Trust	Community	Towards operational costs of Guardians of Our Children Charitable Trust	$10,000.00	Eligible
LG2520-213	Kelmarna Community Farm Trust	Community	Towards the cost of replacement pump, upgraded irrigation system, merge zones and a replacement controller for the Kelmarna Community Farm market garden	$8,000.00	Eligible
LG2520-208	Kick Back Make Change Charitable Trust	Community	Towards programme costs for The Front Door Project which includes Real Estate costs, overheads and PR costs	$10,000.00	Eligible
LG2520-223	Potent Pause Productions Limited	Arts and culture	Towards the cost of marketing, design, advertising, and scaffold hireage	$4,685.50	Eligible
LG2520-227	Red Leap Charitable Trust Board	Arts and culture	Towards the cost of contract fees for a technical operator	$5,800.00	Eligible
LG2520-233	Show Me Shorts Film Festival Trust	Arts and culture	Towards the cost of printing, radio advertising, programming of show costs, metal and forging costs for awards night, catering and coffee costs	$4,733.00	Eligible
LG2520-218	Smoky Mirror Arts Company	Arts and culture	Towards the cost of two disability workers including transport costs and venue hire at TAPAC	$8,950.00	Eligible
LG2520-244	The Brain Injury Association (Auckland) Incorporated	Community	Towards the cost of venue hire at the Ponsonby Community Centre, administration costs, training, promotion, and wages	$5,000.00	Eligible
LG2520-222	The Jewish Museum of New Zealand Charitable Trust	Arts and culture	Towards app subscription fee, promotional material, administration, booking costs and tour guide costs	$10,000.00	Eligible
LG2520-211	The Lifewise Trust	Community	Towards teardrop flags, koha, coffee, tea and biscuits	$7,010.08	Eligible
LG2520-226	The Massive Co Trust	Arts and culture	Towards the cost of teaching artist's fees	$10,000.00	Eligible
LG2520-215	The Open Toy Box Incorporated	Community	Towards the cost of new toys, label printer, toy bags and step ladder	$5,764.04	Ineligible
LG2520-234	West Auckland Hospice	Community	Towards the cost of catering	$5,400.00	Ineligible
LG2520-243	Young Workers Resource Centre Incorporated	Community	Towards the cost of wages	$4,500.00	Ineligible
Total				$193,948.37

Horopaki

Context

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

7. Auckland Council Community Grants Policy supports each local board to adopt a grants programme

8. The local board grants programme sets out:

· local board priorities

· higher priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Waitematā Local Board adopted the Community Grant Programme for 2024/2025 on 18 June 2024 and will operate two Quick Response and two Local Grant rounds for this financial year.

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

Tātaritanga me ngā tohutohu

Analysis and advice

11. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

12. In addition to the eligibility criteria outlined in the Community Grants Policy, the Waitematā Local Board have indicated in the Local Board Grants Programme that they will not fund groups who request funding over the maximum amount set.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The Local Board Community Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way.

14. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; decreasing access to single-occupancy transport options, home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

16. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

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

Local impacts and local board views

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

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

19. A summary of each application received through Waitematā Local Grant round two 2024/2025 is provided (refer Attachment A).

Tauākī whakaaweawe Māori

Māori impact statement

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

21. Seventeen applicants applying to the Waitematā Local Grant round two have indicated that their project targets Māori or contribute to Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

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

23. The local board has set a total community grants budget of $128,000.00 for the 2024/2025 financial year, with two Local Grant rounds, and two Quick Response rounds.

24. Three applications from the 2023/2024 financial year were funded with the 2024/2025 grant budget which is now $124,000.00.

25. On the 15 October 2024 a total of $36,672.00 was granted in the Local Grant round one.

26. On the 12 December 2024 a total of $25,061.00 was granted in the Quick Response round one. This leaves a remaining budget of $62,267.00.

27. Twenty-six applications have been received for the Local Grant round two 2024/2025 requesting a total of $193,948.37.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

30. Following the local board’s allocation of funding for the Local Grant round two, staff will notify the applicants of the local board’s decision within 5-10 business days.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Waitematā Local Grant round two - application summary
b ⇨	Waitematā Community Grant Programme 2024/2025

Ngā kaihaina

Signatories

Authors

Arna Casey - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Waitematā Local Board Grants Programme 2025/2026

File No.: CP2025/05227

Te take mō te pūrongo

Purpose of the report

1. To adopt the Waitematā Community Grants Programme 2025/2026.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grants programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to review and adopt their own local grants programme for the next financial year.

4. This report presents the Waitematā Community Grants Programme for the 2025/2026 financial year for adoption (as provided in Attachment A to this report).

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) adopt the Waitematā Community Grants Programme 2025/2026 as in Attachment A.

Horopaki

Context

5. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grants programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

6. The Community Grants Policy supports each local board to review and adopt its own local grants programme for the next financial year. The local board grants programme guides community groups and individuals when making applications to the local board.

7. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

· which grant types will operate, the number of grant rounds and opening and closing dates

· any additional criteria or exclusions that will apply

· other factors the local board consider to be significant to their decision-making.

8. Once the local board grants programme for the 2025/2026 financial year has been adopted, the types of grants, grant rounds, criteria and eligibility will be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The aim of the local board grants programme is to deliver projects and activities which align with the outcomes identified in the local board plan.

10. The new Waitematā Grants Programme has been workshopped with the local board and feedback incorporated into the grants programme for the 2025/2026 financial year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

11. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action.

12. Local board grants can contribute to climate action through the support of projects that address food production and food waste; alternative transport methods; community energy efficiency education and behaviour change; build community resilience and support tree planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

13. The grants programme has not identified impacts on council-controlled organisations and therefore their views are not required.

14. Based on the main focus of an application, a subject matter expert from the relevant council unit will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

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

Local impacts and local board views

15. The grants programme has been developed by the local board to set the direction of its grants programme. This programme is reviewed on an annual basis.

Tauākī whakaaweawe Māori

Māori impact statement

16. All grants programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

18. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy. Therefore, there is minimal risk associated with the adoption of the grants programme.

Ngā koringa ā-muri

Next steps

19. An implementation plan is underway, and the local board grants programme will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Waitematā Community Grant Programme 2025/2026

Ngā kaihaina

Signatories

Authors

Arna Casey - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Proposed new community lease for a building at Heard Park, 192 Parnell Road, Parnell

File No.: CP2025/05439

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waitematā Local Board (the local board) to grant a new community lease to Grey Lynn Community Centre Trust for a building located at Heard Park, 192 Parnell Road, Parnell.

Whakarāpopototanga matua

Executive summary

2. A new lease was identified and approved by the local board as part of the Customer and Community Services: Community Leases Work Programme 2024/2025 at their 18 June 2024 business meeting (resolution number WTM/2024/94).

3. The local board resolved for staff to call for expressions of interest to lease the council-owned building (approximately 151m²) located on Heard Park, 192 Parnell Road, Parnell.

4. One application was received, and an analysis and assessment of this application was undertaken by staff.

5. The application was discussed with the local board at a workshop on 3 December 2024.

6. The land occupied by the building at Heard Park is held in fee simple by the Auckland Council and subject to the Local Government Act 2002.

7. Iwi engagement is required and took place in August 2024. No objections have been received.

8. The proposed new community lease to Grey Lynn Community Centre Trust for the building at Heard Park was publicly notified. The notification appeared in the New Zealand Herald on 12 March 2025 and the Auckland Council website’s Have Your Say webpage with a submission deadline for 9 April 2025.

9. A community outcomes plan will be appended to the lease as a schedule of the lease agreement.

10. This report recommends that a new community lease be granted to Grey Lynn Community Centre Trust for a term of five years commencing from 1 May 2025 with one five year right of renewal.

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

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae / grant a new community lease to Grey Lynn Community Centre Trust for an area comprising approximately 151m² located at Heard Park, 192 Parnell Road, Parnell on the land legally described as Lot 1 Allotment 73 of Section 1 Suburbs of Auckland, held in NA 295/228 by Auckland Council in fee simple and subject to the Local Government Act 2002 (as per Attachment A – Site Plan), subject to the following terms and conditions:

i) term – three (3) years, commencing 1 July 2025, with one three (3) year right of renewal

ii) rent – $1300 plus GST per annum

iii) maintenance fee - $5000 plus GST per annum

iv) community outcomes plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment B – Community Outcomes Plan).

b) whakaae / approve all other terms and conditions in accordance with the Reserves Act 1977, the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023), and the Auckland Council standard form community lease agreement for a new community lease to Grey Lynn Community Centre Trust for an area comprising approximately 151m² located at Heard Park, 192 Parnell Road, Parnell.

c) tuhi ā-taipitopito / note that iwi engagement for Auckland Council’s intention to grant a new community lease to Grey Lynn Community Centre Trust at Heard Park, 192 Parnell Road, Parnell has been undertaken.

d) tuhi ā-taipitopito / note that public notification for Auckland Council’s intention to grant a new community lease to Grey Lynn Community Centre Trust at Heard Park, 192 Parnell Road, Parnell will be undertaken prior to the finalization of the lease.

e) tuhi ā-taipitopito / note that no objections to the notified proposal of the new community lease to Grey Lynn Community Centre Trust at Heard Park, 192 Parnell Road, Parnell were received.

Horopaki

Context

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

13. The Waitematā Local Board approved the Customer and Community Services: Community Leases Work Programme 2024/2025 at their 18 June 2024 local board meeting (resolution number WTM/2024/94).

14. The proposed new lease at the building located at Heard Park, 192 Parnell Road, Parnell was part of the approved work programme.

15. When a council-owned building becomes vacant, an expression of interest (EOI) process is recommended to engage the community for proposals to ensure the best community outcomes are delivered.

16. The local board directed staff to initiate an EOI for parties interested in occupying the building.

17. Staff advertised and sought applications, including contacting groups on the council interest register as having an interest in land in the local board area.

18. One application was received. Staff assessed the application, and the result was workshopped with the local board.

19. Following this workshop, this report has been developed and recommends granting a new community lease to Grey Lynn Community Centre Trust as:

· their application was the only one received during the expression of interest process

· their proposed use of the site aligns with the outcome of the Waitematā Local Board; Plan 2023 ‘Our community - Our community is resilient and have places and activities to connect and foster a sense of belonging; and

· they require accommodation in the local board area as their members reside within this area and to continue to offer their service.

Tātaritanga me ngā tohutohu

Analysis and advice

The land

20. Heard Park is located at 192 Parnell Road, Parnell (Attachment A Site Plan). The land, legally described as Lot 1 Allotment 73 of Section 1 Suburbs of Auckland, held in NA 295/228 by Auckland Council in fee simple and subject to the Local Government Act 2002.

The building

Aerial view of a neighborhood

AI-generated content may be incorrect.

Figure 1. Site plan: Building at Heard Park, 192 Parnell Road, Parnell

21. The building is situated at Heard Park, 192 Parnell Road, Parnell. The building is owned by the council and is approximately 151 m² in area.

22. The building comprises of a small open space, kitchen, office/storage space, toilets and a courtyard.

23. The building is in good condition as it has been recently refurbished. Renovations completed include a new kitchen fit-out, new joinery, new windows and doors, energy efficient LED lighting, power, plumbing and fire detection, new ceilings and floor finishes, exterior masonry walls cleaned and asbestos removal (by specialist contractor).

Expressions of Interest process

24. At the expressions of interest closing date, one application had been received from Grey Lynn Community Centre Trust.

25. Applications for the expression of interest process are assessed using a weighting table to rate a range of criteria including:

· eligibility – is membership open or restricted

· financial stability – did the group provide accounts, were the accounts audited, is the group reliant on council funding, is the group affiliated to a regional/national body

· group sustainability – is the group fully self-supporting or do they require greater outside support

· references – do the groups have supporting references?

· building size, configuration, location – does the building meet the needs of the group, are any modifications required

· extent of usage – the hours per week the facility will be utilized

· sharing and collaboration – who are the group willing to share and collaborate with

· activity complies with land status – does the activities align with the classification of the land

· any requirements for resource and building consents

· is there any identified need in the community for this service

· do the group’s outcomes align with the local board plan and Auckland Plan?

26. As only one application was received, it was not necessary to apply the assessment criteria. However, the application and supporting documentation were still thoroughly reviewed and presented to the local board at a workshop on 3 December 2024.

27. Grey Lynn Community Centre Trust can demonstrate its ability to deliver on local board outcomes to the community and will provide a valuable service to the community by providing services and programmes to support diverse communities through the community-led facility.

Grey Lynn Community Centre Trust

28. Since the establishment of Grey Lynn Community Centre Trust (the trust) in 1986, the trust has provided a variety of activities to the community through community engagement, early childhood education, community support services and management in the support services. The trust’s reason for applying for the expression of interest at the building is to make the benefits of their services available at other venues to support the wider community.

29. The trust will use the building for seven days per week. The main services and programmes that the trust will provide are:

· early childhood education;

· support services to seniors;

· social meetings; and

· children parties.

30. The trust’s vision is to be a connected and resilient community where diversity thrives and individuals flourish through inclusive programmes and sustainable practices.

31. The activities and services provide a local community benefit through social inclusion and well-being, community empowerment and capacity building, cultural preservation and promotion, youth and children development, community safety and resilience and environmental sustainability.

32. The services and activities will support and create other activities with the park through collaborative programming, shared resources and spaces, cross-promotion and marketing, complementary services, community engagement and participation and integrated programming.

33. The trust hosts 90 000 people annually. People hosted are as follows:

· children 0 – 4: 14,500

· children 5 -13: 6,000

· youth 14 – 21: 6,000

· adults 22-50: 39,000

· adults 51+: 24,500.

34. The trust is funded through the Community Centre Management Agreement from the Local Board, fundraising and hiring out their space.

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

Table 1: Financials for the 8 months ended 29 February 2024

YTD Actual Income	YTD Actual Expenses & Costs	Income less expenses
$309,100	$280,921	$28,179

36. The trust currently shares their space with organisations such as Plunket and the Citizen Advice Bureau.

Public notification and engagement

37. Under the Local Government Act 2002, Auckland Council must publicly notify its intention to grant a new community lease if the term is longer than six-months in duration.

38. The proposed new community lease to Grey Lynn Community Centre Trust’s for the land / building at Heard Park was publicly notified. The notification appeared in the New Zealand Herald on 12 March 2025 and the Auckland Council website’s Have Your Say webpage with a submission deadline for 9 April 2025.

39. The cost of the public notification was met by the Parks and Community Facilities department of the council.

40. No submissions or objections to the notified proposal were received.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

· use sustainable waste, energy, and water efficiency systems;

· use eco labelled products and services; and

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

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

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

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

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

45. Climate change has an unlikely potential to impact the lease, as no part of the leased area is located in a flood-sensitive or coastal inundation zone.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. The following council staff have been consulted on the proposal. No objections to the proposed EOI have been received:

· Parks and Places Specialist, Parks and Community Facilities;

· Facilities Manager, Parks and Community Facilities;

· Community Broker – Waitematā, Community Wellbeing; and

· Senior Heritage Assets Advisor – Heritage Information & Advice.

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

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

Local impacts and local board views

48. The proposed lease will benefit the community by enabling initiatives that promote community engagement, early childhood engagement, community support services and management in the support services for all members of the community for the local board area and its surrounding communities.

49. The assessment of the application was discussed with the local board at their workshop on 3 December 2024. The local board indicated its in principle support of the lease proposal.

50. The delivered activities align and support the Waitematā Local Board ‘Our community - Our community is resilient and have places and activities to connect and foster a sense of belonging.

Tauākī whakaaweawe Māori

Māori impact statement

51. Iwi engagement about the council’s intention to grant a new community lease for Heard Park, 192 Parnell Road, Parnell was undertaken in August 2024 with the sixteen iwi groups identified as having an interest in land in the local board area.

52. The engagement involved an email to all iwi identified as having an interest in the area as captured in Attachment C, containing detailed information on the land, the lessee and the lease proposal as per Section 4 of the Conservation Act 1987.

53. To date, no objections or requests for hui or kaitiaki site visit have been received from the iwi and mana whenua groups who responded.

54. The lessee has agreed, via a community outcomes plan, to deliver Māori Outcomes that reflect their local community as per Attachment C of this report. The lease will benefit Māori and the wider community through specify benefits to Māori values, culture and traditions.

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

56. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan (operative in part), individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

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

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

Ngā ritenga ā-pūtea

Financial implications

59. All costs relating to the advertisement of the council’s intention for the expression of interest process will be borne by the Parks and Community Facilities department of Auckland Council.

60. Staff have consulted with the Financial Advisory department of the council. No concerns were raised regarding the financial implications for the proposed new lease.

61. Ongoing maintenance of the asset will be covered by the council which is accounted for in current and future budgets. An annual maintenance fee of $5,000 (plus GST) is charged to the group towards maintenance of the building. This covers building insurance, maintenance, and compliance costs. The tenant group pays the electricity and water charges for the building.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

62. Should the local board resolve not to grant the proposed community lease for the building at Heard Park, 192 Parnell Road, Parnell, the ability of Grey Lynn Community Centre Trust to undertake all their current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome.

63. Should the building become unoccupied, there is a risk associated with the lack of maintenance and possible improvements. Council will be liable for the assets regardless of whether budget is allocated to or identified for renewals.

Ngā koringa ā-muri

Next steps

64. If the local board resolves to the grant the proposed new community lease, staff will work with the Grey Lynn Community Centre Trust to finalise a lease agreement in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Tsz Ning Chung - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Proposed new community lease to Herne Bay Petanque Club Incorporated at Salisbury Reserve, Herne Bay

File No.: CP2025/05467

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waitematā Local Board (the local board) to grant a new community lease to Herne Bay Petanque Club Incorporated for Salisbury Reserve located at 19 Salisbury Street, Herne Bay.

Whakarāpopototanga matua

Executive summary

2. Herne Bay Petanque Club Incorporated (the club) seeks a new community lease to continue occupation and operation from Salisbury Reserve located at 19 Salisbury Street, Herne Bay.

3. The club currently holds the lease on the building which reached final expiry on 23 February 2025. The lease is holding over on a month-by-month basis on same terms and conditions until terminated or a new lease is granted.

4. The new lease work programme item was identified and approved by the local board as part of its Customer and Community Services: Community Leases Work Programme 2024/2025 at their 18 June 2024 local board meeting (resolution number WTM/2024/94).

