Agenda of Franklin Local Board - Tuesday, 22 April 2025

Franklin Local Board

22 April 2025

Variation to 2025-2027 Customer and Community Services work programme – various projects

File No.: CP2025/06172

Te take mō te pūrongo

Purpose of the report

1. To seek approval to utilise the unallocated Local Capex: capital expenditure (Capex) – Renewal budget for variations for the Clarks Beach Recreation Reserve and Golf Club and the Pukekohe War Memorial Town Hall from the Franklin Local Board 2025–2027 Customer and Community Services work programme

Whakarāpopototanga matua

Executive summary

2. The Franklin Local Board adopted its 2025–2027 Customer and Community Services work programme on 25 June 2024 (resolution number FR/2024/68).

3. The Franklin Local Board has an unallocated Local Capex: capital expenditure (Capex) – Renewal budget of $900,000 available in financial year 2024/2025.

4. The unallocated Local Capex: capital expenditure (Capex) – Renewal budget of $900,000 available in financial year 2024/2025 is due to an underspend in financial year 2023/2024 that has been carried forward by the finance team to financial year 2024/2025 as projects were under-delivered in financial year 2023/2024.

5. The adopted work programme contains the following two projects:

i) Clarks Beach Recreation Reserve and Golf Club - upgrade skate park, playground and land fixtures’ (Project ID 17718). The project has allocated budget of $2,986,405 from the Local Capex: capital expenditure (Capex) – Renewal budget.

ii) ‘Pukekohe War Memorial Town Hall - renew heritage assets’ (Project ID 20637). The project has allocated budget of $7,214,933 from the Local Capex: capital expenditure (Capex) – Renewal budget.

6. As projects progress through the consultation, investigation and design process, the specific work required, and the cost of delivery can change, impacting the approved budget. As a result, variations may be required to the work programme to accommodate final costs and updated timeframes for some projects.

6. Staff have completed a budget reconciliation for Clarks Beach Recreation Reserve renewals work and have identified some unforeseen costs within the most recent cost estimate received and the addition to the scope of works to support and accommodate the community needs. The Clarks Beach Recreation Reserve and Golf Club - upgrade skate park, playground and land fixtures’’ project will now need an additional budget of $170,000.

7. The Pukekohe War Memorial Town Hall - renew heritage assets project is progressing well, with the use of the Risk Adjusted Programme (RAP) process to accelerate delivery. However, this accelerated timeline impacts the allocated budget for the 2026 financial year, reducing the total budget for that period. To mitigate the financial impact in 2025/2026, staff recommend allocating an additional budget of $280,000 in financial year 2024/2025. This adjustment will reduce the advanced delivery amount for financial year 2025/2026 by the same sum, enabling other projects to be prioritised for selection in financial year 2025/2026.

8. The additional budget allocation to Clarks Beach and Pukekohe War Memorial Town Hall projects will be allocated from the financial year 2024/2025 unallocated Local Capex: capital expenditure (Capex) – Renewal budget.

9. The advance delivery budget in the current financial year 2024/2025 is proposed to be adjusted as part of the development of Franklin Local Board’s next year’s work programme.

10. The identified additional budget, as outlined in attachment A, will ensure:

i) The increase in costs for Clarks Beach Reserves renewals project can be supported and is delivered as part of the approved 2025–2027 Customer and Community Services work programme.

ii) The budget demands for financial year 2025/2026 are reduced, enabling other projects to be prioritised for selection in 2025/2026.

11. Staff have discussed the proposal and rationale for this change with the local board through a workshop on the 4 March 2025 and 2 April 2025. The local board requested further information be provided in a business report to help make decisions regarding utilising unallocated funding to Clarks Beach and Pukekohe War Memorial Hall projects.

12. The proposed variations are within the Franklin Local Board’s financial year 2024/2025 budget envelope and will not substantially impact the approved projects or the overall work programme.

13. Subject to the local board’s decision, staff will update the work programme and progress updates will be provided to the local board as part of the quarterly reports.