5. The club provides pétanque that supports community wellbeing. This supports the Waitematā Local Board Plan 2023:

· Our People – All our people are thriving and have what they need to live a good life

· Our Places - Our neighbourhoods are well designed to be sustainable, well-connected, and celebrate our heritage and unique identities

· Our Community - Our community is resilient and have places and activities to connect and foster a sense of belonging.

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

7. An annual subsidised maintenance fee for a council owned building is charged to the tenant.

8. Staff undertook a site visit on 19 March 2025. The site is very well run.

9. A community outcomes plan has been completed to identify the benefits the group will provide to the community. This will be attached to the lease as a schedule of the lease agreement.

10. Iwi engagement is required and took place in January 2025. No objections have been received.

11. The proposed new community lease to the Herne Bay Petanque Club Incorporated for the building at Salisbury Reserve was publicly notified. The notification appeared in the New Zealand Herald newspaper on 12 March 2025 and the Auckland Council website with a submission deadline for 9 April 2025. No submissions or objections from public notification were received.

12. This report recommends that a new community lease be granted to Herne Bay Petanque Club Incorporated for a term of ten years commencing from 1 May 2025 with one ten years right of renewal.

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

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) karaati / grant under Section 138 of the Local Government Act 2002 to Herne Bay Petanque Club Incorporated for a lease of 347m2 (more or less) and licence of 2817m2 located at 19 Salisbury Street, Herne Bay on the land legally described as Allot 52 Sec 8 SBRS OF Auckland (as per Attachment A – Herne Bay Petanque Club Incorporated Premises/Site Plan), subject to the following terms and conditions:

b) term – ten years, 1 May 2025 with one ten years right of renewal.

c) rent – $1,300 plus GST per annum.

d) maintenance fee - $5,000 plus GST per annum.

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

f) whakaae / approve all other terms and conditions to be in accordance with the Local Government Act 2002, the Auckland Council Community Occupancy Guidelines 2012 (Updated July 2023), and the Auckland Council standard form community lease agreement.

g) tuhi ā-taipitopito / note that public notification and iwi engagement for Auckland Council’s intention to grant a new community lease to Herne Bay Petanque Club Incorporated located at 19 Salisbury Street, Herne Bay was undertaken in March 2025.

h) tuhi ā-taipitopito / note that no objections to the notified proposal of the new community lease to the Herne Bay Petanque Club Incorporated at 19 Salisbury Street, Herne Bay were received.

Horopaki

Context

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

15. The Waitematā Local Board approved the Customer and Community Services: Community Leases work programme 2024/2025 at their local board meeting on 13 June 2024 (resolution number WTM/2024/94).

16. The progression of this lease to Herne Bay Petanque Club Incorporatedat 19 Salisbury Street, Herne Bay was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, building/s and lease

17. Salisbury Reserve is located at 19 Salisbury Street, Herne Bay (refer to Attachment A Herne Bay Petanque Club Incorporated Premises/Site Plan).

18. The land is legally described as Allot 52 Sec 8 SBRS OF Auckland is held in fee simple (owned) by Auckland Council under the Local Government Act 2002.

19. The club holds a community lease for the council-owned building situated at Salisbury Reserve.

20. The area proposed to be leased is 347m² (more or less) and licence of 2817m2 located at 19 Salisbury Street, Herne Bay as outlined in Attachment A.

21. An annual subsidised maintenance fee for a council owned building is charged to the tenant. Renewal works on the toilet and doorframe are scheduled for the asset in the 2025/2026 financial year. Council will renew the internal flooring and repainting of the building exterior. The building is primarily used by the group to provide pétanque.

Herne Bay Petanque Club Incorporated

22. Herne Bay Petanque Club Incorporated was established in 1995 and its primary purpose is to provide pétanque games alongside interclub, regional and national tournaments.

23. The club has approximately 80 members ranging from 22 to 65 plus. The club’s members are their volunteers. The facility can be used any day generally between 9am and 10pm by members and community groups. The club helps Auckland Council hire out the facility (i.e. manage bookings for other community groups providing other activities to use the facility).

24. The club has been operating from this site since at least 2001. Over the years the building has been modified and improved by both the council and the club.

25. The club’s current community lease with the council commenced on 1 September 2001 and expired on the 23 February 2025. The lease to the group is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

Tātaritanga me ngā tohutohu

Analysis and advice

26. At the expiry of a lease for a council owned building, a review of alternatives for the use of the premises should be carried out as good practice. For this, an expression of interest process can be undertaken to gauge interest and best use. However, if the incumbent group is needed in the area and the group is performing well, the local board has the discretion to grant a new lease to the group without undergoing an expression of interest process.

27. The club is performing well and offers services that have been identified as needed in the area. As a result, staff recommend that the expression of interest process is unnecessary if the local board resolve to grant the group a new community lease.

Public notification and engagement

28. Under Section 138 of the Local Government Act 2002, Auckland Council must publicly notify its intention to grant a new community lease if the term is longer than six months.

29. The proposed new community lease to the club for the building at Salisbury Reserve was publicly notified. The notification appeared in the New Zealand Herald on 12 March 2025 and the Auckland Council website’s Have Your Say webpage with a submission deadline of 9 April 2025.

30. The cost of the public notification was met by council’s Parks and Community Facilities department.

31. No submissions or objections to the notified proposal were received.

Assessment of the application

32. The club has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver pétanque services.

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

34. The following table contains brief details on the trust’s latest financials:

Table 1: Financials for the Year Ending 30 June 2024

YTD Actual Income	YTD Actual Expenses & Costs	Income less expenses
$41 388.75	$29 081.48	$12 307.27

35. The club has all necessary insurance cover, including public liability insurance, in place.

36. A site visit has been undertaken by staff and the facility is well managed and maintained.

37. Council constructed ramp access to the club building and the club undertakes day to day maintenance.

38. The club is looking at renewing internal flooring, repainting the building and undertaking works on a few building maintenance items which is their responsibility under the current lease.

39. The club provides a facility for pétanque to the local community and provides a valuable service to the community by making its facility available for hire to help and support initiatives and activities within the local community, sport clubs and community organisations.

40. A Community Outcomes Plan has been negotiated with the club to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement and is attached to this report as Attachment B.

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

42. The club expressed a desire for a longer term/length of tenure as they plan to invest in attending to various building maintenance items.

43. Staff advice is that the recommended term, the heavily subsidised rent and maintenance fees in the Community Occupancy Guidelines, because it:

· allows the local board to examine community needs and best use of community buildings and land with the passage of time

· acknowledges clubs’ improvements

44. Staff recommend that a new community lease be granted to the club for a term of ten years commencing from 1 May 2025 with one ten years right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

45. It is anticipated that the activities undertaken at the club will not result in an increase of greenhouse gas emission. A shared workspace/community space will however decrease overall energy use, as users will not consume energy at individual workspaces. The shared space will provide opportunity and enable people to enjoy positive healthy lifestyles and will increase capability and connections within local community.

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

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

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

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

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

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

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

49. Climate change has an unlikely potential to impact the lease as no part of the leased area is located in a flood-sensitive or coastal inundation zone.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50. Council staff from within the Community directorate (Community Delivery, Area Operations, Parks & Places Specialist and Sport & Recreation) have been consulted. They are supportive of the proposed lease as they use the venue well.

51. Watercare was the only CCO consulted. The proposed lease area is outside of Watercare’s ‘lease’ or ‘land occupancy’ used as a laydown site for works on the Central Interceptor.

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

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

Local impacts and local board views

53. The proposed lease will benefit the community by enabling initiatives that promote exercise in the form of pétanque for the Waitematā Local Board area and its surrounding communities.

54. The assessment of the application was workshopped with the local board on 25 March 2025. The local board indicated its in-principle support of the lease proposal. The local board discussed longer tenure for the club as there was no other use for the site. As a result, staff adjusted the recommended lease term.

55. The delivered activities align with the Waitematā Local Board Plan 2023 priority area(s):

· Our People – All our people are thriving and have what they need to live a good life

· Our Places - Our neighbourhoods are well designed to be sustainable, well-connected, and celebrate our heritage and unique identities

· Our Community - Our community is resilient and have places and activities to connect and foster a sense of belonging.

Tauākī whakaaweawe Māori

Māori impact statement

56. Iwi engagement on council’s intention to grant a new community lease for 19 Salisbury Street, Herne Bay was undertaken in February 2025.

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

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

59. The lessee has agreed, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community (see Attachment B of this report for more detail). The lease will benefit Māori and the wider community through benefits to Māori health and well-being in terms of exercise.

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

61. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

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

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

Ngā ritenga ā-pūtea

Financial implications

64. All costs relating to the advertisement of the council’s intention to grant the proposed lease were borne by the Parks and Community Facilities department of Auckland Council.

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

66. However, this is a local board decision and if the board elects to retain the level of rent at $1, there will be no requirement for the local board to top up the community lease revenue.

67. If the local board elects to retain the level of rent at $1, they will not have the benefit of the additional revenue of $1,299 per annum over the initial term of the lease. The level of rent can be reviewed on renewal of the lease and at the expiry of the initial term.

68. Council will carry out ongoing asset renewal and the group will carry out the day-to-day maintenance.

69. Staff have consulted with the Financial Advisory department of the council. No concerns were raised regarding the financial implications for the proposed new lease to Herne Bay Petanque Club Incorporated for Salisbury Reserve located at 19 Salisbury Street, Herne Bay.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

70. Should the local board resolve not to grant the proposed community lease to the club at the site, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

71. The new lease affords the groups security of tenure, enabling them to attend to the scheduled maintenance of the facility. Should the building remain unoccupied, there is a risk associated with the lack of maintenance and possible improvements. Council will be liable for the assets regardless of whether budget is allocated to or identified for renewals. The renewal of the building will also not appear in the annual work programme.

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Site plan for Grey Lynn Community Centre Trus
b ⇨	Community Outcomes Plan

Ngā kaihaina

Signatories

Authors

Tsz Ning Chung - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Proposed new community lease to Kelmarna Community Farm Trust at Hukanui Reserve, 12 Hukanui Crescent, Ponsonby.

File No.: CP2025/05471

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waitematā Local Board (the local board) to grant a new community lease to Kelmarna Community Farm Trust for land at Hukanui Reserve, 12 Hukanui Crescent Ponsonby.

Whakarāpopototanga matua

Executive summary

2. Kelmarna Community Farm Trust (the trust) seeks a new community ground lease to continue occupation and operation from a tenant-owned building at Hukanui Reserve, 12 Hukanui Crescent, Ponsonby.

3. The trust currently holds the lease on the ground which reached final expiry on 9 February 2025. The lease is holding over on a month-by-month basis on same terms and conditions until terminated or a new lease is granted.

4. The new lease was identified and approved by the local board as part of its Customer and Community Services: Community Leases Work Programme 2024/2025 at their 18 June 2024 local board meeting (resolution number WTM/2024/94).

5. The trust aims to champion and demonstrate a regenerative local food model that supports climate change mitigation, urban resilience and community wellbeing. These activities align with / support the Waitemata Local Board Plan 2023:

· Our People – All our people are thriving and have what they need to live a good life

· Our Environment - Our built and natural environment is resilient to natural hazards and the effects of climate change. Our natural environment is rich in biodiversity and provides clean waterways. Our Places - Our neighbourhoods are well designed to be sustainable, well-connected, and celebrate our heritage and unique identities.

· Our Community - Our community is resilient and have places and activities to connect and foster a sense of belonging.

6. The trust has provided all required information including financials, key milestones and strategic plan showing that it has sufficient funds and they it is being managed appropriately. The trust has all the necessary insurance cover, including public liability insurance, in place.

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

8. Staff undertook a site visit on 19 December 2024. The site is very well run and produces an abundance of vegetables, fruit and eggs. These products are sold to the public to help fund the urban farm. The group plan to replace some of their ageing buildings with newer purpose-built structures.

9. A community outcomes plan has been completed to identify the benefits the group will provide to the community which will be attached to the lease as a schedule of the lease agreement.

10. Iwi engagement is required and took place in January 2025. No objections have been received.

11. The proposed new community lease to the Kelmarna Community Farm Trust for the land at Hukanui Reserve was publicly notified. The notification appeared in the New Zealand Herald on 18 January 2025 and the Auckland Council website with a submission deadline for 18 February 2025. Council received twenty-one submissions before the submission deadline. All submissions were in support of the proposed new lease to the Kelmarna Community Farm Trust.

12. This report recommends that a new community lease be granted to Kelmarna Community Farm Trust for a term of ten years, commencing 1 May 2025, with one ten year right of renewal.

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

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae / grant, a new community lease to the Kelmarna Community Farm Trust for an area comprising approximately 17,344m² located at 12 Hukanui Crescent, Ponsonby on the land legally described as Lot 2 DP 105055 and Lot 11 DP 345447 per Attachment A – Site Plan Kelmarna Community Farm), subject to the following terms and conditions:

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

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

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

iv) an updated strategic plan demonstrating financial viability is submitted in 2027.

b) whakaae / approve all other terms and conditions in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023), and the Auckland Council standard form community lease agreement for a new community lease to the name of Kelmarna Community Farm Trust for an area comprising approximately 17,344m² located at 12 Hukanui Crescent Ponsonby Auckland.

c) tuhi ā-taipitopito / note that public notification and iwi engagement for Auckland Council’s intention to grant a new community lease to Kelmarna Community Farm Trust at Hukanui Reserve, 12 Hukanui Crescent Ponsonby Auckland have been undertaken in January 2025.

d) tuhi ā-taipitopito / note that no objections to the notified proposal of the new community lease to Kelmarna Community Farm Trust at Hukanui Reserve, 12 Hukanui Crescent Ponsonby Auckland were received.

Horopaki

Context

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

15. The Waitematā Local Board approved the Customer and Community Services: Community Leases Work Programme 2024/2025 at their 18 June 2024 local board meeting (resolution number WTM/2024/94).

16. The progression of this lease to Kelmarna Community Farm Trust at Hukanui Reserve, 12 Hukanui Crescent Ponsonby Auckland was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, building/s and lease

17. Hukanui Reserve is located at 12 Hukanui Crescent Ponsonby Auckland (refer to Attachment A - Site Plan Kelmarna Community Farm). The land is legally described as Lot 2 DP 105055 and Lot 11 DP 345447 and is held in fee simple by Auckland Council as a recreation reserve under the Reserves Act 1977.

18. Kelmarna Community Farm Trust holds a community lease for the land and building situated at Hukanui Reserve, 12 Hukanui Crescent, Ponsonby, Auckland.

19. For a tenant-owned building, all operational and maintenance costs are borne by the lessee.

20. The buildings are primarily used by the group to provide essential shelter for their workers including an office, garden shop, kitchen and eating facility and shelter for certain garden activities.

21. The trust plan to replace their ageing kitchen and eating structure with a fit for purpose building. This will also house a sheltered event/educational dinning space that will, for example, hold fundraising farm dinners. They also plan to relocate their existing office space into this building for better temperature control.

22. The programmes delivered from this site provide organic fruit, vegetables, eggs and compost for purchase and a variety of gardening workshops.

Kelmarna Community Farm Trust

23. Kelmarna Community Farm Trust was established in 1983, and its primary purpose is to champion and demonstrate a regenerative local food model that supports climate change mitigation, urban resilience and community wellbeing.

24. The trust has seven trustees, Friends of Kelmarna, 50 (staff plus volunteers), and is staffed Monday to Friday days a week 9am to 4pm days/hours. The site is open to the public to enjoy, volunteer or partake in their workshops.

25. The group has been operating from Hukanui Reserve since 1981 via a lease from the former Auckland City Council. The site and gardens have been developed over the years with various focus areas. For more than 20 years the gardens were run by the Framework Trust whose focus was to support members of the community who had experienced mental health issues. Since 2015 the gardens primary focus is to now champion and demonstrate a regenerative local food model.

26. The trust now focuses on six areas of activity on the site Market gardening, food forest, sheep grazing, laying hens, beehives and composting.

27. The trust’s current community lease with the council commenced on 10 February 2015 and has finally expire on the 9 February 2025. The lease to the group is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

Tātaritanga me ngā tohutohu

Analysis and advice

28. Under the Community Occupancy Guidelines 2012 (updated July 2023), groups that own their own buildings have an automatic right to re‑apply for a new lease at the end of their occupancy term. Kelmarna Community Farm Trust is exercising this right by applying for a new lease. The local board has discretion to vary the term of the lease if it wishes. However, the guidelines suggest that where the term is varied, it aligns to one of the recommended terms.

Public notification and engagement

29. As there is no adopted reserve management plan, public notification and formal iwi engagement is required under the Reserves Act 1977 prior to any lease being granted.

30. The proposed new community lease to the Kelmarna Community Farm Trust for the land located at Hukuani Reserve, 12 Hukanui Crescent, Ponsonby, Auckland was publicly notified. The notification appeared in the New Zealand Herald on 18 January 2025 and the Auckland Council website’s Have Your Say webpage with a submission deadline for 18 February 2025.

31. The cost of the public notification was met by the Parks and Community Facilities department of the council.

32. Council received twenty-one submissions. All submissions were in support of the proposed new lease to the lessee.

33. Key points of the submissions received were the lessee’s contributions and relationship with the community and neighbours, and submitters wishing for the lessee to be granted a longer length of tenure/occupancy than the recommended 10 years plus 10 years to allow the Trust security to plan and invest into their building and potential assets on-site.

Table 1: Key feedback received on the proposed new lease to Kelmarna Community Farm Trust.

Feedback received

Staff response

The Trust to be granted longer length of tenure/occupancy than the recommended 10 years plus 10 years

Staff notes that the recommended lease terms allow the local board earlier opportunities to assess whether the occupation is necessary and enables the public to obtain the most benefit and enjoyment of the reserve. The recommended lease term also accounts for tenant’s investment into assets on a site.

Where a community occupancy agreement is granted on land held under the Reserves Act 1977, it shall be for a term not exceeding 33 years, with or without a right of renewal, perpetual or otherwise, for the same or any shorter term (excerpt from Community Occupancy Guideline updated July 2023).

The local board has full discretion to approve lease terms and conditions.

The lessee’s contributions and relationship with community and neighbours

Community Delivery commented that the Trust is:

· active positive community organisation who engage in the wider community around them. E.g. GL Business Association, GL2030, School engagement, workshops for community, Orphans Kitchen etc

· active members of the community garden network within Waitemata and wider Auckland regional as a showcase for urban organic farming practices

· active members of the Auckland Regional Kai Huis

· working on Soil Factory project - Works closely with the compost collective education workshops run at the facility. As well as at the composting site on Francis reserve with the Auckland Women’s Centre

· operating shop onsite - Supplying healthy local fruit and veg options to the community.

Assessment of the application

34. The trust has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver a comprehensive range of farming activities from the site. Friends of Kelmarna support/membership and sale of produce to local restaurants.

35. The area proposed to be leased to the Kelmarna Community Farm Trust consists of approximately 17,344m2 and is outlined in Attachment A – Site Plan Kelmarna Community Farm.

36. The trust has provided financials which show that accounting records are being kept and funds are being managed appropriately.

37. The following table contains brief details on the trust’s latest financials:

Table 1: Financials for the year ended 31 March 2024

YTD Actual Income	YTD Actual Expenses & Costs	Income less expenses
$ 377,698	$ 396,287	Loss of $18,590

38. In May 2024, the trust missed out on large contestable lotteries grant they had received for six years. A successful fundraising campaign in the pursuing months raised over $200,000 to cover this gap, securing the trust’s future for the coming two years. This timeframe gives the trust time to continue finding ways to diversify their revenue stream and become more financially sustainable, moving away from reliance solely on grants.

39. The trust has all necessary insurance cover, including public liability insurance, in place.

40. A site visit has been undertaken by staff and the site is well managed and appears to be well maintained. All management and operational costs are funded by Kelmarna Community Farm Trust.

41. The trust has plans to replace some of their ageing facilities with a new purpose-built facility housing the kitchen, dining area, office and toilets. It is envisaged the new building design will echo a tunnel house.

42. The group provides a valuable service to the wider community by providing organic fruit, vegetables, eggs and compost for purchase and a variety of gardening workshops.

43. The trust is also involved in the local Business Association, Orphans Kitchen, school engagement /programmes and are members of the Auckland Regional Kai Huts. All these activities contribute to the trust being a valuable community group who deliver great outcomes for the local area and beyond.

44. A community outcomes plan has been completed with the Kelmarna Community Farm Trust to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment B – Community Outcomes Plan.

45. Staff recommend that a new community lease be granted to Kelmarna Community Farm Trust for a term of 10 years commencing from 1 May 2025 with one ten years right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

46. It is anticipated that the continued activation of the reserve will not result in an increase of greenhouse gas emissions. The site uses organic farming techniques which can help reduce greenhouse gas emissions. The space is open and shared with the community which will provide the opportunity to allow people to enjoy a positive healthy lifestyle and will increase capability and connections within local community.

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

· use sustainable waste, energy and water efficiency systems

· use eco labelled products and services

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

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

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

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

49. Climate change has an unlikely potential to impact the lease, as no part of the leased area is located in a flood-sensitive or coastal inundation zone.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50. Council staff from the Customer and Community Services Directorate (Parks and Community Facilities Operational Management and Maintenance and Community Delivery) have been consulted. They are supportive of the proposed lease as it will include positive outcomes.

51. The Council's Parks and Places Specialist also noted that the land in question is designated as a park and that the Waitematā Local Board does not have any park or open space available for disposal.

52. Watercare has a wastewater upgrade project in the proposed leased area with the following details:

· Feasibility – Oct. 2023 to Jun. 2025

· Design – July 2025 to June 2028

· Construction – July 2030 to June 2033.

Figure 3: Watercare wastewater upgrade project

53. Watercare would need right of entry down Parawai Road, and the area circled green below. Approvals and, if appropriate, a note will be made in the lease contract.

Figure 4: Watercare wastewater upgrade project laydown area

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

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

Local impacts and local board views

55. The proposed lease will benefit the community by enabling initiatives that promote and demonstrate a regenerative local food model that supports climate change mitigation, urban resilience and community wellbeing for the local board area and its surrounding communities.

56. The group gave a deputation to the local board in December 2024, which was well received, and the group are supported by the local board. The local board has indicated its in principle support of a new lease.

57. At workshops held on 13 February, 25 March and 1 April 2025 respectively, staff engaged in extensive discussions with the local board regarding the lease. Board members expressed varying views on the length of tenure and the financial viability of the group, requesting further information. They also emphasized a desire for greater participation. Regarding participation, community leases can hold the group accountable for Māori engagement and overall participant/visitor numbers for the financial year, as these are key performance indicators outlined in the Community Outcomes Plan. The local board requested that staff submit a report for consideration at the April 2025 business meeting.

58. The delivered activities align and support the Waitematā Local Board Plan 2023:

· Our People – All our people are thriving and have what they need to live a good life.

· Our Environment - Our built and natural environment is resilient to natural hazards and the effects of climate change. Our natural environment is rich in biodiversity and provides clean waterways.

· Our Community - Our community is resilient and have places and activities to connect and foster a sense of belonging.

· Our Places - Our neighbourhoods are well designed to be sustainable, well-connected, and celebrate our heritage and unique identities.

Tauākī whakaaweawe Māori

Māori impact statement

59. Iwi engagement about the council’s intention to grant a new community lease for the Kelmarna Community Farm Trust at Hukanui Reserve, 12 Hukanui Crescent, Ponsonby, Auckland was undertaken in December 2024 and January 2025 with the iwi groups identified as having an interest in land in the local board area.

60. The engagement involved an email to all iwi identified as having an interest in the area as captured in Attachment C, containing detailed information on the land, the lessee and the lease proposal, as per Section 4 of the Conservation Act 1987.

61. No objections or requests for hui or kaitiaki site visits were received from the iwi and mana whenua groups who responded.

62. Ngāi Tai ki Tāmaki deferred to local iwi for any engagement and or comment.

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

68. All costs relating to the advertisement of the council’s intention to grant the proposed lease was borne by the Parks and Community Facilities department of Auckland Council.

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

70. Staff have consulted with the Financial Advisory department of the council regarding the financial implications for the proposed new lease to Kelmarna Community Farm Trust for land at Hukanui Reserve, 12 Hukanui Crescent Ponsonby Auckland.

71. The trust has enough funding to continue operating for two years – this will provide sufficient time to investigate and diversify its revenue streams. Finance have recommended that a clause is added to the lease, specifying the term is subject to an updated strategic plan in 2027 which demonstrates the ongoing financial stability of the operations.

72. Ongoing maintenance and new asset renewals will be covered by lessee. Once new occupation is secured and new and or renewed buildings established, the lessee will have an asset management plan in place.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

73. Should the local board resolve not to grant the proposed community lease to Kelmarna Community Farm Trust for land at Hukanui Reserve, 12 Hukanui Crescent, Ponsonby, Auckland, the group’s ability to undertake all current and future activities will be negatively impacted.

74. The new lease affords the groups security of tenure, enabling them to attend to the scheduled maintenance of the facility and start planning their new facility that will include a new kitchen, dining, and toilets. Should the site become unoccupied, there is a risk council will be liable for the asset/s regardless of whether budget is allocated to or identified for renewals.

Ngā koringa ā-muri

Next steps

75. If the local board resolves to the grant the proposed new community lease, staff will work with the Kelmarna Community Farm Trust to finalise a lease agreement in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Tsz Ning Chung - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Adoption Waitematā Play Plan 2025

File No.: CP2025/06735

Te take mō te pūrongo

Purpose of the report

1. To adopt the Waitematā Play Plan 2025, which provides guidance on emerging play issues and opportunities for non-playground play projects.

Whakarāpopototanga matua

Executive summary

2. The Waitematā Play Plan 2025 provides the Waitematā Local Board (the local board) with general information and specific project suggestions to increase the range of play opportunities it offers.

3. The play plan has been developed with community and council staff guidance. The local board has provided feedback on an earlier draft of the document. The final version of the Waitematā Play Plan 2025 is now offered to the local board for adoption.

4. A Supplementary Information document has also been provided. It includes relevant demographic information for the local board area, and insights from Regional Sports Trusts and the council’s Advisory Panels. This information has informed the advice staff provide to Waitematā Local Board regarding play.

5. The play plan does not commit the local board to funding any particular play project. Instead, it will serve as a tool to support work programme planning each year.

6. The report recommends that Waitematā Local Board adopt the Waitematā Play Plan 2025 and use it as a resource for the future development of play.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whai / adopt the Waitematā Play Plan 2025 as set out in Attachment A to the agenda report.

Horopaki

Context

7. Auckland Council’s play advocacy function promotes play opportunities beyond investment in traditional playgrounds, with play regarded as ‘an everywhere activity’.

8. The play advocacy approach complements local boards’ capital investments in play. It does not however replace the ongoing need for investment in playgrounds.

9. Staff engaged with Waitematā Local Board at various workshops in 2023 and 2024. A play advocacy activity was included in the local board’s annual work programme in the 2023/2024 and the 2024/2025 financial years. In the 2024/2025 financial year a budget of $15,000 was allocated.

10. In the 2023/2024 work programme, staff committed to delivering a ‘play plan’ for Waitematā Local Board. This document provides advice on how play outcomes can be achieved with operational expenditure (OPEX) funding. It also provides guidance on relevant play issues that the local board might like to consider.

11. A draft version of the Waitematā Play Plan 2025 was circulated to the local board in December 2024 and elected members were invited to provide feedback. No feedback was received. Staff are seeking adoption of the plan which is attached to the report as Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The Waitematā Play Plan 2025 (‘the play plan’) is aligned with the Waitematā Local Board Plan 2023. It is intended to be a live document for the life of the local board plan. The play plan will be revised throughout the 2026 – 2029 term of the local board.

13. The play plan complements previous staff advice about play and other council work programmes that provide play outcomes. This includes play provision assessments and play network gap analyses completed by the Specialist Operations team, and the activation programme delivered by the Out and About Auckland team.

14. The play plan highlights the need to engage effectively with rangatahi regarding play. The gap in play provision for rangatahi is well known across Tāmaki Makaurau, and the play plan offers suggestions about how this can be addressed through both operational (OPEX) and capital (CAPEX) investment.

15. Accessible play is a growing focus within the play sector. The play plan provides guidance to Waitematā Local Board about the different needs of tamariki with invisible and visible disabilities. It also discusses ways that the council can address these groups’ play requirements.

16. All-ages play is also a topic of interest to most local boards. The play plan addresses this by highlighting opportunities for intergenerational play. It also advocates for greater engagement with rangatahi to learn more about this demographic’s play interests. It provides some suggestions for ways to better provide play for rangatahi and adults in formal play spaces.

17. The play plan presents elected members with specific project ideas to increase play provision across Waitematā, and suggestions of local board advocacy for broader play outcomes. The project suggestions are indicative only and do not commit the local board to funding any particular project. Language has been added to the play plan to this effect.

18. In response to feedback from a range of local boards, all play plans have been revised as follows:

· a Chair’s Message has been included at the beginning of the document

· operational details such as proposed project costs have been removed, to better reflect the strategic nature of the play plan and the local board’s governance-level decision-making role

· a page has been inserted to acknowledge the opportunity for play to support the wellbeing of older adults

· the document has been divided into two separate parts: the Waitematā Play Plan 2025, which is action-focused; and the Waitematā Play Plan 2025 Supplementary Information document, which includes supporting insights and other reference materials.

19. Staff will use the play plan to inform discussions during work programme development. Each year, the local board may choose to allocate a budget toward play through its annual work programme development process.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. The play advocacy approach has an enduring positive climate impact. It encourages whānau to embrace their streets, local parks and public spaces as sites for play. This reduces the need to drive to playgrounds.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. The play plan has been written with input from the council’s Activation and Events teams within the Community Wellbeing department. Further review and feedback has been provided by staff in the Pools and Leisure and the Parks and Community Facilities departments.

22. The play plan highlights the value of integrating play into other council work programmes, and in the work of Council-Controlled Organisations like Auckland Transport and Watercare.

23. The Supplementary Information document includes insights from the council’s various Advisory Panels, which each represent different groups in the community. Staff engaged directly with the Advisory Panels and sought their feedback regarding play issues relevant to them.

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

Local impacts and local board views

24. Play is of perennial interest to the wider community, with most families aware of its benefit to their tamariki. As freedom to roam and play without adult supervision has declined for tamariki in Tāmaki Makaurau during the past three decades, there has been growing pressure on the council to build and maintain playgrounds. The play advocacy approach, as set out in the play plan, both acknowledges the importance of playgrounds, and offers other ways to provide opportunities to play.

25. Tāmaki Makaurau’s four Regional Sports Trusts have the capacity to engage directly with tamariki in a school setting, and the Play Leads at each Regional Sports Trust have done so at several primary schools. The insights gathered have informed staff advice to Waitematā Local Board about how to provide play beyond a playground setting. In particular, tamariki voice has identified a widespread appetite for more adventurous play.

26. The Supplementary Information document contains demographic information from the 2023 Census, highlighting changing ethnic demographics in Waitematā. Analysis of the local board’s demographic data has contributed to staff advice to Waitematā Local Board.

Tauākī whakaaweawe Māori

Māori impact statement

27. The play plan references the Māori outcomes identified in the Waitematā Local Board Plan 2023. It highlights several ways that play can support Māori outcomes, including:

· using Te Aranga Māori Design principles in the design of playgrounds, to communicate iwi narratives through colour choices, cultural motifs, and other elements

· developing and installing māra hūpara – Māori playgrounds that draw on pre-colonial play traditions from local iwi

· exploring ways that the Te Kete Rukuruku dual naming project could create opportunities for playful interpretation of the narratives behind gifted te reo names

· providing Māori play activations through the Out and About Auckland programme.

28. The play plan acknowledges the importance of taking an iwi-led approach for any play provision that is aligned with Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

29. Although the play plan includes potential play projects, it is not a prescriptive document and does not commit the local board to funding any of the projects. Language has been included in the play plan to make this clear to all readers.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. The following table identifies risks associated with Waitematā Local Board adopting its play plan and sets out appropriate mitigation measures.

Risk	Mitigation
Adopting the play plan raises community expectations regarding investment in new play projects	Language within the play plan to emphasise the non-prescriptive nature of the document and its purpose as a guide for potential play investment only
Adopting the play plan results in concern from the community that investment in CAPEX play will not continue	Language within the play plan to confirm that non-playground play is intended to complement and not replace wider investment in play assets

Ngā koringa ā-muri

Next steps

31. Staff will participate in annual work programme planning, drawing on the play plan to advise the local board of project opportunities.

32. The Waitematā Play Plan 2025 will be revised on a three-year basis, to ensure it remains aligned with the Waitematā Local Board’s local board plan.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Waitematā Play Plan 2025
b ⇨	Waitematā Play Plan 2025 Supplementary Information

Ngā kaihaina

Signatories

Authors

Jacquelyn Collins – Play Portfolio Lead

Authorisers

Pippa Sommerville – Head of Play, Sport and Recreation

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Classification of Lemington Reserve, Westmere under the Reserves Act 1977

File No.: CP2025/05039

Te take mō te pūrongo

Purpose of the report

1. To classify Lemington Reserve, located at 36 Westmere Park Avenue, Westmere, pursuant to section 16(2A) of the Reserves Act 1977 as local purpose (esplanade) reserve.

Whakarāpopototanga matua

Executive summary

2. Lemington Reserve is currently held as an unclassified local purpose (esplanade) reserve subject to the provisions of the Reserves Act 1977 (RA).

3. The RA provides that all unclassified reserves vested in a local authority must be classified according to their principal or primary purpose. Auckland Council is therefore statutorily obliged to classify all unclassified reserves which it holds. This is undertaken under Section 16 of the RA, and if not undertaken would mean that Auckland Council is not meeting its statutory obligations.

4. Auckland Council is proposing to classify Lemington Reserve as local purpose (esplanade) reserve. This takes into consideration the location of the reserve, zoning under the Auckland Unitary Plan and general purpose of esplanade reserves to contribute to the protection of conservation values, to enable public access to the sea and to enable public recreational use where the use is compatible with conservation values.

5. Local boards hold delegated authority under Section 16(2A) of the RA to approve classifications of council owned reserves.

6. Mana Whenua representatives have been advised of the recommended classifications via email and invited to submit their feedback.

7. Public notification is not required when the classification is undertaken pursuant to section 16(2A) of the RA.

8. This report recommends that the Waitematā Local Board resolves to classify Lemington Reserve as local purpose (esplanade) reserve.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae / approve pursuant to section 16 of the Reserves Act 1977 the classification of land legally described as Marked Public Reserve Deposited Plan 19276 comprising 4300m² retained in record of title NA440/228 as local purpose (esplanade) reserve.

Horopaki

Context

9. Classification is a mandatory process under Section 16(1) or 16(2A) of the RA which involves determining the principal or primary purpose of a reserve (e.g. recreation reserve, local purpose reserve, historic reserve).

10. When determining the purpose of the reserve the present values of the reserve, the future “potential” values and the possible future uses and activities on the reserve are considered.

11. Auckland Council is required by law to classify all unclassified reserves which it holds and is not meeting its statutory obligations if classification of unclassified reserves is incomplete.

12. Lemington Reserve is currently held as an unclassified reserve and needs to be classified to comply with the statutory requirement to classify reserves according to their principal or primary purpose.

13. Local boards hold delegated authority under Sections 16(1) and 16(2A) of the RA to approve classifications of council owned reserves, subject to all statutory processes having been satisfied.

Tātaritanga me ngā tohutohu

Analysis and advice

Lemington Reserve.

14. Lemington Reserve is located at 36 Westmere Park Avenue, Westmere and is legally described as Marked Public Reserve Deposited Plan 19276 retained in record of title NA440/228, with an area of approximately 4300m².

15. The reserve area is currently an unclassified local purpose (esplanade) reserve and is zoned as Open Space – Informal Recreation Zone under the Auckland Unitary Plan.

16. An aerial map of the reserve is included as Figure 1 below.

Figure 1: - Location Plan – Lemington Reserve

Classification of reserves under the Reserves Act 1977 (RA) and the local board’s role.

17. Classification of reserves under the RA identifies the principal or primary purpose of a reserve. The classification helps direct the reserve’s management, usage and development. It is a necessary step to enable the administering body to grant third parties rights over reserves.

18. Classification of reserves provides an additional layer of legislative protection under the RA. The classification will bind the council to that classification and will limit (to a greater or lesser extent) how the land can be used. The classification also provides the community with certainty as to the types of activities that can take place on the reserve.

19. Waitemata Local Board has decision-making responsibility for all reserves in the local board area. The local board also holds delegated authority under Section 16(2A) of the RA to approve classification of council held reserves, subject to all statutory processes having been satisfied.

Proposed classifications – local purpose (esplanade) reserve.

20. Staff consider that classification of the reserves as Local Purpose (esplanade) reserve is most appropriate as it aligns with the current and intended use.

Consultation.