14. If the local board approves the proposed variation to their work programme, the local board’s work programme will be amended to reflect the decision.

15. Progress updates on the project will be provided to the local board as part of the Customer and Community Services work programme quarterly reports

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakaae / approve the following variations including budget and timeline changes to its adopted 2025–2027 Customer and Community Services work programme as per attachment A from its unallocated Local Capex Renewal Budget 2024/2025, specifically:

i) add budget allocation of $170,000 in the financial year 20224/2025 for project ID 17718 ‘Clarks Beach Recreation Reserve and Golf Club - upgrade skate park, playground and land fixtures

ii) shift budget allocation of $280,000 to financial year 2024/2025 for project ID 20637 Pukekohe War Memorial Town Hall - renew heritage assets to reduce impact on the advance delivery for 2025/2026.

Horopaki

Context

16. Franklin Local Board approved the 2025-2027 Customer and Community Services work programme on 25 June 2024 (resolution number FR/2024/68). The budget allocated for all projects on the work programme and the anticipated timelines were best estimates and are subject to change as projects progress through the design and delivery process.

17. After the financial balancing by the Finance Team for financial year 2023/2024 there is an unallocated Local Capex: capital expenditure (Capex) – Renewal budget of $900,000 available in financial year 2024/2025. This is due to an underspend in financial year 2023/2024 that has been carried forward by the finance team to financial year 2024/2025 as projects were under-delivered in financial year 2023/2024.

18. Staff have identified two projects in the current approved 2025-2027 Customer and Community Services work programme where additional budget allocation is required. Approved funding allocations for the identified projects are shown in Table 1 below:

Table 1: Approved funding allocation for the project

Project ID	Activity name	Activity description	Budget source	Total budget allocation
ID17718	Clarks Beach Recreation Reserve and Golf Club - upgrade skate park, playground and land fixtures	· Following the approval of the park's concept plan, utilise the document to upgrade park amenities such as the skate park, the playground and park fixtures and furniture in a staged approached. · FY21/22 to FY22/23 - consultation, investigation and design · FY23/24 to FY24/25 - physical works	Capex Local Renewals	$2,986,405
ID20637	Pukekohe War Memorial Town Hall - renew heritage assets	· Renew assets in conjunction with the heritage team to ensure - Seismic upgrade of the building to 67% NBS, · Removal of asbestos and corroding galvanised steel roofing products and re-roof (all roofs); Retention of interior asbestos ceiling to main hall · Refurbishment of window and door joinery (timber and metal across site); Exterior building re-decoration (repairs and repaint to rendered masonry walls); Interior redecoration to “revitalise and bring up to standard”. · All the above to reflect the heritage values of the building and site; Fire compliance brought up to standard (alarm systems, means of escape etc.) – as advised by the Fire Engineer; Site infrastructure brought up to standard (if required). · FY19/20 - investigation and design (renewals work) · FY20/21 to FY21/22 physical works (renewals work) · FY22/23 - design and consent seismic work · FY23/24 to FY27/28 - physical works (seismic work) · Risk Adjusted Programme (RAP) project. (Seismic funding of $1,250,000)	Capex Local Renewals	$7,214,933
Total Budget				$10,201,338

Project ID 17718 Clarks Beach Recreation Reserve and Golf Club – upgrade skatepark, playground and land fixtures.

16. As part of their 2025-2027 Customer and Community Services work programme, the local board approved a project to upgrade skatepark, playground and land fixtures at Clarks Beach Recreation Reserve. The project has total funding of $2,986,405, allocated from its Local Capex: capital expenditure (Capex) – Renewal budget.

17. Staff have completed a budget reconciliation for Clarks Beach Recreation Reserve renewals work and have identified some unforeseen costs due to the most recent cost estimate received and additional scope of works to support and accommodate the community needs.

18. The initial budget included costs for demolishing the old skate park and basketball court, and landscaping around the new skate park. With an additional $700,000 secured in February 2024, the skate park construction was brought forward. Design drawings for the works were due in April 2024, allowing for more accurate cost estimates.