21. Engagement with iwi has been undertaken in terms of Section 4 of the Conservation Act 1987.

22. On 30 January 2025 an email was circulated to all iwi groups identified as having an interest in land within the Waitemata Local Board area inviting feedback by 28 February 2025. Staff received only one response and it supported the proposed classification.

23. Public notification of the council’s intention to classify the reserve is not required as the proposed classification was undertaken pursuant to section 16(2A) of the RA.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. The proposal outlined in this report does not include any change in the current use of the land or activity on the land, introduce any new sources of greenhouse gas emissions and will not impact climate.

25. The proposed classification is a formalisation of a statutory requirement under the RA which is an administrative process and therefore will have no climate impact.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. The proposed classification has no identified impacts on other parts of the council group. The views of other 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

27. The Waitematā Local Board holds the delegated authority under Section 16(2A) of the RA to resolve to classify this reserve subject to completion of all statutory processes.

28. The views and preferences of the local board in relation to the proposed classifications are sought via this report.

Tauākī whakaaweawe Māori

Māori impact statement

29. There is no express requirement to consult mana whenua under the RA. However, section 4 of the Conservation Act 1987 states:

Act to give effect to the Treaty of Waitangi

This Act shall be so interpreted and administered as to give effect to the principles of the Treaty of Waitangi.

30. On 30 January 2025 an email was circulated to all iwi groups identified as having an interest in land within the Waitematā Local Board area inviting feedback by 28 February 2025. Ngāi Tai ki Tāmaki responded in support of the proposed classification. No other feedback has been received.

Ngā ritenga ā-pūtea

Financial implications

31. The classification of reserves is an administrative exercise, and the proposed classification will not result in any costs being incurred by the local board.

32. All costs relating to the publication of the notice of the approved classification in the New Zealand Gazette will be borne by the Parks and Community Facilities department of Auckland Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. The proposed classification will fulfil the council’s statutory requirement under the RA to classify all unclassified reserves which are either held or managed by the council. If the local board does not classify the reserve, the council will be in breach of this statutory requirement under the RA.

34. The classification will allow the council to align the classification with its current use.

Ngā koringa ā-muri

Next steps

35. Subject to the local board’s decision, staff will formalise the classification through a gazette notice.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Tamara Zunic - Specialist Technical Statutory Advisor

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Proposed changes to the draft Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy

File No.: CP2025/06431

Te take mō te pūrongo

Purpose of the report

1. To seek the Waitematā Local Board’s (the local board) endorsement of the amended Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy following public consultation.

Whakarāpopototanga matua

Executive summary

2. On 10 December 2024, the Policy and Planning Committee approved public consultation on the draft of Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy [PEPCC/2024/131 and PEPCC/2024/132].

3. A total of 402 pieces of feedback were received, through consultation and a People’s Panel survey. Overall, there is strong support for the draft strategy but also opportunities to make changes. A detailed feedback report is provided in Attachment A.

4. Having considered public feedback, as well as local board resolutions on the draft strategy, staff propose changes to the draft strategy, the most significant being:

· more explicitly emphasising the importance of equity and accessibility in providing open spaces and play, sport and recreation opportunities (including in the strategic directions, investment principles and policies)

· greater emphasis on the importance of environment and biodiversity outcomes (including in the investment principles and Policy one)

· greater emphasis on the purpose and benefits of regional parks (in Policy two)

· including the capacity-focused approach (Option package two) for open space provision standards (in Policy two)

· refining the strategic directions based on a range of other consultation feedback

· making the decision-making responsibilities of local boards clearer

· clarifying the meaning of ‘value for money’

· providing clearer direction in the policy section to ensure local boards receive the necessary advice for decision-making

· clarifying that the council attempts to acquire land early in the development process as budget is available.

5. The proposed changes are reflected in the amended strategy (see final draft in Attachment B with track changes).

6. Local boards have called for a better understanding of local impacts. Staff have developed examples of implementation scenarios, existing good practices and potential local applications of the new open space provision standards (see Attachment C), noting that much of how the strategy is implemented is at the discretion of each local board.

7. In addition, staff have collaborated to scope how advice to local boards could be improved to deliver on the strategy. To date, we have identified potential improvements: consolidating information provided to local boards, involving local boards earlier in planning processes, improving alignment between regional and local planning cycles, funding and budgets and providing information on trade-offs (see Attachment D).

8. The Policy and Planning Committee will consider adopting the final amended strategy in May 2025. The agenda report will contain the local board resolutions.

9. If the final amended strategy is adopted, staff will develop an implementation and monitoring plan, including tools and guidance, to support delivery by local boards and the Governing Body. Staff will also continue to scope improvements to local board advice.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) ohia / endorse the final amended Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy in Attachment B

b) ohia / endorse updating the open space provision standards in the strategy with Option package two – capacity-focused approach: provide more open space than currently enabled in high- and medium-density areas where residents have low or moderate levels of provision.

Horopaki

Context

The draft strategy outlines how we will provide open spaces and sport and recreation opportunities

10. As a regional public policy, the draft of Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy sets the strategic directions we seek to achieve for open space, sport and recreation in Auckland and against which we will monitor progress. It forms a unifying roadmap for the council group to deliver and for other non-council organisations and community groups to contribute.

11. It brings together five existing strategies, policies and plans and provides a refreshed and consolidated approach to planning and investment. It aims to provide open spaces and sport and recreation opportunities to benefit all Aucklanders, now and in the future, to improve the health of Tāmaki Makaurau.

The development of the draft strategy was supported by an advisory structure

12. The development of the draft strategy was informed by a strong evidence base and supported by an advisory structure that met regularly to provide input and direction.

13. The advisory structure includes the Open Space, Sport and Recreation Joint Political Working Group (featuring two councillors, two local board members and one Houkura member), an advisory and Māori rōpū (with mana whenua, mataawaka and sector representatives) and key kaimahi from across the council group.

14. Local boards were also engaged throughout the development of the draft strategy via memos, presentations, briefings, workshops and business meetings (refer Attachment A, pages 3-4).

Gathering Aucklanders’ views provides an opportunity to further refine the draft strategy

15. On 10 December 2024, the Policy and Planning Committee approved public consultation on the draft strategy [PEPCC/2024/131 and PEPCC/2024/132].

16. Consultation was designed to seek Aucklanders’ views on the draft strategy and identify any relevant questions, concerns or additional information to strengthen or modify it.

17. Consultation took place from 10 February to 10 March 2025 and was advertised on Our Auckland and in libraries. Staff also requested that local board engagement advisors and key stakeholders share the consultation opportunity with their communities and networks. The engagement approach involved online submissions via the Have Your Say project page, by email or postal mail, as well as in person drop-in sessions at libraries and Pasifika Festival and hui with the demographic advisory panels, key stakeholders and mataawaka.

18. Staff also ran a People’s Panel survey in December 2024.

19. The five topics we asked for feedback on were:

· Where we are heading (strategic directions)

· Our approach to investment (investment principles)

· Making the most of our open spaces (policy one)

· Providing the right open spaces in the right places (policy two), including two options for open space provision outlined below

· Supporting Aucklanders to be more active more often (policy three).

20. The consultation included the following two option packages to update the open space provision standards:

· Option package one – High-density focused: provide more open space than currently enabled in high-density areas

· Option package two – Capacity focused: provide more open space than currently enabled in high- and medium-density areas where residents have low or moderate levels of existing provision.

21. These two option packages are explained in more detail from paragraph 31.

Tātaritanga me ngā tohutohu

Analysis and advice

The consultation feedback shows we are on the right track

22. We received 149 pieces of consultation feedback, as well as 253 responses to the People’s Panel survey. Attachment A provides a detailed summary of the feedback.

23. Submitters included members of the public, a range of partners and stakeholders (including organisations such as Aktive, Forest and Bird, Healthy Auckland Together, Property Council New Zealand and Te Whānau o Waipareira) and members of the council’s demographic advisory panels.

24. There is strong support for:

· the draft strategy overall

· the five draft strategic directions, with the highest support for Strategic direction five: support Aucklanders to live healthy, active lives

· the four draft investment principles, with the highest support for investment principle one: taking a benefits-led approach to improve the holistic wellbeing of people, places and the environment

· all three policies, with the highest support for Policy one: making the most of our open spaces.

25. Overall, submitters prefer a capacity-focused approach (Option package two) – taking an equity lens to deliver more open space where it is needed most in high- and medium-density areas – rather than a high-density-focused approach (Option package one) – delivering more open space in high-density areas – for open space provision standards.

26. Analysis of the qualitative feedback outlined a range of key themes:

· open and green spaces are essential for mental and physical health

· all Aucklanders must have access to safe, well-maintained open spaces

· open space planning needs to be an integral part of urban planning

· open spaces must serve a wide range of functions

· our resources should be used efficiently.

Staff propose changes to the draft strategy in response to the feedback

27. Staff considered the feedback received and are proposing amending the strategy as a result (see Attachment A, pages 38-47).

28. A summary of the most significant proposed changes is shown in Table One. In addition, staff have made minor changes to address specific feedback, clarify intent and meaning or update technical information.

Table One: Proposed changes to the draft strategy based on consultation feedback

· More explicitly emphasise the importance of equity and accessibility in the strategy on pages 7, 8, 11, 34, 46, 81, 82, 85 and in the glossary

· Include greater emphasis on the importance of environment and biodiversity outcomes on pages 14, 20, 25, 29, 31, 44, 45 and 46

· Include greater emphasis on the purpose and benefits of regional parks on page 78

· Include the capacity-focused approach (Option package two) for open space provision standards and delete the high-density focused approach (Option package one) on pages 46, 48, 49 and 52

· Refine the strategic directions based on a range of other consultation feedback on pages 11, 12 and 14.

Staff also propose changes to the draft strategy in response to local board resolutions

29. Staff have also amended the draft strategy in response to local board feedback received in November and December 2024. The key changes are presented in Attachment A (pages 48-49) and summarised in Table Two below.

Table Two: Proposed changes to the draft strategy in response to local board feedback

· Make the decision-making responsibilities of local boards clearer, moving the table previously on page 23 to page 9

· Clarify the meaning of ‘value for money’ in the strategy on page 17 and in the glossary

· Provide clearer direction in the policy sections to ensure local boards receive the necessary advice for decision-making on page 28

· Clarify that the council attempts to acquire land early in the development process on page 58.

30. All proposed changes are included in track changes in the amended strategy (Attachment B).

Staff recommend a capacity-based approach to open space provision standards

31. As part of the strategy development, staff are proposing updated provision standards for pocket parks and neighbourhood parks to provide better open space outcomes in high- and medium-density areas and greenfield areas. The provision standards help us to ensure we are providing the right open spaces in the right places so Aucklanders can play, be active and enjoy nature.

Summary of option packages analysis – for more details refer CP2025/06431

A report to local boards and to the Policy and Planning Committee in late 2024 provided detailed analysis of the two option packages. Staff recommended Option package two as the preferred option.

Both packages are outlined below. They reflect different ways of adding to our existing open space network across Auckland to continue serving the needs of a growing population.

Density	Park type	Current provision standards	Option package one: High-density focused	Option package two: Capacity focused (recommended)
High-density areas or other areas developed to an equivalent density	Pocket parks	1000-1500m² provided at no capital cost to the council	1000-1500m² acquired at cost to the council regardless of capacity	1000-1500m² in areas with moderate or low capacity acquired at cost to the council
	Neighbourhood parks (within 400m walking distances)	3000m² to 5000m²	5000m² regardless of capacity	2000m² to 5000m² depending on capacity
Medium-density areas	Pocket parks	No pocket parks	1000-1500m² provided at no capital cost to the council
Medium-density areas	Neighbourhood parks (within 400m walking distances)	3000m² to 5000m²	No change	2000m² to 5000m² depending on capacity
Low-density areas	Neighbourhood parks (within 600m walking distances)	3000m² to 5000m²	3000m²

Urban density is based on the Auckland Unitary Plan zones. Varying provision standards based on planned intensification levels enables us to better provide according to the likely demand for public open space, as well as likely private open space provision levels.

The capacity measure is a proposed addition to the existing policy. While the quantity of open space provision per capita is not a meaningful metric in isolation, it provides a basis of comparison when considering future provision across Auckland’s urban areas. There is no accepted international or national capacity standards. Based on local observations and international examples, we propose that capacity is considered low when below 10m² of open space per person, moderate when between 10 and 20m² and high when more than 20m².

Both packages involve trade-offs, as shown below.

	Trade-offs
Option package one High-density focused	Delivers more open space in high-density areas than current policy but larger parks might be difficult to acquire due to land ownership and cost. Is a simple standard to understand but not tailored to where provision is most needed.


Option package two Capacity focused	Is more affordable than Option package one but does not deliver the same level of additional open spaces in high-density areas. Takes an equity lens by focusing provision where most needed but is more complicated to understand and apply.

32. To illustrate how the two open space provision option packages would apply on the ground, staff have developed some case studies (with maps), which are provided in Attachment C.

Consultation feedback supports the capacity-based approach

33. Overall, respondents expressed the importance of open space for mental and physical wellbeing and their desire for open space provision to be an integral part of neighbourhood planning. Feedback highlighted the importance of taking an equity lens to open space provision, targeting areas where it is needed most.

34. Consultation feedback (see Attachment A, page 33) shows an overall preference for a capacity-focused approach to open space provision (Option package two). The support for Option package 2 amongst Have Your Say submitters is similar across Auckland, and slightly higher in the north area.

Figure One: Preference for open space provision standards

35. Stakeholders and partners also favour Option package two over Option package one.

36. Property Council New Zealand, however, expressed concerns that either package was too rigid and that they would increase the cost of the council’s development contributions levy and ultimately development. The development sector also wishes for more delivery partnerships with the council. This can be investigated at implementation stage.

37. Based on previous analysis and consultation feedback, staff recommend that the final amended strategy includes Option package two.

Staff will continue work to support implementation of the strategy

38. Both local boards and the Governing Body have decision-making responsibilities for the provision of open space, sport and recreations services and assets.

39. Staff have developed examples of local board planning and delivery scenarios and case studies of what good practice looks like (see Attachment C). They provide an overview of how key parts of the strategy could be applied locally and examples of things that are already being done well and we would like to see more of. These are included to aid local board understanding of what delivery could look like. How the strategy would be implemented if adopted would be at the discretion of local boards and the Governing Body in accordance with their decision-making responsibilities.

40. Following feedback from local boards on the draft strategy prior to consultation, staff have been working with local board advisors and operational staff to understand opportunities to improve advice and support to local boards for implementation of the strategy.

41. The multitude of documents, information and processes owned and managed by a range of teams across the council currently makes it difficult to provide concise, consistent and up-to-date advice to local boards. This impacts their ability to understand trade-offs and prioritise decisions to deliver for their communities.

42. Preliminary findings point to potential improvements, such as consolidating information provided to local boards, involving local boards earlier in planning processes, improving alignment between regional and local planning cycles, funding and budgets and providing information on trade-offs (see Attachment D).

43. Staff will continue investigating potential improvements to the advice local boards receive, which will inform the development of an implementation and monitoring plan for the strategy (if adopted).

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. The draft strategy considers how to adapt to the challenges posed by climate change and work to mitigate it, including by reducing emissions. One of the five strategic directions is to enhance our resilience to climate change and our contribution to mitigation, including through reducing carbon emissions, in line with Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.

45. The draft strategy outlines what we will do to make this happen, including developing the blue-green network, accelerating the use of nature-based solutions, improving the environmental performance of our open spaces and facilities and adapting our open spaces and facilities on the coast and in flood-prone areas.

46. While we already contribute to this strategic direction, the draft strategy proposes a ’do more’ approach to implementation. This is in recognition of the significant impacts of climate change on Aucklanders now and in the future.

47. The investment approach in the draft strategy also includes a greater emphasis on identifying and quantifying the environmental benefits of our investment and designing initiatives to deliver multiple benefits, such as making recreation parks better able to support stormwater management.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48. Kaimahi from across the council group have provided input throughout the development of the draft strategy.

49. Implementing the strategy will span across the investment areas identified in the council’s performance management framework.

50. If the final amended strategy is adopted, an implementation and monitoring plan will be developed to support delivery. Kaimahi from across the council group will continue to provide input into this plan.

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

Local impacts and local board views

51. Levels of support for the draft strategy was broadly similar among Have Your Say respondents across the region. Attachment A provides sub-regional breakdowns of the results.

52. Local boards have been engaged throughout the development of the draft strategy. Two local board members were in the Open Space, Sport and Recreation Joint Political Working Group: Member Sandra Coney and Member Margi Watson. In addition, staff provided memos and briefings and presented at workshops and business meetings.

53. Local boards provided resolutions on the draft strategy going for consultation at their November / December 2024 business meetings.

54. While there was general support for the strategic directions and investment principles in the draft strategy, local boards made a range of resolutions seeking better guidance from staff on open space matters, particularly the understanding of local impacts.

55. Staff have attempted to respond to local boards’ request for more targeted advice (see paragraphs 38 to 43 and Attachment C and Attachment D).

56. Local boards will consider how to deliver on the strategy, if adopted, as part of their local board plans and work programmes.

Tauākī whakaaweawe Māori

Māori impact statement

57. The views of mana whenua and mataawaka have been sought throughout the development of the draft strategy.

· The Open Space, Sport and Recreation Joint Political Working Group includes one Houkura member, first Tony Kake, replaced subsequently by Pongarauhine Renata.

· Both the advisory and Māori rōpū included mana whenua and mataawaka representatives. All iwi were invited to join the rōpū or engage in the manner that best suited them.

· Mana whenua and mataawaka organisations were kept up to date with progress and invited to provide feedback during the consultation process.

58. Guided by the Māori rōpū, the draft strategy incorporates a te ao Māori lens, one of the expectations of success set by the Governing Body and a key theme identified in the background paper. It is adapted from the te ao Māori framework developed for Te Tāruke-ā-Tāwhiri – Auckland Climate Plan, and builds on a single value, manaakitanga. It includes a focus on investing in ‘by Māori for Māori’ solutions, building the capacity and capability of mana whenua and mataawaka and partnering with mana whenua to co-design our spaces and places.

59. Consultation feedback on the draft strategy highlighted the importance of focusing on equity and addressing barriers to participation for Māori. This can be achieved by targeting investment, supporting Māori-led initiatives, aligning delivery with Māori health providers to improve overall wellbeing and providing spaces and places that are safe, affordable and accessible.

60. Feedback also called for embedding Māori leadership at decision-making and implementation levels, including support for co-governance arrangements which is reflected in the strategy.

Ngā ritenga ā-pūtea

Financial implications

61. The strategy will be implemented using available budgets set during long-term plan and annual plan processes. When constrained by resourcing, the investment principles will support decision-makers in prioritising investment.

62. The draft strategy reflects the resource constraints faced by the council and the need to deliver value for money. The proposed investment approach emphasises the importance of establishing a robust evidence-based approach to investment and prioritisation to better support elected decision-makers.

63. Advice around investment in open space and sport and recreation will be based on a better articulation of costs and benefits, including in relation to local board plan priorities. This will be supported by a new tool to enable better identification, description and quantification of these benefits to help local boards prioritise investment.

64. Consideration of a broad range of funding and delivery tools will support implementation, including making the most of what we have, delivering differently and partnerships.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

65. Potential risks and mitigations are outlined below:

If…	Then…	Possible mitigations…
Local boards do not think the final amended strategy addresses their concerns	They will be less likely to support it, and the committee will be less likely to adopt it. Medium reputational, strategic and delivery risk.	· Staff have proposed changes to the draft strategy to reflect local board feedback. · Delivery of the strategy will be also supported by an implementation and monitoring plan. The three-yearly plan will set out what we will deliver and track progress against the five strategic directions. As part of this, staff are working to improve advice and support to local boards.
The final amended strategy does not provide clear enough direction to implementers	The strategy may not be incorporated into business as usual. Low reputational, strategic and delivery risk.	· Implementers provided regular input into development of the final amended strategy. · The implementation context, including financial constraints, has also informed the final amended strategy. · Staff are working with local boards on the advice and support they need for implementation. · Staff will continue to work with colleagues in planning for and supporting delivery, and monitoring progress.
The final amended strategy is perceived as unfunded.	Decision-makers may be less likely to adopt it. Medium financial, reputational and strategic risk.	· The final amended strategy sets strategic directions and investment principles to guide prioritisation and enable better informed discussions on future budget allocation.

Ngā koringa ā-muri

Next steps

66. Staff will include local board views when seeking adoption of the strategy from the Policy and Planning Committee in May 2025. The five existing strategies, policies and plans forming Auckland Council’s open space, sport and recreation policy framework would be rescinded.

67. Staff will present the consultation feedback and proposed changes to the strategy to the Open Space, Sport and Recreation Joint Political Working Group at its meeting on 11 April 2025. Input and direction from the joint political working group will be reflected in the agenda report to the Policy and Planning Committee.

68. Staff will also present the consultation feedback and proposed changes to the strategy to the Local Board Chairs’ Forum on 14 April 2025.

69. If the final amended strategy is adopted, staff will develop an implementation and monitoring plan for committee’s approval. The plan will be developed with input from relevant staff across the council group, including Governance and Engagement. The plan would help embed the strategy’s investment principles into how we work, deliver on the strategic directions and monitor and evaluate delivery against the directions.

70. Local boards have significant decision-making responsibilities with regards to implementing the strategy at the local level. This involves delivering open spaces and sport and recreation opportunities to their communities in line with the strategy through development of their local board plans and work programmes.

71. Staff will continue working with local boards on improvements to advice, recognising that different local boards and / or clusters of local boards may require different and bespoke advice, and that the organisation is pivoting to support this.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Feedback analysis report
b ⇨	Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy (final draft version with track changes)
c ⇨	Putting things into practice – scenarios, examples of good practices and applications of the two open space provision option packages (with maps)
d ⇨	Preliminary findings for improving advice to local boards

Ngā kaihaina

Signatories

Authors

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Carole Canler - Senior Policy Manager

Louise Mason - General Manager Policy

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Project Kokiri 2025-2026 - Setting Priorities for Auckland Transport project and programme engagement

File No.: CP2025/06622

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. Auckland Transport (AT) has been building a more structured and effective process for local boards to engage with and influence transport projects and programmes.

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

4. AT workshopped the forward works programme with the Waitematā Local Board (the local board) on 22 October 2024 to aid developing views on priorities.

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

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) provide views on the proposed work programme with the following levels of engagement:

i) Collaborate on the Local Board Transport Capital Fund Project(s).

A. Football Road to complete the Domain Shared Paths project.

B. Upgrade the existing Kea crossing to a permanent crossing outside on New Street, near St Mary’s College.

C. Safety improvements on O'Neill Street including reduction from two lanes to one with additions of a pedestrian table and a wider footpath.

D. More and better information and wayfinding signs in Waipapa (Parnell).

ii) Consult on the following projects:

A. Active Modes Network - planning and development of a new central Auckland ‘Local Active Modes Plan’ in the local board area

B. Brighton and Saint Stephens Avenue, signalised intersection and a raised safety platform.

C. St Georges Bay Road – safety upgrades.

D. Surrey Cresent – Safety upgrades.

iii) Inform.

A. Low Emission Ferry Project and associated infrastructure.

B. Brighton and Saint Stephens Avenue, signalised intersection and a raised safety platform.

C. Great North Road improvements.

D. Rose Road, building a side island to improve pedestrian safety.

iv) Advocate.

A. Ponsonby Town Centre project.

b) provide Auckland Trasport with details of any projects or programmes to consider for inclusion in future work programmes.

c) provide any projects or programmes for Auckland Transport to review that are not supported by the local community.

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. AT 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:

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 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.

Tātaritanga me ngā tohutohu

Analysis and advice

12. AT first provided quality advice to the local board on the forward works programme at a workshop on 22 October 2024.

13. 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.

14. AT recommends that the local board prioritises work programme items aligned to transport goals stated in their local board plan.

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

16. AT 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.

17. AT 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.

18. 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 New Zealand Transport Agency.

19. 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.

20. 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

21. 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.

22. 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

23. 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.”

24. 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.”

25. 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.

26. 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.

27. 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

28. The local board endorsed the first Kōkiri Agreement 2024-2025 at their July 2024 business meeting. This report is to help formulate the next iteration of the Kōkiri Agreement 2025-2026.

29. The local board had a forward works programme briefing workshop on 22 October 2024 to review and discuss priority work programmes proposed for 2025/2026.

30. AT staff provided quality advice about plans in the Waitematā area for 2025/26 to enable the local board to engage in the Kōkiri process.

Tauākī whakaaweawe Māori

Māori impact statement

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

32. 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

33. This decision has no financial implications for the local board because AT funds all projects and programmes.

34. 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

35. 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

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

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

38. 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 ⇨	2025-2026 Forward Works Programme Brief

Ngā kaihaina

Signatories

Authors

Alex Elton-Farr – Elected Member Relationship Partner

Authorisers

John Gillespie - Head Stakeholder＆Community Engagement

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

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

File No.: CP2025/06634

Te take mō te pūrongo

Purpose of the report

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

2. To seek support for the new design of a permanent crossing at 11 New Street, St Marys Bay.

Whakarāpopototanga matua

Executive summary

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

4. 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.

5. This report confirms completion of public engagement on a Local Board Transport Capital Fund project for the upgrade of an existing Kea crossing to a permanent crossing for St Mary’s College at 11 New Street.

6. Community feedback resulted in a design change that was presented to the Waitemata Local Board at a workshop on 11 February 2025.

7. AT request the local board consider the feedback and revised design and provide its support to progress.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the April 2025 update on the Kōkiri / Local Board Transport Agreement 2024-2025 in attachment A

b) receive the April 2025 update on the Kōkiri maintenance and renewals in attachment B

c) support the new design for the upgrade of an existing Kea crossing to a permanent crossing at 11 New Street, St Marys Bay.

Horopaki

Context

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

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

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

10. 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

11. 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.

12. 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.

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

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

14. Attachment A provides updates about all projects and programmes currently listed in this local board’s Kōkiri Agreement 2024-2025.This report also includes the following attachments: Attachment B – Road maintenance activities, Attachment C – Community feedback report and Attachment D – Letter of support for design changes from Principal of St Mary’s College.

15. The Local Board Capital Fund projects are mostly making significant progress so additional updates are being provided via memos and workshop briefings.

Permanent Crossing at 11 New Street, St Marys Bay

16. AT received requests from the community to improve pedestrian safety around St Mary’s College, New Street in St Marys Bay

17. The local board resolved to allocate $375,000 to upgrade the crossing in November 2023 (WTM/2023/104)

18. In October 2024 AT engaged with the local community on a raised table design and received nine responses with the common theme that AT should install a zebra crossing at road level instead of the proposed raised crossing.

19. AT redesigned the crossing and engaged with the school who expressed approval for the revised design and support the design changes (attachment D).

20. On 11 February 2025 AT workshopped the revised design with the local board.

21. Cost savings from the revised design have been allocated to the Auckland Domain Pathways project.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

23. 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.

24. 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

25. 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.”

26. 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.

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

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

29. 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

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

31. The Local Board Transport Capital Fund Project of improved crossing for St Mary’s College at 11 New Street was initiated by the community and was workshopped with members prior to this report being submitted. At these workshops, local board members expressed support for the proposal outlined in this report if the school also supported the change in design.

32. The design change that was made were reflective of the inputs received from the community engagement.

Tauākī whakaaweawe Māori

Māori impact statement

33. 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.

34. 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

35. 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

36. 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.

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

38. For the Auckland Domain Shared Paths project; the Waitematā Local Board have committed the savings from the 11 New Street project to progress this project. These funds were made available as a result of the design changes on the 11 New Street project.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39. 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.

40. AT 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

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

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

43. With support from the local board the 11 New Street, St Marys Bay crossing will begin construction in May 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Schedule of Kōkiri Agreement updates
b ⇨	Road maintenance activities
c ⇨	Community feedback report
d ⇨	Letter of support for design changes from Principal of St Mary’s College.

Ngā kaihaina

Signatories

Authors

Alex Elton-Farr - Elected Member Relationship Partner

Katherine Kang - Democracy Advisor

Authorisers

John Gillespie - Head Stakeholder＆Community Engagement

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Allocation of decision-making responsibilities for council-controlled organisation activities coming in house

File No.: CP2025/06480

Te take mō te pūrongo

Purpose of the report

1. To seek feedback from local boards on the proposed approach to allocating decision-making responsibilities between the Governing Body and local boards as part of Annual Budget 2025/2026 decisions. In particular, for urban regeneration, property management and economic development activities which move into Auckland Council as a result of council-controlled organisations (CCO) reform decisions.

2. To identify any additional matters requiring review.

Whakarāpopototanga matua

Executive summary

3. The CCO reform package in the Mayoral proposal, considered whether CCOs and the Auckland Council Group are structured in the best way to deliver on the long-term plan and its broader vision for Auckland. The goals of the reform included improving democratic accountability, strategic direction and council group effectiveness and efficiency.

4. In December 2024 the Governing Body confirmed structural changes to move urban regeneration, property management and economic development activities into Auckland Council no later than 1 July 2025.

5. This means that decision-making responsibility for the activities currently governed by the Eke Panuku and Tātaki Auckland Unlimited (TAU) boards needs to be allocated by the Governing Body to either the Governing Body or local boards in accordance with section 17 of the Local Government (Auckland Council) Act 2009. This will be recorded in the allocation of decision-making table (allocation table) for inclusion in the Annual Plan 2025/2026.

6. For urban regeneration, staff recommend decision-making for the overall programme and associated budgets, and the city centre and waterfront programme sit with the Governing Body. Decision-making responsibility for implementing agreed priority location programmes would sit with local boards.

7. It is recommended that decision-making responsibility in relation to property and marina management also sit with the Governing Body, noting that further work is underway through the Group Property Review which might result in changes in the future.

8. In the future, new urban regeneration or development programmes could be established. The council proposes to undertake further work to clarify how these processes can best reflect the principle of subsidiarity.

9. For economic development activities staff do not consider that substantive changes to the existing allocation table are required. The allocation table already outlines that decisions on the regional economic development strategy, business improvement district (BID) policy, city centre and Auckland-wide economic development programmes sit with the Governing Body. Local boards have always held decision-making responsibilities for influencing local BID programmes, local economic development plans, projects and other local initiatives.

10. Staff are aware that legislative change is proposed to bring several Auckland Transport functions into the council parent and the matters covered in this report should assist with the process of allocation of those decisions to the Governing Body or local boards in the future.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) provide feedback on staff proposals relating to the allocation of decision-making responsibility for:

i. the urban regeneration and property management activities currently governed by the Eke Panuku board

ii. the economic development activities currently governed by the Tātaki Auckland Unlimited board

to either the Governing Body or local boards in accordance with section 17 of the Local Government (Auckland Council) Act 2009

b) note that staff recommendations and feedback from local boards will be considered at the Governing Body meeting on 29 May 2025 and associated changes to the allocation of decision-making table will be implemented as part of Annual Plan 2025/2026 decisions

c) note that further work is required in relation to determining the future decision-making allocation on:

i. funding of new priority urban regeneration or development locations as additional programmes are identified

ii. how anticipated demand from local boards for local economic development and urban regeneration advice is to be addressed

iii. property management decisions (undertaken as part of the Group Property Review)

d) provide feedback on any other matters requiring review.

Horopaki

Context

CCO reform decisions included moving urban regeneration, property and economic development activities in-house

11. The CCO reform included analysis on the rationale for and performance of the current CCO model, and structural reform options for three CCOs – Auckland Transport, Eke Panuku and Tātaki Auckland Unlimited. The goals of the reform are to improve:

i. democratic accountability over projects and services delivered to Aucklanders by CCOs

ii. strategic alignment between council decision making and what CCOs do for Aucklanders

iii. the effectiveness and efficiency of how the Auckland Council Group operates.

12. Decisions on CCO reform were made on 12 December 2024 (GB/2024/179) and included transferring and integrating urban regeneration, property management and economic development activities into council. Key reasons for this integration include:

· Urban regeneration – strengthening council’s ability to coordinate planning, strategy and delivery in a place-based way, including around strategic growth opportunities, large-scale developments and urban regeneration.

· Property management – improving processes for buying, managing and selling council assets and improving collaboration across the council group to achieve greater financial and strategic value from property assets.

· Economic development – increasing the council’s economic policy capability, identifying new opportunities and integrating advice on economic development issues into broader decision-making.

13. As a result, there may be some additional decisions to be made by the Governing Body or local boards, that were previously made by the Eke Panuku and Tātaki Auckland Unlimited Boards.

Legislation sets how decision-making is allocated, including the use of the subsidiarity principle

14. The basis on which decision-making responsibility is allocated is what is known as the subsidiarity principle, as set out in Section 17 of the Local Government (Auckland Council) Act 2009 (LGACA). This states that decision-making should be local unless the nature of the activity is such that decision-making on an Auckland-wide basis will better promote the well-being of communities across Auckland because:

· the impact of the decision will extend beyond a single local board area, or

· effective decision-making will require alignment or integration with other decisions (that sit with the GB), or

· the benefits of a consistent or co-ordinated approach across Auckland will outweigh the benefits of reflecting the diverse needs and preferences of the communities within each local board area.

15. The Governing Body is responsible for allocating decision-making responsibility for non-regulatory activities in accordance with the principles outlined above, after considering the views and preferences expressed by each local board. The allocation of decision-making responsibility is then recorded in the Decision-making responsibilities of Auckland Council’s Governing Body and local boards Policy, which is included in each year’s Annual Plan (or the long-term plan every third year). The core part of this policy is what is generally known as the allocation table, which lists the non-regulatory activities for which the Governing Body and local boards have decision-making responsibility.

16. The allocation table, with proposed changes shown, is included at Attachment A. Also included at Attachment B is a list of the current Eke Panuku activities in the local board area, to provide current context.

17. These proposals were workshopped with the Governing Body on 26 March 2025 and a recording of that meeting was emailed to all local board members on 28 March and can be found here. The presentation is available here.

Tātaritanga me ngā tohutohu

Analysis and advice

18. This section is divided into the three key activities being transferred to Auckland Council: urban regeneration, property management and economic development. It outlines where decision-making responsibility currently sits or is proposed to sit and the rationale.

Allocation of decision-making responsibility for urban regeneration (new section in allocation table)

19. While activities that enable urban regeneration (such as planning, development streetscape improvements) are already covered in the allocation table, staff are proposing identifying urban regeneration as a stand-alone activity to enhance clarity.

20. Given the complexity and advanced state of council’s priority location urban regeneration programme, there is a need to minimise the risk of implementation being slowed down. Staff propose that this change is managed using the following principles:

· delivery of approved urban regeneration programmes will continue, using current business cases and detailed budgets (approved by the Eke Panuku board)

· the Governing Body will allocate budgets to these programmes.

21. The proposed allocations relate to current programmes and in part are in recognition that these must continue without issues despite the structural change. Further decisions will need to be made for new programmes that will be developed over time which cannot be accommodated prior to 1 July. This includes the governance and budget allocation of any new programmes.

Proposed additions to the allocation table

22. The principles set out in Section 17 of the LGACA (set out at Paragraph 14 above) have been applied to existing urban regeneration activities. Table One sets out the proposed additions to the allocation table, with the reasoning for Governing Body or local board decision-making set out below. Note that the high-level wording is consistent with conventions in the existing allocation table.

Table One – Proposed additions to the allocation table for urban regeneration

Proposed Governing Body decision-making

Proposed local board decision-making

· Auckland-wide urban regeneration programme outcomes and objectives

· Urban regeneration in city centre and waterfront

· Overall funding plan for priority locations

· Allocation of budget for priority location plans including sequencing of urban regeneration projects within annual budget envelopes

· Identification of priority locations for urban regeneration programme

· Implementation of priority location plans, within parameters set by the Governing Body

· Local urban regeneration projects that are not part of the Auckland-wide urban regeneration programme, for example streetscape improvements or local service property optimisation projects

Proposed allocation to Governing Body: decision-making over urban regeneration programmes

23. Decision-making responsibility for regional urban regeneration activities is proposed to be allocated to the Governing Body as follows:

· Auckland-wide urban regeneration programme outcomes and objectives – the overall programme has region-wide outcomes, such as commercial and housing development. Therefore, the Section 17 principles of taking a consistent and coordinated approach across Auckland and enabling alignment with other decisions that sit with the Governing Body, are considered to be met.

· Urban regeneration in the city centre and waterfront – these programmes are recommended to sit with the Governing Body because the scale, influence and impact of these programmes extend beyond just the Waitematā Local Board area. The success of the city centre is important for Aucklanders, New Zealanders and visitors as a regional destination.

· Overall funding plan for priority locations – the Governing Body will allocate overall funding for the lifetime of programmes, often over 10-20 years or more.

· Allocation of budget for priority location plans including sequencing of urban regeneration projects within annual budget envelopes - the nature of revenue and funding available for urban regeneration and the manner in which programmes progress, is based on elements such as market forces, and regulatory processes. This means that budgets cannot easily be apportioned to local boards and need to sit with the Governing Body, at least initially.