19. During early construction, the budget was expected to cover both the contract and any variations within a planned contingency sum. However, subsequent and unexpected variations due to community requests, unexpected site conditions, and compliance issues led to a budget shortfall. This shortfall has only been identified at the end of the construction period

20. The additional budget of $170,000 is now required in financial year 2024/2025 to finalise the project delivery of Clarks Beach Reserve renewal project. The additional budget of $170,000 will be allocated to the project from the 2024/2025 unallocated, Local Capex: capital expenditure (Capex) – Renewal budget.

Project ID 20637 Pukekohe War Memorial Town Hall – renew heritage asset

21. A project to renew the heritage asset at Pukekohe War Memorial Hall was approved by the local board as part of 2025–2027 Customer and Community Services work programme.

22. The Pukekohe War Memorial Town Hall - renew heritage assets project is progressing well, with the use of the Risk Adjusted Programme (RAP) process to accelerate delivery.

23. However, this accelerated timeline impacts the allocated budget for the 2025/2026, reducing the total budget for that period. To mitigate the financial impact in 2025/2026, staff recommend allocating an additional budget of $280,000 in 2024/2025. This adjustment will reduce the advanced delivery amount for 2025/2026 by the same sum, enabling other projects to be prioritised for selection in 2025/2026.

24. The additional budget of $280,000 will be allocated to the project from the financial year 2024/2025 unallocated, Local Capex: capital expenditure (Capex) – Renewal budget.

Tātaritanga me ngā tohutohu

Analysis and advice

25. Proposed variations and how they will affect the current 2025–2027 Customer and Community Services work programme are shown in Attachment A and noted in Table 2 below:

Table 2: Description of the proposed variations to the 2025-2027 Customer and Community Services work programme

Project ID

Activity Name

Budget variations

FY2024/2025

Details

ID 17718

Clarks Beach Recreation Reserve – upgrade skatepark, playground and land fixtures

Additional budget of $170,000 is required to cater for the unforeseen cost and to deliver the additional scope of the project as per recommendation provided from the staff upon further reconciling the total budget costs.

Approved FY24/25 budget $350,929

Revised FY23/24 budget

$520,929 (increase of $170,000)

Approved FY25/26 budget

$771,427

No Change

Approved FY26/27 budget $772,000

No Change

Proposed increase in budget will ensure that the unforeseen cost for the project is addressed and the additional scope of the project is delivered at the Clarks Beach Recreation Reserve to renew the skatepark, playground and the land fixtures in Franklin area to meet service level requirements.

ID 20637

Pukekohe War Memorial Town Hall – renew heritage asset

Additional budget of $280,000 is required to reduce the advance delivery for the project in FY2025/2026.Approved FY24/25 budget

$1,413,535

Revised FY24/25 budget

$1,693,535 (increase of $170,000)

Approved FY25/26 budget

$2,754,608

Revised FY25/26 budget

$2,584,608 (decrease of $280,000)

Approved FY26/27 budget

$2,494,927

No Change

Proposed allocation of additional budget will ensure to mitigate the financial impact in FY2026. This adjustment will reduce the advanced delivery amount for financial year 2025/2026 by the same sum, enabling other projects to be prioritised for selection in FY2026.

26. The proposed variations are within the local board’s financial year 2024/2025 budget envelope and will not substantially impact the approved projects or the overall work programme.

27. All future budget allocations to deliver the full scope of work for each project will be discussed with the local board as part of the development of their next year’s work programme

Tauākī whakaaweawe āhuarangi

Climate impact statement

28. Council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan 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.

29. It is anticipated that there will be an increase in carbon emission from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as much as possible when delivering the project.

30. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycle), will also be prioritised to ensure minimum impact.

31. Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

32. The proposed concept design has incorporated the use of passive principles and natural infrastructure to provide the required function e.g. shade from trees instead of shade sails, use of natural materials such as sand, rock and timber as much as possible.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. Council staff from within the Customer and Community Services directorate (Community Facilities Operational Management and Maintenance and Active Communities), Auckland Transport and Healthy Waters teams have been consulted and supportive of the proposed budget changes to renew and adjust budgets for Pukekohe War Memorial Hall project and the the skatepark, playground and land fixtures at the park within the Franklin area to meet the service level requirements for the local community.

34. The overall 2025-2027 work programme was developed through a collaborative approach by operational council departments, with each department represented in an integrated team.

35. Collaboration with staff will be ongoing throughout the life of the project to ensure integration into the operational maintenance and asset management systems.

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

Local impacts and local board views

36. Community facilities and open spaces provide important community services to the people of the local board area. They contribute to building strong, healthy and vibrant communities by providing spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities. These activities improve lifestyles and a sense of belonging and pride amongst residents.

37. The proposed variation to the approved work programme was discussed with the local board at their workshop on 4 March 2025. The local board provided positive feedback and supported the proposal in principle.

38. The project will deliver for our places and benefit community by providing changes to our current facilities network so that our parks, libraries, community halls and recreational facilities are fit for purpose, and deliver to future need and budget constraints. The project aligns and support the Franklin Local Board Plan 2023:

· Our Places - making changes to our current facilities network so that our parks, libraries, community halls and recreational facilities are fit for purpose, and deliver to future need and budget constraints.

Tauākī whakaaweawe Māori

Māori impact statement

39. The project discussed in this report will benefit Māori and the wider community through provision of quality facilities and open spaces that promote good health, the fostering of family and community relationships and connection to the natural environment.

40. Where aspects or the work programme are anticipated to have an impact on activity of importance to Māori, then appropriate and meaningful engagement will be undertaken.

41. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori. 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), Whiria Te Muka Tangata Māori Responsiveness Framework, Kia Ora Tāmaki Makaurau - Māori Outcomes Performance Measurement Framework and local board plans

Ngā ritenga ā-pūtea

Financial implications

42. The proposed variations are within the local board’s budget envelopes for each year and will not substantially impact the approved projects or the overall work programme.

43. The available unallocated Local Capex: capital expenditure (Capex) – Renewal budget of $900,000 in financial year 2024/2025 needs to be reprioritised to allow funds to be better utilised and reduce further under-delivery financial impacts

44. The budgets associated with the work programme are estimates. Costs are subject to change and may need to be refined as the projects progress through the delivery process. The changes and budgets included above include a ten percent contingency to enable any unforeseen cost escalations.

45. The proposed variations are within the local board’s budget envelopes for each year and will not substantially impact on the approved projects or the overall work programme.

46. Details of proposed variations are outlined in Table 2 and the recommended changes as shown in attachment A have been agreed with the local board’s lead financial advisor.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. Amendments to the projects as outlined in Table 2 are essential to renew the toilets and the play items within the Franklin area. If the local board does not approve the change, there is a risk that the staff will not be able to cover the cost of the identified projects to meet suppliers’ expectations.

48. The available unallocated Local Capex: capital expenditure (Capex) – Renewal budget of $900,000 in financial year 2024/2025 will not be utilised and in turn impact the financial year 2025/2026 budgets

Ngā koringa ā-muri

Next steps

49. Subject to the local board’s decision on the proposal outlined in this report, the local board’s 2025–2027 Customer and Community Services work programme will be amended to reflect the decision, and works will commence on the projects as per the timing outlined in the approved work programme.

50. Progress and updates on the work programme will be reported to the local board as part of the quarterly reports to the local board.

51. Another work programme changes, and subsequent business report will be presented to the local board before the end of financial year 2024/2025 to resolve and allocate the balance of the available unallocated Local Capex: capital expenditure (Capex) – Renewal budget of $900,000 in financial year 2024/2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Proposed amendment to 2025-2027 CCS work programme April 2025	17

Ngā kaihaina

Signatories

Author

Moushmi Sharan - Work Programme Lead

Authorisers

Eli Nathan - Head of Area Operations

Manoj Ragupathy - Local Area Manager

Franklin Local Board

22 April 2025

Approval of Prioritised Projects in the Franklin Paths Programme for implementation in financial year 2025/2026

File No.: CP2025/06546

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the Franklin Paths Programme prioritised projects for implementation in financial year 2025/2026.