· Identification of priority locations for urban regeneration programme – decision-making over identification of priority locations for the overall programme is proposed to sit with the Governing Body as new locations and programmes will form part of the Auckland-wide network.

Proposed allocation to local boards: decision-making over urban regeneration programmes

24. The following activities are proposed to be allocated to local boards:

· Implementation of priority location plans, within parameters set by the Governing Body – this will include an annual work programme specifying projects, sites and/or activities in the local board area.

· Local urban regeneration projects that are not part of the Auckland-wide urban regeneration programme, for example streetscape improvements or local service property optimisation projects – these may be projects that a local board has identified as a local priority in its local board plan and has allocated local funding to.

Further work to be done to review urban regeneration decision-making activity

25. In alignment with council’s direction to empower local boards to carry out their local leadership role, staff consider that it may be possible to allocate further responsibilities to local boards. However, further work is required to test this assumption.

26. Staff propose that the current work being overseen by the Joint Governance Working Party also consider ways to give local boards a meaningful role in shaping the case for any new urban regeneration or development priority areas.

Practical application of decision-making for urban regeneration in 2025/2026

27. Table Two outlines how the allocation of urban regeneration responsibilities would work in practice. The table also includes a column outlining the work and decisions that staff would undertake under delegation.

Table Two – Proposed urban regeneration programme decision-making in practice

Governing Body (or Committee)

Local Boards

Staff via Chief Executive general delegation (from GB and local boards)

· Approves Auckland Plan, land use and infrastructure policy

· Approves urban regeneration investment through the LTP/Annual Plan, including:

o Urban regeneration budget

o Revenue target from asset recycling (property sales)

o City Centre Targeted Rate programme

· Approves new priority locations or regional urban regeneration programmes

· Approves parameters for investment in priority locations including strategic outcomes, high-level costs, benefits, and delivery timeframes.

· Decision-maker for city centre and waterfront programmes

· Approves acquisition of property

· Approves disposal of non-service property

· Consulted prior to LTP, annual plan, new priority locations and for city centre and regional programmes

· Endorses high-level programme business case for priority locations, including masterplan

· NEW Approves annual work programme specifying projects, sites and/or activities in the local board area

· NEW Approves annual placemaking and activation plans and budget for its area

· NEW Approves urban regeneration project plans within the parameters set out within approved programme business cases (i.e. scope, cost, location, benefits delivered)

· Provides advice to Governing Body and local boards to inform their respective decisions in relation to urban regeneration

· Implements approved urban regeneration programme business cases and projects in accordance with delegations

· Executes property transactions, including preparing go-to-market strategies for development sites (within parameters set by local boards)

· Provides regular delivery performance reporting to Governing Body and local boards

· Works closely with local boards, both formally and informally, from urban regeneration plans, to design of public realm projects to property optimisation, regular workshops, meetings and site visits

Allocation of decision-making responsibilities for property and asset management

28. Auckland Council will become responsible for Eke Panuku functions including the management of commercial properties, property transactions (sales and acquisitions) and management of significant assets like the city centre marinas.

29. Table Three sets out the statutory decision-making responsibilities of the Governing Body, which may be delegated to local boards. This is outlined in the first section of the Decision-making responsibilities of Auckland Council’s Governing Body and local boards Policy.

Table Three – Property and marina management statutory decision-making

Governing Body statutory decision-making	Local board decision-making that is delegated from the Governing Body
· Regulatory decisions and statutory responsibilities e.g. disposals	· Service optimisation decisions over local service property

30. Table Four sets out non-regulatory decisions, which can be allocated to local boards, reflected in the allocation table.

Table Four – Property and marina management non-regulatory decision-making (new text in the ‘facilities and asset management section)

Governing Body decision-making (statutory and non-regulatory activities)

Local board decision-making (non-regulatory and delegated decisions)

· Commercial property and marina management

· Management of the non-service property infrastructure as identified in the Infrastructure Strategy

· Acquisition of new local community facilities (including local libraries, local sport and recreation facilities, local parks and reserves), and their specific location, design, build and fit out within budget parameters agreed with the Governing Body

Governing Body decision-making over property and asset management

31. The Governing Body has an overarching statutory responsibility for managing the network of facilities and overall financial oversight of the council.

32. Commercial property and marina management are allocated to the Governing Body because these properties are not delivering local council services and are an important financial contributor to council budgets. This is also the case with management of non-service property in line with the Infrastructure Strategy.

Local board decision-making over property and asset management

33. Local boards oversee the delivery of community services (such as libraries and community services), in ‘local service properties’. The Governing Body has delegated some decision-making to local boards enabling them to oversee the disposal of local service properties and reinvest this to achieve other community outcomes. This is called service property optimisation, for example by merging two council services into one building and selling the other property. Local boards also have decision-making over the acquisition of new local community facilities including their specific location, design, build and fit out within budget parameters agreed with the Governing Body.

The Group Property Framework is intended to provide principles, guidance and recommendations which will assist in improving decision-making on council’s property portfolio

34. The group property framework is intended to provide an overarching guide to the management of property across the council group, based on robust principles and agreed definitions. The scope of the group property review was agreed by the Revenue and Expenditure Committee in September 2024 (link to scope).

35. Some local boards have previously expressed concerns around a lack of information and advice on local service and non-service properties, including how property classifications are changed. The draft framework is expected to include recommendations that may address these concerns, for example:

· clarifying whether properties are service, non-service, local and non-local to ensure that local boards are given clear advice and decision-making over optimisation opportunities

· recommending a matrix team be established consisting of key property staff across council to present the full options to local boards for property optimisation options in their area.

Allocation of decision-making for economic development activities

36. Economic development activities currently delivered by TAU are being transferred to Auckland Council. There are no substantive changes proposed for the decision-making responsibility for these activities, as reflected in Table Five.

37. While the allocation of decision-making is not proposed to change, council will need to make additional decisions on economic development initiatives, for example in areas such as the Auckland Innovation Network and the Te Puna creative precinct. This change is intended to increase democratic accountability.

Table Five – Economic development decision-making (no new allocations, some minor changes proposed)

Governing Body decision-making

Local board decision-making

· Regional economic development strategy and Business Improvement District (BID) Policy

· Auckland-wide and city centre economic development programmes and initiatives

· Business improvement district (BID) programmes including establishment of new BIDs within parameters set by the BID Policy and recommending BID targeted rates to the Governing Body

· Local economic development plans, projects and initiatives within parameters set by regional strategies, policies and plans

Business improvement district (BID) programmes

38. In relation to the BID Programmes, the BID Policy outlines key decision-making responsibilities that sit with local boards and expressly recognises that within Auckland Council, local boards are the primary relationship lead with BID operating business associations. Other responsibilities that sit with local boards in relation to BIDs include:

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

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

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

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

39. Local boards may provide additional support to BID-operating business associations and BID programme delivery through their local board annual work programmes and budgets. In business districts or town centres that are not part of (or not big enough to form) a BID programme, some local boards actively partner with local businesses to develop or deliver initiatives that promote local economic development.

Local economic development plans and initiatives

40. In 2024, the reference to local economic development plans, projects and initiatives in the allocation table was removed from the allocation table after TAU funding for local economic development support ceased. The proposal to reinstate this in the allocation acknowledges that budget and resources support an activity rather than define its existence as a council function.

41. Local boards have in the past expressed interest in receiving greater support for developing and implementing local economic development initiatives in their areas. While there is currently no additional resource for local economic development activities, it is anticipated that local boards will continue to seek staff advice on these activities, and this will need to be addressed. Note that some local boards have funded economic brokers to deliver local economic development outcomes.

Clarifications around economic development in the allocation table

42. Staff also propose the following minor edits to the allocation table to bring it up to date with current policies, which are shown in Attachment A:

· removing reference to BID strategic direction in the allocation to local boards. The removal of this acknowledges that the business association is a membership based incorporated society in structure and it is the members of that society who set the strategic direction of the association and its activities. Council can advocate for a common strategic direction between the local BID programme and local board but is not the decision maker of the BIDs strategic direction.

· removing reference to Auckland Economic Development Action Plan 2021-2024 and investment framework from the Governing Body’s allocation because this action plan is out of date.

· removing reference to regional business events, and branding and marketing for the city centre, metropolitan centres and spatial priority areas as set out in the Future Development Strategy from the allocation to Governing Body because these examples aren‘t reflective of current and planned activity delivered by the economic development function.

Other amendments to the allocation table

43. As shown in Attachment A, other changes to the allocation table are designed to enhance clarity. These include formatting changes that separate activities that have been, to date, clustered together in the allocation table e.g. separation of planning and development activities from economic development activities, creation of a facilities and asset management category/activity, incorporating the existing allocation of asset renewals and upgrade responsibilities (currently at the end of the table) into the facilities and asset management section.

44. The changes also include new explanatory notes for new activities e.g. clarification of the purpose of the urban regeneration programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

45. No climate impacts have been identified as a result of the changes proposed in this report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. The transfer of urban regeneration, property management and economic development activities to Auckland Council will have a range of impacts on the Auckland Council Group. These include direct political direction to staff, improved integration of activities and outcomes and efficiency gains.

47. While there are no new resources or budgets proposed as a result of the transfer of these activities, it is likely that demand for advice and support may increase with direct political decision-making.

48. The Governing Body will make a decision on the proposed allocation of decision-making responsibility for the transferred Eke Panuku and TAU activities on 29 May 2025, and these will be reflected in the allocation table as part of Annual Plan 2025/2026.

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

Local impacts and local board views

49. Existing urban regeneration, property management and economic development activities are coming in house from 1 July. The major change local boards will see, is where staff come to them seeking approval of urban regeneration activities, rather than support, endorsement, or for information.

50. As noted elsewhere in this report, when existing urban regeneration programmes are completed, new programmes and activities will be considered. It is expected that local boards will have a greater role in decisions on those.

51. Greater clarity around property management decision-making will be provided in the Group Property Framework.

52. Local economic development remains under local board decision-making responsibility. Until additional resource and/or budget is provided advice on new local economic development activity will not be possible, unless local boards fund this themselves.

53. Changes to decision-making may result in increased local board member workloads, which will be assessed as activities are integrated into council.

Tauākī whakaaweawe Māori

Māori impact statement

54. There are no specific Māori impacts identified with the proposals outlined in this report. Engagement with Māori in relation to urban regeneration, property management and economic development is expected to continue in line with current practices.

Ngā ritenga ā-pūtea

Financial implications

55. No direct financial implications are anticipated from the reallocation of decisions to the Governing Body or local boards. Staff advice to support decision-making will continue, even if the decision-maker changes (for example some decisions made by the Eke Panuku Board will now be made by local boards).

56. There will be financial implications if new urban regeneration or economic development programmes or projects are started. Local boards wishing to undertake new programmes or projects will need to fund them.

57. The financial implications of integration of urban regeneration, property management and economic development functions into council (for example the dis-establishment of Eke Panuku as an entity) are being addressed by other workstreams under in CCO Reform programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. The proposals in this report are intended to ensure a seamless transfer of urban regeneration, property management and economic development activities into council. Any issues that arise are not anticipated to be significant and will be addressed on a case-by-case basis.

59. With activities coming in house, political scrutiny and oversight may increase and create the need to change direction. This is considered to be more likely with new programmes than with current programmes but will need to be monitored and managed. This risk is balanced against the benefits of improved democratic accountability.

60. As outlined in this report, a number of decisions will need to be made as existing urban development programmes advance to a point where resources are freed up to develop new programmes. As part of this it is anticipated that a review of current decision-making will be undertaken to ensure particularly local boards have the right degree of decision-making over local programmes and associated budgets. Staff consider there is time to manage this change and in terms of the allocation of decision-making, any further change can be reflected in Annual Plan 2026/2027.

61. Some local boards may advocate for additional or new urban regeneration and/or economic development programmes in their areas. This may be reflected in local board plans which new local boards will develop post-Election 2025. A process to manage that will need to be established. Some local boards may also wish to fund such programmes to support commencement and resource needs will need to be carefully considered to respond to this.

Ngā koringa ā-muri

Next steps

62. The Governing Body will make decisions on the allocation of decision-making responsibility on 29 May 2025. Local board feedback and resolutions will be reflected in the staff report. Any changes to the allocation table will be included in the Annual Plan 2025/2026, which is due to be adopted by the Governing Body on 26 June 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Proposed changes to the allocation table of decision-making responsibilities of Auckland Council’s Governing Body and local boards
b ⇨	List of current Eke Panuku projects in the local board area

Ngā kaihaina

Signatories

Authors

John Nash - Programme Manager

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Waitematā Local Board views on the draft Contributions Policy 2025

File No.: CP2025/05077

Te take mō te pūrongo

Purpose of the report

1. To invite the Waitematā Local Board’s (the local board) views on the draft Contributions Policy 2025 for inclusion in the Governing Body decision report on 1 May 2025

Whakarāpopototanga matua

Executive summary

2. The most-recent full review of the contributions policy, was completed and adopted in December 2021, based on the investments in the Long-term Plan 2021-2031. This was operational from 10 January 2022.

3. In April 2023, the Governing Body adopted the Contributions Policy 2022 Variation A which added investments over a 30-year period to support growth in Drury.

4. In June 2024, the council adopted its new Long-term Plan 2024-2034, which sets out capital expenditure plans for this period. The Contributions Policy 2025 now proposed for adoption reflects these decisions.

5. The draft Contributions Policy 2025 also includes investments over a longer time horizon for the Inner Northwest, and Auckland Housing Programme (AHPs) and to update the investments to be made in Drury beyond 2031. This follows through on the agreement in principle from December 2021 (FIN/2021/119) and subsequent noting in April 2023 (GB/2023/63).

6. The remaining Investment Priority Area (IPA), the City Centre/City Rail Link (CRL) stations, will be added as a next step later in 2025/early 2026 as more information becomes available. Also in this timeframe updates will be made for additional investments in Drury West, and stormwater in Mt Roskill and Māngere.

7. The Governing Body approved consultation on the draft Contributions Policy 2025 in September 2024 and consultation took place from September to December 2024.

8. A memorandum and summary of feedback received from consultation was circulated to all local board and Governing Body members in February 2025. These are attached to this report as Attachment F.

9. This was followed up with Subject Matter Expert (SME) attendance at local board workshops as requested by individual local boards.

10. Any local board views agreed through this report will form an attachment to the decision-making report being presented to Governing Body on 1 May 2025.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) tuku / provide views on the draft Contributions Policy 2025 for inclusion in the Governing Body decision report on 1 May 2025.

Horopaki

Context

11. Development contributions (DCs) allow for an equitable and proportionate share of the total cost of growth-related capital expenditure to be recovered from the development community. The Contributions Policy sets out how the council will recover from new development an appropriate and fair share of the cost of infrastructure investment attributable to growth.

12. Auckland's population has grown substantially over the 12 years to the end of 2024, from 1.4 million to over 1.8 million at an average of 1.4 percent annually. It is forecast to continue to grow, with approximately 200,000 more Aucklanders expected by 2034. The population is expected to grow by a further 400,000 by 2054^{^[1]}.

13. To support the development enabled by the Auckland Unitary Plan, council is facing both immediate and longer-term demands for infrastructure in growth areas. If council does not adequately plan for the delivery and funding of this infrastructure, the cumulative effects of this development could lead to an unfair rates burden on future ratepayers or a risk of infrastructure shortfalls for future residents.

14. Auckland Council’s current contributions policy was introduced in January 2022 and later updated from June 2023 to extend cost recovery in Drury over a 30-year period instead of the previous 10-year approach.

15. Between September and November 2024, the council consulted on a proposal to adopt a new policy that incorporates updated capital expenditure from the Long-term Plan 2024-2034, revised growth and interest rate forecasts, adjustments to project costs, and extended investment planning for Drury.

16. The proposed policy also expands the 30-year cost recovery model to other Investment Priority Areas, including the Inner Northwest (Red Hills, Westgate, and Whenuapai) and Auckland Housing Programme (AHP) areas in Tāmaki, Māngere, and Mt Roskill. In addition, several smaller adjustments aim to ensure fairer cost distribution between ratepayers and developers.

17. The policy proposed for consultation included $10.3 billion in growth-related capital investment in the period to 2034, increasing the average development contribution from $21,000 to $30,000, while contributions in Drury would rise from $70,000 to $83,000. The proposed policy also provided for $10.9 billion of investment in Drury, Inner Northwest, and the AHP areas in the period beyond 2034. With these investments included the average DC price across the region would rise to $50,000. Different charges apply to different geographical areas based on the relevant activity funding areas in the proposal.

18. The Consultation Document (CD) provided to support consultation set out the key issues to be considered in assessing the proposal. The CD can be found at Attachment C. The key changes set out in consultation are summarised below.

Update for decisions in the LTP 2024-2034 and updates to Drury

19. The draft Contributions Policy 2025 that was consulted on updated the capital expenditure projects to reflect the decisions made since 2021 and the associated investment planned over the 10-year timeframe of the LTP.

20. The key changes include:

· Level crossings – Takanini ($550 million)

· Development of new town square in Henderson ($12.5 million)

· Waterview catchment separation ($59 million) – updated costs.

21. The current contributions policy included projects which are now funded as part of the NZ Upgrade Programme. Government decisions on the NZ Upgrade Programme had not been made at the time the Contributions Policy 2022 Variation A was adopted. Council is now removing these projects from the policy as they are not expected to require council funding and there is no basis to recover any costs for them. Contributions collected for these projects to date will be re-allocated against similar projects within the same funding area.

22. The assessment of requirements for stormwater infrastructure in Drury has now been completed. This identified one project the council would need to deliver in addition to those that would be provided by developers as a condition of resource consent, and this has been included in the draft policy.

23. Adjustments have now also been made to the timing of projects including reducing investment and deferral of the timing of open space acquisitions. The assumptions made for investments in Drury over the longer horizon have also been reviewed based on the latest available information and the capital expenditure included in the policy has been updated. This includes updated land cost assumptions, alignment with the Cost Estimation guide published by Auckland Transport, and the latest growth forecasts. These changes raised the DC price for Drury that was consulted on from $70,000 to $83,000.

24. The draft policy will include a list of over 1,700 programmes and projects for which the council will seek to recover the growth share of costs through development contributions (see Attachment B).

25. The table below shows the total investments with a growth component in transport, stormwater, reserves, and community facilities over the LTP period and their funding source in the CD. In this analysis and that which follows later it is assumed that National Land Transport Fund from Waka Kotahi will fund 51 per cent funding of qualifying transport projects.

Funding source	CAPEX investment type $ millions
Funding source	Transport	Reserves	Community spaces	Stormwater	Total funding
Total NZTA/Waka Kotahi	3,569	0	0	0	3,569
Total rates	3,072	557	301	463	4,393
Total development contributions	893	1,005	127	309	2,334
Total CAPEX	7,534	1,562	428	772	10,296

26. As a result of the capital expenditure changes in the period to 2034, updated forecasts of NZTA/Waka Kotahi funding and dwelling construction, and adjustments to the investments in Drury before and after 2034 the weighted average development contributions price for a standard residential unit would rise from $21,000 under the Contributions Policy 2022, Variation A to $30,000 under the draft Contributions Policy 2025. The average price increase is driven by the increased level of investment within the LTP period in the Investment Priority Areas (IPA). This is a weighted average and varies widely by location depending on the investments the council plans to make to support growth in each area.

Inclusion of investments in IPA areas beyond 2034

27. The consultation proposed the addition of investments beyond 2034 to support growth in the IPA areas. The proposed investments and consequent changes to DC prices for each of the IPA areas is set out below.

Inner Northwest

28. The LTP provides for investment of $155 million in transport and $139 million in reserves between 2024 and 2034. The table below shows the investments with a growth component in transport, reserves, and community facilities beyond 2034 and their funding sources. No stormwater investment is required by the council as the nature of infrastructure needed in this area is such that it is expected to be delivered by developers as a condition of resource consent.

Total investments and funding source by activity in the Inner Northwest over a longer horizon $ millions
Funding source	Transport	Reserves	Community facilities
Total NZTA/Waka Kotahi	1,142	0	0
Total rates	558	118	82
Total development contributions	1,366	903	133
Total CAPEX	3,066	1,021	215

29. The additional funding requirement would increase the contributions price for the Inner Northwest from an average of $25,167 per household unit equivalent (HUE) to an average of around $98,000 per HUE when the investments beyond 2034 are added. Different charges apply to different geographical areas based on the relevant activity funding areas in the proposal. The proposed charges are set out in the table below.

Changes to funding area charges in the Inner Northwest over a longer horizon
Funding area	Current DC charge	Proposed DC for investments within the LTP period incl regional and sub-regional DCs	Proposed DC price for investments beyond LTP	Total proposed price including all investments incl regional and sub-regional DCs
Whenuapai	$25k	$27k	$75k	$102k
Redhills	$25k	$27k	$62k	$89k
Westgate	$23k	$34k	$61k	$95k

Māngere Auckland Housing Programme area

30. The LTP provides for investment of $46 million in transport and $23 million in reserves between 2024 and 2034. The table below shows the transport investments with a growth component beyond 2034 and their funding sources. Investments in stormwater infrastructure will be added in 2025 once further work is completed.

Total investments and funding source by activity in Māngere over a longer horizon $ millions
Funding source	Transport	Reserves	Community facilities
Total NZTA/Waka Kotahi	292	0	0
Total rates	531	0	0
Total development contributions	89	0	0
Total CAPEX	912	0	0

31. The additional funding requirement would increase the contributions price for the Māngere Auckland Housing Programme from an average of $18,123 per HUE to an average of around $29,000 per HUE when the investments beyond 2034 are added.

Mt Roskill Auckland Housing Programme area

32. The LTP provides for investment of $44 million in transport and $15 million in reserves between 2024 and 2034. The table below shows the transport investments with a growth component beyond 2034 and their funding sources. Investments in stormwater infrastructure will be added in 2025 once further work is completed.

Total investments and funding source by activity in Mt Roskill over a longer horizon $ millions
Funding source	Transport	Reserves	Community facilities
Total NZTA/Waka Kotahi	594	0	0
Total rates	677	0	0
Total development contributions	344	0	0
Total CAPEX	1,615	0	0

33. The additional funding requirement would increase the contributions price for the Mt Roskill from an average of $20,406, per HUE to an average of around $52,000 per HUE when the investments beyond 2034 are added. Different charges may apply depending on the combination of activity funding areas a development falls within. The primary driver of the higher DCs in the above range is the recovery of historic stormwater investments in the Inner West Triangle and the Waitematā Central funding areas.

Tāmaki Regeneration area

34. The LTP provides for investment of $76 million in transport, $67 million in stormwater, $87 million in reserves, and $1 million in community facilities between 2024 and 2034. The table below shows the investments with a growth component in transport, community facilities and stormwater beyond 2034 and their funding sources.

Total investments and funding source by activity in Tāmaki over a longer horizon $ millions
Funding source	Transport	Reserves	Community facilities	Stormwater
Total NZTA/Waka Kotahi	181	0	0	0
Total rates	194	0	41	18
Total development contributions	171	0	19	788
Total CAPEX	546	0	60	806

35. The standard of service for stormwater in Tāmaki has been planned to deliver the same level of service as in the Inner Northwest and Drury. This is higher than the service level presently provided by historical investment in the other brownfields areas that aren’t expected to develop. Accordingly, the scale of and cost of the investment required to redevelop the area is substantial.

36. The additional funding requirement would increase the contributions price for Tāmaki from $31,157 per HUE to $119,114 per HUE when the investments beyond 2034 are added.

Other proposed changes to the policy

Funding areas

37. Changes were proposed to funding areas to provide a more refined allocation of costs to development areas to better reflect beneficiaries of the planned infrastructure. The new proposed funding areas include:

· new sub-regional funding areas at Paerata, Whau, Inner Northwest

· a new local funding area at Avondale.

38. Changes to neighbouring funding areas were proposed to accommodate these new areas.

39. A number of other refinements were proposed to local and sub-regional funding areas to better reflect the beneficiaries of infrastructure. Details of these changes are included in Attachment E: Funding area maps.

Other changes

40. Some technical changes were proposed to the policy to clarify its intent and ensure fairness. Changes were highlighted in the draft policy in Attachment A.

41. Aside from the proposed changes discussed, the Contributions Policy 2022, Variation A was recommended as appropriate and fit for purpose and it was proposed to continue the unamended provisions in the current policy into the new policy.

Tātaritanga me ngā tohutohu

Analysis and advice

42. Key issues addressed in the CD related to the uncertainty inherent in taking a 30-year view of growth and the infrastructure investment required to support that along with the impact that higher DCs would have on current landowners planning to develop and whether higher DCs would impact on house prices. Key points made in the advice that supported the adoption of the draft policy for consultation on these issues is set out below. Further advice on these matters and other issues raised in consultation will form part of the advice to the council on 1 May.

43. The uncertainty associated with long-term planning is managed through the three-yearly review of our infrastructure planning priorities and funding through the council’s LTP. This allows the council to manage the risk of the pace of growth changing from our forecasts and consequent changes in the required infrastructure.

44. Continuing with a 10-year focus would continue the uncertainty for developers, landowners, and other infrastructure providers. It would also make it difficult to recover a fair share of the funding of expected capital expenditure in years 11-30 from early developers to address the longer-term cumulative impacts of their development. This would risk development occurring without adequate infrastructure and place more demand on future ratepayers.

45. These changes will not materially impact on house prices, which are driven by supply and demand and are not determined via a cost-plus methodology. That is, the developers are price takers. Their market power is limited, given they are part of a larger market, and their products are substitutable for near equivalents. Higher DC prices will eventually flow through to lower prices for raw land as the cost of enabling infrastructure is capitalised into the land value. However, they may have a short-term negative impact on the pace of development as developers respond to the change. Developers must absorb the cost into a lower land value. Depending on their financial position, they may either proceed with development, defer development and hold the land awaiting future value uplift, or on-sell the land to another developer. Staff consider that these short-term effects are outweighed by better cost signalling and associated longer-term benefits.

46. As these investments are being planned over decades, they are subject to refinement as investment plans are developed further, development intentions change, and economic conditions fluctuate. Future contributions policies will be updated as more refined information becomes available.

Consultation

47. Public consultation ran from 30 September to December 2024, featuring webinars, in-person events, and an opportunity for submitters to present directly to councillors.

48. Materials released to support consultation included the following documents attached to this report:

· Attachment A: Draft Development Contributions Policy 2025

· Attachment B: Schedule 8 Assets for which development contributions (DCs) will be used

· Attachment C: Consultation Document - Contributions Policy 2025

· Attachment D: How we set Development Contributions – Cost Allocation Methodology

· Attachment E: Funding area maps.

Feedback received

49. A total of 147 submissions were received, including 46 from organisations.

50. Key concerns raised included the impact of higher contributions on house prices and development, uncertainty around 30-year planning and cost escalation, the scale of stormwater investment in Tāmaki, delays in infrastructure investment, consideration of alternative funding sources, transparency of information, and specific issues with funding areas and projects.

51. A full analysis of the feedback can be found in Attachment F.

Updates for Final Policy for Adoption

52. Officers are analysing the points raised in the submissions. Advice on these points and further analysis conducted since the consultation process, including updated growth and economic forecasts, will be incorporated in advice to the Governing Body for decision making, planned for 1 May 2025. Potential changes to the proposed policy will also be presented at that time.

53. The Government has announced intended reforms to infrastructure funding and financing as part of the Going for Housing Growth policy program. The reforms are planned for implementation alongside council long-term plans in 2027. The exact form the reforms take will only be confirmed once legislation has passed. Staff consider that the Contributions Policy will still be required for at least the next two years and the council should continue with the updates and improvements proposed.

Tauākī whakaaweawe āhuarangi

Climate impact statement

54. Planning now for the funding of investments to support growth in the IPAs will ensure that the council is better able to deliver the infrastructure required for development in the IPAs to manage climate impacts of development and to connect to the rest of the city with a reduced climate impact. The proposal provides for early developers to meet a share of the costs of the infrastructure they will benefit from and create the need for, to address the cumulative impacts of growth.

55. If plans for securing a share of funding with DCs from early developers aren’t made now, greater demands will fall on future ratepayers to deliver this infrastructure. While adjustments can be made to the DC policy in the future these can’t retrospectively secure revenue from early developers. General rates are the only practical alternative funding source to make up this shortfall. Given the competing demands on general rates there is a real risk that all the funding required won’t be available in the future. This will mean the council won’t be able to deliver the level of investment required, leading to a greater negative climate impact.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

56. The information prepared for consultation on the draft Contributions Policy 2025 was developed in conjunction with the following council-controlled organisations and council units:

· Auckland Transport

· Public Law

· Policy

· Planning and Resource Consents

· Eke Panuku Development Auckland

· Healthy Waters and Flood Resilience

· Service Strategy and Partnerships

· Chief Economist Unit

· Spatial Analysis and Modelling.

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

Local impacts and local board views

57. The DC price varies by location depending on the cost of infrastructure required to support development in an area. These locations do not usually align to local board areas.

58. A local board briefing session was held on 30 September 2024 to brief members on this topic. Local boards have received a memorandum to update them on the review of the contributions policy and the feedback from public consultation. 18 local boards accepted an offer for workshop briefing sessions which were held in March. The purpose of this report is to seek local board views.

Tauākī whakaaweawe Māori

Māori impact statement

59. Development contributions are assessed against the demand that different types of development generate on council infrastructure. Māori developments are assessed under broader development types based on the demand they generate. For example, kaumātua housing is treated the same as retirement villages, and marae are considered under community facilities.

60. Iwi authorities with mana whenua interests were contacted prior to the start of consultation to seek expressions of interest in discussing and providing feedback on the proposed changes. All iwi authorities were also notified when consultation opened, further advising of how they could have their say. The Mana Whenua forum and other council forums were advised of the consultation.

61. Seven submitters on the proposal identified as Māori. One response supported the proposed changes to update the policy for changes to the LTP and to reflect growth beyond 2034 in the IPA areas and four were opposed. In regard to the changes to Drury and the other changes proposed two were in favour and two against. The only comment received was that new development needs to be fully funded by developers.

Ngā ritenga ā-pūtea

Financial implications

62. The Long-term Plan 2024-2034 assumes DCs revenue of $2.0 billion over the LTP period. After completing the analysis of the cost of investments in the LTP that can be recovered with DCs and the impact of the proposed policy changes, it was estimated that the revenue would be $2.6 billion. The achievement of this revised revenue forecast requires, as a first step, the implementation of a contributions policy updated for the capital expenditure decisions in the LTP, and the other changes proposed in this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

63. Forecasting long-term growth, infrastructure investment, and development contributions (DCs) carries risks, but these can be managed through the triennial long-term plans, policy adjustments, and reallocation or refunds of DCs if planned assets are not delivered.

64. There is a risk that projected development and DC revenue may not be met, which will be managed by monitoring consent applications and DC revenue.

65. The council ensures its contributions policy complies with legislation, but given the proposed increases in DCs, some developers may challenge the policy.

Ngā koringa ā-muri

Next steps

66. The Governing Body will consider the feedback and updates to the proposed policy and make a decision on the final policy adoption on 1 May 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment A: Draft Development Contributions Policy 2025
b ⇨	Attachment B: Schedule 8 Asset for which development contributions (DCs) will be used
c ⇨	Attachment C: Consultation Document - Contributions Policy 2025
d ⇨	Attachment D: How we set Development Contributions – Cost Allocation Methodology
e ⇨	Attachment E: Funding area maps
f ⇨	Attachment F: Memorandum and Summary of consultation feedback

Ngā kaihaina

Signatories

Authors

Andrew Duncan - Manager Financial Policy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Public feedback on proposal to amend dog policy and bylaw

File No.: CP2025/06557

Te take mō te pūrongo

Purpose of the report

1. To seek local board views on how the Governing Body Dog Policy and Bylaw Panel should address public feedback from people in the local board area to the proposal to amend matters of regional significance in the Auckland Council Dog Policy and Bylaw.

2. To delegate one or more local board members to represent local board views on the public feedback to the Dog Policy and Bylaw Panel.

Whakarāpopototanga matua

Executive summary

3. Staff have prepared a summary of public feedback to enable the local board to provide its views on how the Panel should address public feedback from people in the local board area to the proposal to amend matters of regional significance in the Dog Policy and Bylaw.

4. The Governing Body adopted a proposal to amend matters of regional significance in the Kaupapa mo ngā Kurī | Policy on Dogs 2019 and Ture a Rohe Tiakina Kurī | Dog Management Bylaw 2019 in December 2024, and appointed a Dog Policy and Bylaw Panel to consider all public feedback and make recommendations, before a final decision is made.

5. The proposal to adopt an amended policy and bylaw seeks to improve council’s approach to dog management in Auckland by minimising the risk of danger and distress to people, stock, poultry, domestic animals and protected wildlife, nuisance to people, damage to property and environment, risk of not meeting the needs of dogs and their owners and the inherent risk of conflict between users of shared spaces in Auckland.

6. Council received responses from 5,207 people and organisations at the close of feedback on 23 February 2025. All public feedback is summarised in Attachment A. Feedback related to the local board area is in Attachment B. A user-friendly view of the feedback related to the local board by proposal can be viewed on council's AKHaveYourSay web page.

7. All feedback is summarised by the following topics:

· Proposal 1: Limit to number of dogs walked (six on leash, with maximum three of the six off leash at any one time)	· Proposal 12B: Muriwai Regional Park
· Proposal 2: Auckland Botanic Gardens	· Proposal 12C: Tāwharanui Regional Park
· Proposal 3: Hunua Ranges Regional Park	· Proposal 12D: Wenderholm Regional Park
· Proposal 4: Long Bay Regional Park	· Proposal 13A: Restructure the policy to more clearly show its goal, focus areas, council actions, and rules
· Proposal 5A: Mahurangi Regional Park East	· Proposal 13B: Clarify rule that all dogs classified as menacing must be neutered
· Proposal 5B: Mahurangi Regional Park West	· Proposal 13C: Clarify who can provide behavioural assessments in relation to menacing dog classifications
· Proposal 5C: Mahurangi Regional Park Scott Point	· Proposal 13D: Clarify what areas in Auckland require a license to keep multiple dogs on a property
· Proposal 6: Pākiri Regional Park	· Proposal 13E: Clarify how dog access rules are set
· Proposal 7: Shakespear Regional Park	· Proposal 13F: Clarify Auckland-wide dog access rules
· Proposal 8: Tāpapakanga Regional Park	· Proposal 13G: Clarify or correct errors in Policy Schedule 2: Dog access rules
· Proposal 9: Te Ārai Regional Park	· Proposal 13H: Remove outdated information in Policy Schedule 2: Dog access rules
· Proposal 10: Waitawa Regional Park	· Proposal 13I: Update dog access rules for Tūpuna Maunga (ancestral mountains)
· Proposal 11: Whakanewha Regional Park	· Proposal 13J: Remove outdated/duplicated bylaw content
· Proposal 12A: Ambury Regional Park

8. Staff recommend that the local board provide its views on how the Panel should address feedback from people in the local board area, and if it wishes, present those views to the Panel. Taking this approach will assist the Panel in making recommendations to the Governing Body about whether to adopt the proposal.

9. There is a reputational risk that the feedback from the local board area is from a limited group of people and does not reflect the views of the whole community. This report mitigates this risk by providing local boards with a summary of all public feedback.

10. Local boards can (if they wish) present their views to the Panel on 23 May 2025. The Panel will consider local board views and all public feedback before making recommendations to the Governing Body in June 2025. The Governing Body will make a final decision mid-2025.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) tūtohi / receive the public feedback from people in the local board area to the Governing Body proposal to amend matters of regional significance in the Auckland Council Kaupapa mo ngā Kurī | Policy on Dogs 2019 and Ture a Rohe Tiakina Kurī | Dog Management Bylaw 2019 in the agenda report.

b) whakarato / provide its views on how the Governing Body Dog Policy and Bylaw Panel should address public feedback to the proposal in (a) to assist the Panel in its deliberations.

c) whakatuu / appoint one or more local board members to present the views in (b) to the Governing Body Dog Policy and Bylaw Panel.

d) tuku mana / delegate authority to the local board chair to appoint a replacement to any appointed member in (c) who is unable to present to the Panel.

Horopaki

Context

The local board has an opportunity to provide its views on public feedback

11. The local board in accordance with council’s collaborative governance model^{^[2]} now has an opportunity to provide its views on how the Governing Body Dog Policy and Bylaw Panel should address public feedback from people in the local board area to the proposal.

12. Local board views must be provided by resolution to the Panel. The local board can also choose to present those views to the Panel at a meeting scheduled for 23 May 2025.