Whakarāpopototanga matua

Executive summary

2. The Franklin Local Board initiated a targeted rate to deliver the Franklin Paths Programme in 2024 for a period of 10 years.

3. This report seeks to confirm the projects to be implemented in financial year 2025/2026, focusing on low-risk, low-complexity and high-value projects.

4. The projects, as listed below in no order of priority, will be prioritised to start implementation first. The proposed projects are:

· the improvement of pedestrian safety and accessibility at Reynolds Road Crossing

· the enhancement of crossing facilities near the Pukekohe Train Station (Station Road and Carlton Road) to ensure safer and more efficient pedestrian movement

· the improvement of pedestrian safety and connectivity at the West Street Crossing in the Pukekohe subdivision

· the development of crossings at Woodhouse Road and Patumahoe Road to enhance pedestrian safety and accessibility

· implementing the Shelly Bay Road Footpath to enhance connectivity for pedestrians

· developing the eastern section of the Clarks Beach Coastal Walkway to provide a scenic and accessible path

· improving path connectivity with the Liberty Crescent Path to ensure safer and more efficient pedestrian movement in Liberty Park

· the Clevedon Scenic Reserve Path will provide a new connection to enhance access and enjoyment of the scenic reserve.

5. The funds for the prioritised list of projects associated with the Franklin Paths Programme projects comes from the paths programme targeted rate, and the total budgeted cost amounts to $2,358,000.

6. It should be noted that the budgets indicated in the report are indicative costs only and once the concept and detailed design phases have been completed, the actual costs will become clear. These costs will be presented to the local board at this time.

7. Staff recommend that the Franklin Local Board approves the priority projects list. These projects are low risk, low complexity and can be delivered quickly, providing a high value to the community.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) approve the following Franklin Paths Programme projects in the road corridor for implementation by Auckland Transport in financial year 2025/2026:

i) Reynolds Road Crossing – Improve pedestrian safety and accessibility, indicative allocated budget: $300,000

ii) Station Road, Pukekohe Train Station Area Crossing – Enhance crossing facilities near the Pukekohe Train Station (Station Road and Carlton Road) to ensure safer and more efficient pedestrian movement, indicative allocated budget: $500,000

iii) West Street Crossing – Improve pedestrian safety and connectivity in the Pukekohe Subdivision, indicative allocated budget: $650,000

iv) Patumahoe, Woodhouse Road Crossing/Patumahoe Road Crossing – Develop crossings at Woodhouse Road and Patumahoe Road to enhance pedestrian safety and accessibility, indicative allocated budget: $390,000

v) Shelly Bay Road Footpath, indicative allocated budget: $135,000

b) approve the following Franklin Paths Programme projects on Auckland Council reserve land for implementation in financial year 2025/2026: (budgets updated since indicative costs)

i) Clarks Beach Coastal Walkway – Eastern Section Path, indicative allocated budget: $382,000

ii) Liberty Crescent Path, indicative allocated budget: $81,000

iii) Clevedon Scenic Reserve to Clevedon North Boardwalk and Path Connection, allocated budget: $220,000.

Horopaki

Context

8. The Franklin Local Board initiated a targeted rate to deliver the Franklin Paths Programme in 2024.

9. In addition to the eight projects discussed in this report, early work is also commencing on a further two projects in the Waiuku subdivision.,

10. The primary focus of this report is the prioritisation of the project list for the financial year and subsequent implementation in financial year 2025/2026.

Tātaritanga me ngā tohutohu

Analysis and advice

This report confirms the projects to be implemented in financial year 2025/2026, focusing on low-risk, low-complexity and high-value projects. These projects are prioritised to start implementation first. The projects that fall within the road corridor and on council reserve land are separated out in tables one and two below.