13. The nature of the local board views is at the discretion of the local board but must remain within the scope of the proposal and public feedback. For example, the local board:

ü could indicate support for matters raised in public feedback

ü could recommend how the Policy and Bylaw Panel address matters raised in public feedback

û should not express its views on the proposal itself (that opportunity was provided prior to public consultation, the focus now is on how to respond to public feedback).

Council is required to have a policy on dogs and a bylaw to implement the policy

14. The Dog Control Act 1996 requires Auckland Council to have a policy on dogs and a bylaw to give effect to it by specifying rules that dog owners must comply with.

15. Council’s objective is to ‘keep dogs a positive part of the life of Aucklanders’ by:

· maintaining opportunities for owners to take their dogs to public places

· adopting measures to minimise the problems caused by dogs (including by promoting responsible dog ownership)

· protecting dogs from harm and ensuring their welfare.

16. The rules are enforced by the Animal Management unit using a modern regulator approach to compliance (for example information, education and enforcement).

17. The policy and bylaw are part of a wider regulatory framework that includes the following:

· The Dog Control Act 1996 manages matters relating to dog ownership, including their care, control and owner responsibilities for damage caused by their dog.

· The Animal Welfare Act 1999 ensures that owners of animals and persons in charge of animals attend properly to the welfare of the animal.

· The Code of Welfare for Dogs 2018 provides information to the owners and persons in charge of dogs about the standards they must achieve to meet their obligations under the Animal Welfare Act 1999.

The Governing Body proposed amending matters of regional significance in the policy and bylaw for public feedback

18. On 12 December 2024, the Governing Body adopted a proposal to amend matters of regional significance in the Auckland Council Kaupapa no ngā Kurī / Policy on Dogs 2019 and Ture ā Rohe Tiakina Kurī / Dog Management Bylaw 2019 (GB/2024/181). It also appointed a Dog Policy and Bylaw Panel to consider all public feedback and make recommendations, before a final decision is made by the Governing Body.

19. The proposal arose from a statutory review of the Dog Policy and Bylaw (see figure below).

20. The proposal seeks to improve council’s approach to dog management in Auckland by minimising the risk of danger and distress to people, stock, poultry, domestic animals and protected wildlife, nuisance to people, damage to property and environment, risk of not meeting the needs of dogs and their owners from irresponsible dog ownership and the inherent risk of conflict between users of shared spaces in Auckland.

21. The main proposals are outlined in the Table below:

Main proposals

Set a limit to the number of dogs a person may ‘walk’ in a council-controlled public place at one time (maximum of six dogs of which no more than three may be under control off a leash at any one time)

Auckland Botanic Gardens

· Change the off-leash area to align with the current signposted off-leash boundaries, to provide for temporary changes for events and to transition to on-leash as parts of the off-leash area are developed in accordance with the Gardens Master Plan.

· Prohibit dogs from waterways.

· Prohibit dogs from the Huakaiwaka Visitor Centre, Café area (except the western café terrace), designated food concession areas and Potter Children’s Garden.

· Clarify rules in other areas.

Hunua Ranges Regional Park

· Prohibit dogs from tracks and roads that connect to the Kohukohunui track, the Kokako Management Area and Piggott’s Habitat and on single use mountain bike tracks (currently on-leash).

Long Bay Regional Park

· Amend the summer daytime rule for the beach south of Vaughan Stream from on-leash to prohibited (off-leash access before 10am and after 5pm in summer and at any time in winter unchanged).

· Clarify rules in other areas, including access to beach from southernmost carpark and prohibited tracks and bays.

Mahurangi Regional Park

· Prohibit dogs on Cudlip Point Loop Track (currently on-leash).

· Allow dogs on-leash at all times at Scott Point (currently on-leash time and season).

· Clarify rules in other areas (including dogs prohibited at Mahurangi Regional Park (East) and heritage grounds at Scott Point.

Pākiri Regional Park

· Prohibit dogs on the associated beach.

Shakespear Regional Park

· Apply an on-leash time and season rule to the open grass areas between Army Bay and Okoramai Bay (currently off-leash).

· Clarify rules in other areas (such as boundary of Army Bay and Okoramai Bay beaches, on-leash tracks and prohibited areas).

Tāpapakanga Regional Park

· Provide off-leash access on beach and on-leash access on area between beach and car park at any time (currently prohibited during lambing season)

· Clarify rules in other areas (such as prohibited at the campgrounds and bach, and during lambing).

Te Ārai Regional Park

· Prohibit dogs on Forestry Beach (Te Ārai Beach South to Pakiri Beach) and associated coastal tracks.

· Clarify access to off-leash area at disused quarry.

Waitawa Regional Park

· Change eastern part of Mataitai Beach from off-leash to on-leash.

· Change Waitawa Beach from off-leash to on-leash.

· Prohibit dogs on single use mountain bike tracks.

· Clarify other areas where dogs are prohibited (such as farm paddock during lambing, campground and bach).

Whakanewha Regional Park

· Provide on-leash access on tracks from Omiha (Rocky Bay) to the on-leash area of the Park.

Ambury, Muriwai, Tāwharanui and Wenderholm regional parks

· Clarify current rules (no change to dog access).

Reorganise, simplify and clarify Policy and Bylaw content, including:

· using a goal, focus area, action and rule structure

· clarifying approach to setting dog access rules

· clarifying the policy to neuter classified dogs and who can provide behavioural assessments

· clarifying Auckland-wide dog access rules such as for council carparks and camping grounds, working dogs, dogs in vehicles and private ways

· removing outdated information in Schedule 2 for example outdated landmarks

· updating dog access rules on Tūpuna Maunga (ancestral mountains)

· removing Bylaw content that is covered in the Policy or is outdated.

22. The proposal was publicly notified for feedback from 20 January until 23 February 2025.

23. Council received feedback from 5,186 people and 30 organisations (5,207 in total)

· 4,046 on the proposal to limit the number of dogs walked and the general policy and bylaw matters and

· 3,084 on the proposal to clarify or change regional park dog access rules.

Tātaritanga me ngā tohutohu

Analysis and advice

24. A total of 288 people from the Waitematā Local Board area provided feedback to the proposal.

25. There was majority support for proposals to reorganise, simplify and clarify Policy and Bylaw content, and the proposal to clarify dog access rules at Tāwharanui Regional Park, split support for proposals to change or clarify dog access rules at Hunua Ranges, Ambury, Muriwai, and Wenderholm Regional Parks, and majority opposition for the proposal to limit the number of dogs walked and the remaining proposals to change or clarify dog access rules at other regional parks.

26. Key themes from the Auckland-wide feedback highlighted concerns with limiting the number of dogs and clarifying or changing the dog access rules at most of the regional parks.

27. While some proposals may not be supported, public feedback also seeks alternatives other than the status quo. For example:

· for Proposal 1: limit to number of dogs walked, of the 66 per cent (2,397) of Auckland-wide feedback opposed to the proposal:

o six per cent (146) supported a limit of four dogs, with no more than two off-leash

o five per cent (113) supported a limit of four dogs, with no more than two off-leash unless licence obtained

o four per cent (100) supported a limit of eight dogs, with no more than four off-leash

o 638 comments (around 30 per cent) supported introducing a dog walker license for qualified dog walkers.

· for proposed changes to regional park rules, Auckland-wide individuals who opposed the changes:

o generally wanted council to provide more dog-friendly or off-leash areas

o some were not opposing the proposals, but instead expressing the view that the current rules are too restrictive.

Overview of local board area and Auckland-wide support for proposed changes

Topic (Proposals P1 – P13)		Local board feedback		Auckland-wide feedback
Topic (Proposals P1 – P13)		Support	Opposition	Support	Opposition
P1	Limit the number of dogs walked (six on leash, with maximum three of the six off leash at any one time)	14 per cent	85 per cent	33 per cent	66 per cent
P2	Auckland Botanic Gardens	39 per cent	59 per cent	34 per cent	62 per cent
P3	Hunua Ranges Regional Park	46 per cent	46 per cent	33 per cent	56 per cent
P4	Long Bay Regional Park	27 per cent	70 per cent	26 per cent	70 per cent
P5A	Mahurangi Regional Park East	26 per cent	65 per cent	27 per cent	62 per cent
P5B	Mahurangi Regional Park West	39 per cent	54 per cent	28 per cent	60 per cent
P5C	Mahurangi Regional Park Scott Point	23 per cent	68 per cent	29 per cent	61 per cent
P6	Pākiri Regional Park	12 per cent	85 per cent	15 per cent	81 per cent
P7	Shakespear Regional Park	43 per cent	53 per cent	39 per cent	51 per cent
P8	Tāpapakanga Regional Park	38 per cent	58 per cent	34 per cent	55 per cent
P9	Te Ārai Regional Park	28 per cent	69 per cent	18 per cent	76 per cent
P10	Waitawa Regional Park	32 per cent	64 per cent	30 per cent	61 per cent
P11	Whakanewha Regional Park	37 per cent	56 per cent	35 per cent	51 per cent
P12A	Ambury Regional Park	43 per cent	48 per cent	37 per cent	55 per cent
P12B	Muriwai Regional Park	46 per cent	48 per cent	46 per cent	47 per cent
P12C	Tāwharanui Regional Park	53 per cent	42 per cent	43 per cent	45 per cent
P12D	Wenderholm Regional Park	47 per cent	44 per cent	42 per cent	44 per cent
P13A	Restructure the policy to more clearly show its goal, focus areas, council actions, and rules	73 per cent	14 per cent	71 per cent	17 per cent
P13B	Clarify rule that all dogs classified as menacing must be neutered	76 per cent	17 per cent	81 per cent	13 per cent
P13C	Clarify who can provide behavioural assessments in relation to menacing dog classifications	86 per cent	6 per cent	83 per cent	6 per cent
P13D	Clarify what areas in Auckland require a license to keep multiple dogs on a property	77 per cent	15 per cent	74 per cent	17 per cent
P13E	Clarify how dog access rules are set	72 per cent	15 per cent	75 per cent	13 per cent
P13F	Clarify Auckland-wide dog access rules	79 per cent	15 per cent	76 per cent	17 per cent
P13G	Clarify or correct errors in Policy Schedule 2: Dog access rules	63 per cent	14 per cent	67 per cent	12 per cent
P13H	Remove outdated information in Policy Schedule 2: Dog access rules	76 per cent	13 per cent	80 per cent	9 per cent
P13I	Update dog access rules for Tūpuna Maunga (ancestral mountains)	56 per cent	23 per cent	49 per cent	26 per cent
P13J	Remove outdated or duplicate bylaw content	80 per cent	10 per cent	81 per cent	7 per cent

Note: percentages do not add up to 100. For example, ‘I don’t know’ responses are not included in Table.

28. The proposal, proposed policy and bylaw can be viewed in the links. A summary of all public feedback is in Attachment A and a copy of all public feedback related to the local board area to meet council’s statutory requirements is in Attachment B. A more user-friendly view that consolidates the comments from all public feedback related to the local board by proposal can be viewed on council's AKHaveYourSay web page.

Staff recommend the local board provide its views on public feedback

29. Staff recommend that the local board provide its views on how the Governing Body Panel should address public feedback from people in the local board area to the proposal by resolution, and if it wishes, present those views to the Panel on 23 May 2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. The Dog Policy and Bylaw do not directly address the climate change goals in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan. For example, the Policy and Bylaw focuses more on keeping dogs as a positive part of the lives of Aucklanders.

25. There are no implications for climate change arising from decisions sought in this report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. The Dog Policy and Bylaw impacts the operations of several council departments, including Animal Management, Biodiversity, Regional Parks and Natural Environment teams. Relevant staff are aware of the impacts of the proposal and their implementation role.

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

Local impacts and local board views

27. The Dog Policy and Bylaw impact local governance and are of high interest.

28. Views from all local boards on a draft proposal were sought in October 2024 and are summarised in the 3 December 2024 Regulatory and Safety Committee agenda (Attachment C to Item 11).

29. This report provides an opportunity to give local board views on how the Governing Body Dog Policy and Bylaw Panel should address public feedback from people in the local board area to the proposal, before a final decision is made.

Tauākī whakaaweawe Māori

Māori impact statement

30. The Dog Policy and Bylaw support manaakitanga, whanaungatanga and kaitiakitanga in the Independent Māori Statutory Board’s Māori Plan for Tāmaki Makaurau and the Schedule of Issues of Significance by providing regulations that help protect people and the environment from harm caused by dogs.

31. Mana whenua and mataawaka were notified of the proposal and given the opportunity to provide feedback through face-to-face meetings, in writing, online and in-person.

32. Six per cent (369) of the public feedback received was from people who identified as Māori. Of that feedback:

· 74 per cent (166) did not support the proposal to limit the number of dogs that could be walked, with 58 per cent preferring no change to the current rule

· there was general overall support (more than 50 per cent) to reorganise, simplify and clarify the Policy and Bylaw content, however there was less support (47 per cent) to update dog access rules for Tupuna Maunga (ancestral mountains)

· there was generally opposition to proposed changes to regional park dog access rules.

33. Ngati Manuhiri Settlement Trust supported the majority of the proposals to simplify and clarify the Policy and Bylaw content and proposed changes to Long Bay, Mahurangi, Pākiri, Shakespear, Tāwharanui, Te Ārai and Wenderholm Regional Parks.

Ngā ritenga ā-pūtea

Financial implications

34. There are no financial implications arising from decisions sought in this report. Costs associated with the special consultative procedure and Dog Policy and Bylaw implementation will be met within existing budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. The following risk has been identified:

If...	Then...	Mitigation
The feedback from the local board area is from a limited number of people.	The feedback may not reflect the views of the whole community.	This risk is mitigated by providing local boards with a summary of all public feedback.

Ngā koringa ā-muri

Next steps

36. The Governing Body Dog Policy and Bylaw Panel will consider all local board views and public feedback on the proposal, deliberate and make recommendations to the Governing Body in June 2025. The Governing Body will make a final decision mid-2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Summary of public feedback to the proposed changes to the dog policy and bylaw
b ⇨	Public feedback from people in Waitemata Local Board area

Ngā kaihaina

Signatories

Authors

Kylie Hill - Principal Policy Advisor

Authorisers

Louise Mason - General Manager Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Tristan Coulson - Local Area Manager

Waitematā Local Board

15 April 2025

Addition to the 2022-2025 Waitematā Local Board meeting schedule

File No.: CP2024/13310

Te take mō te pūrongo

Purpose of the report

1. To seek approval for two meeting dates to be added to the 2022-2025 Waitematā Local Board meeting schedule in order to accommodate the Annual Budget 2025-2026 (the Annual Plan) timeframes.

Whakarāpopototanga matua

Executive summary

2. The Waitematā Local Board adopted its 2022-2025 meeting schedule on 22 November 2022 (resolution Number WTM/2022/201).

3. At that time the specific times and dates for meetings for local board decision-making in relation to the local board agreement as part of the Annual Budget were unknown.

4. The local board is being asked to approve two meeting dates as an addition to the Waitematā Local Board meeting schedule so that the modified Annual Budget timeframes can be met.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) approve the addition of one additional meeting and one extraordinary meeting dates to the 2022-2025 Waitematā Local Board meeting schedule to accommodate the Annual Budget 2025-2026 timeframes as follows:

i) Additional Business Meeting: Tuesday, 29 April 2025 at 10.00am.

ii) Extraordinary Business Meeting: Tuesday, 10 June 2025 at 10.00am.

Horopaki

Context

5. The Local Government Act 2002 (LGA) and the Local Government Official Information and Meetings Act 1987 (LGOIMA) have requirements regarding local board meeting schedules.

6. In summary, adopting a meeting schedule helps meet the requirements of:

· clause 19, Schedule 7 of the LGA on general provisions for meetings, which requires the chief executive to give notice in writing to each local board member of the time and place of meetings. Such notification may be provided by the adoption of a schedule of business meetings.

· sections 46, 46(A) and 47 in Part 7 of the LGOIMA, which requires that meetings are publicly notified, agendas and reports are available at least two working days before a meeting and that local board meetings are open to the public.

7. The Waitematā Local Board adopted its 2022-2025 business meeting schedule during its 22 November 2022 business meeting (Resolution Number WTM/2022/201).

8. The timeframes for local board decision-making in relation to the Annual Budget were unavailable when the meeting schedule was originally adopted.

9. The board is being asked to make decisions in late-November 2024 and late-April / late May and early-June 2025 to feed into the Annual Budget processes. These timeframes are outside the board’s normal meeting cycle.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The local board has two options for incorporating the meeting dates:

i) Include the meetings as additions to the meeting schedule.

ii) Include the meetings as extraordinary meetings.

11. For option one, statutory requirements allow enough time for these meetings to be scheduled as additions to the meeting schedule and other topics may be considered as per any other ordinary meeting. However, there is a risk that if the Annual Budget timeframes change again or the information is not ready for the meeting, there would need to be an additional extraordinary meeting scheduled.

12. For option two, only the specific topic the Annual Budget may be considered for which the meeting is being held. There is a risk that no other policies or plans with similar timeframes or running in relation to the Annual Budget process could be considered at this meeting.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. This decision is procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decision’s implementation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. There is no specific impact for the council group from this report.

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

Local impacts and local board views

15. This report requests the local board’s decision to schedule additional meetings and consider whether to approve them as extraordinary meetings or additions to the meeting schedule.

Tauākī whakaaweawe Māori

Māori impact statement

16. There is no specific impact for Māori arising from this report. Local boards work with Māori on projects and initiatives of shared interest.

Ngā ritenga ā-pūtea

Financial implications

17. There are no financial implications in relation to this report apart from the standard costs associated with servicing a business meeting.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

18. If the local board decides not to add this business meeting to the meeting schedule this would result in the input of the local board not being able to be presented to the Governing Body for consideration and inclusion in the Annual Budget.

Ngā koringa ā-muri

Next steps

19. Implement the processes associated with preparing for business meetings.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Katherine Kang - Democracy Advisor
Authorisers	Tristan Coulson - Local Area Manager

[1] The current population estimate is based on the most recent population estimates from StatsNZ. The post-covid period has been one of particularly high volatility with growth exceeding expectations. Future forecasts are based on the current ‘most likely’ Auckland growth scenario, AGSv1.1, These figures are the central scenario noting that the low and high are +/- 300,000 either side.

[2] The Local Board Involvement in Regional Policy, Plans and Bylaws – Agreed Principles and Processes 2019

Chairperson	Genevieve Sage
Deputy Chairperson	Greg Moyle, (JP, ED)
Members	Alexandra Bonham
	Allan Matson
	Richard Northey, (ONZM)
	Anahera Rawiri
	Sarah Trotman, (ONZM)