Table one: Projects in the road corridor

Name	Description	Allocated Budget	Location
Reynolds Road Crossing	Improve pedestrian safety and accessibility.	$300,000	Pukekohe Subdivision
Station Road, Pukekohe Train Station Area Crossing	Enhance crossing facilities near the Pukekohe Train Station (Station Road and Carlton Road) to ensure safer and more efficient pedestrian movement.	$500,000	Pukekohe Subdivision
West Street Crossing	Improve pedestrian safety and connectivity in the Pukekohe Subdivision.	$650,000	Pukekohe Subdivision
Patumahoe, Woodhouse Road Crossing/Patumahoe Road Crossing	Develop crossings at Woodhouse Road and Patumahoe Road to enhance pedestrian safety and accessibility.	$390,000	Pukekohe Subdivision
Shelly Bay Road Footpath	Currently in the investigation stage. Initial site investigations were conducted on 19 February 2025. Mana Whenua engagement with Ngāi Tai ki Tāmaki is ongoing to address cultural and heritage sensitivities.	$135,000	Wairoa Subdivision

Table two: Projects on council reserve land

Name	Description	Allocated Budget	Location
Clarks Beach Coastal Walkway – Eastern Section Path	Currently in the investigation stage. Recent activities include site visits and community engagement to gather feedback.	$382,000	Pukekohe Subdivision
Liberty Crescent Path	Currently in the investigation stage. Key updates include identifying a suitable pathway option and engaging with Ngāi Tai ki Tāmaki for cultural and heritage considerations.	$81,000	Wairoa Subdivision
Clevedon Scenic Reserve to Clevedon North Boardwalk and Path Connection	Currently in the investigation stage. The project involves engineering and ecological assessments, and engagement with iwi for cultural sensitivities.	$220,000	Wairoa Subdivision

11. Staff recommend that the local board approves the priority projects list. Although the projects are low risk and of high community value, the complexity level of each project will only be determined once the feasibility phase has been completed. Should concerns arise, these will be brought to the local board for discussion prior to implementation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. In the long term, the Franklin Path Programme projects will lead to a reduction in vehicle emissions contributing to less noise and less air pollution. During the construction phase of the projects, there will be a minor increase in emissions, however these will be offset by the long-term benefits.

13. Investment in the Franklin Path Programme will provide an increase in sustainable transport options, increase connectivity, enhance safety, improve localised amenity and promote sustainable forms of transport for residents in the area.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14. This report has been prepared with input from Auckland Transport and Parks and Community Facilities. The identified projects have been agreed to by both parties.

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

Local impacts and local board views

15. A workshop was held with the local board on 11 February 2025. During this workshop the focus was on identifying and starting projects that can show immediate progress and benefits to the local community.

16. A detailed update was provided to the local board at a workshop on 11 March 2025 regarding the priority list of projects that can be delivered. The workshop aimed to ensure the local board was informed about the status and prioritisation of these projects.

17. The Franklin Local Board has emphasised the importance of initiating projects that can be delivered quickly and efficiently. The local board has requested to be kept updated on any issues that may arise throughout the programme of works.

Tauākī whakaaweawe Māori

Māori impact statement

18. To ensure early and meaningful engagement with mana whenua on the Franklin Paths Programme, communications were initiated with 11 identified iwi and 15 iwi representatives via emails and formal letters sent on 21 January 2025.

19. The identified iwi who have an interest in the programme are:

· Ngāi Tai ki Tāmaki

o 12February 2025: Met to discuss the Franklin Path Programme, to ascertain and understand their interest and level of involvement.

o 24 March 2025: Site visit and discussion on the Liberty Crescent Path.

· Ngāti Te Ata Waiohua

o 11 February 2025: Met with iwi representatives at Te Puru Park to discuss the Franklin Path Programme, to ascertain and understand their interest and level of involvement.

o 6 March 2025: Site visit and discussions held for Waiuku Cemetery Path and Southern Glenbrook Vintage Railway (GVR) Path.

20. Feedback received from iwi was positive and the general themes include consideration of the environment and cultural matters

Ngā ritenga ā-pūtea

Financial implications

21. The financial implications are detailed in the table below.

Name	Allocated Budget
Reynolds Road Crossing	$300,000
Station Road, Pukekohe Train Station Area Crossing	$500,000
West Street Crossing	$650,000
Patumahoe, Woodhouse Road Crossing/Patumahoe Road Crossing	$390,000
Shelly Bay Road Footpath	$135,000
Clarks Beach Coastal Walkway – Eastern Section Path	$235,000
Liberty Crescent Path	$25,553
Clevedon Scenic Reserve to Clevedon North Boardwalk and Path Connection	$50,371

22. It should be noted that the budgets indicated in the report are indicative costs only and once the concept and detailed design phases have been completed, the actual costs will become clear. These costs will be presented to the local board at this time.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. There may be financial risks associated with the listed projects between cost estimates and actual construction costs. The table below identifies how the risks are intended to be mitigated.

Issue

Risk

Mitigation

Baselined Budget Estimates vs. Actual Construction Costs

Budget estimates at the project level may not align with actual construction costs, leading to increased costs. This is particularly relevant as the programme was costed over a year ago at a very high level.

Building on the ongoing prioritisation process that is being led by consultants IPD Ltd to provide the programme manager, local board, and delivery partners with a prioritised programme, there are a few clear-cut steps to be executed at an operational level to ensure programme financing and affordability.

As part of the prioritisation process, the original estimates were updated based on detailed desktop and on-site observations. The programme needs to be reconciled with these new indicative costings and assessed for affordability.

Ngā koringa ā-muri

Next steps

24. Franklin Local Board will be provided with regular monthly updates on the status of the projects. Any issues or delays will be highlighted in a timely matter, and appropriate actions taken to address them on direction from the local board.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Mayur Chauhan - Franklin Paths Programme Manager

Sharon Rimmer - Senior Partnerships Specialist

Authorisers

Anna Bray - General Manager Group Strategy, Transformation and Partnerships

Manoj Ragupathy - Local Area Manager

Franklin Local Board

22 April 2025

Approval of the proposed concept design for Kahawai/Glenbrook Beach Beachfront Playground

File No.: CP2025/05865

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the proposed concept design for Kahawai/Glenbrook Beach Beachfront Playground and the proposed additional funding to progress the project to detailed design and construction.

Whakarāpopototanga matua

Executive summary

2. The need for the upgrade of the playground and park furniture, including consultation, at Glenbrook Beach Beachfront Esplanade Reserve was identified via strategic assessment as an asset renewal project. The local board requested that staff look at the possibility of an upgrade of the playground facilities so that children can continue to have a place to play and to increase current service levels.

3. The local board has allocated $128,800 of ABS: Capex – Local Renewal and $151,200 of Locally Driven Initiative (LDI) – Capex funding, a total of $280,000 funding towards the upgrade of the playground and park furniture, including consultation, at Glenbrook Beach Beachfront Esplanade Reserve. The project was approved by the local board as part of its 2020 - 2023 Community Facilities work programme on 25 August 2020 (resolution number FR/2020/74).

4. The project supports the Franklin Local Board Plan 2023 outcome Our Places - Local public places are fit for purpose and affordable, and meet the needs of growing communities.

5. Engagement with Ngāti Te Ata started in January 2024. A concept design has been developed, incorporating the recommendations from the iwi to include elements that speak about the cultural and natural heritage of the area.

6. Experts from Coastal Management, Healthy Waters, Parks and Places and Asset Assessment teams in Auckland Council were consulted for the draft concept design.

7. The draft concept plan was presented to the Franklin Local Board on 5 November 2024. The local board advised that staff seek feedback through a public engagement process.

8. A ‘Have Your Say’ survey consultation was undertaken from 6 November to 4 December 2024 and a public drop-in session was held on 9 November 2024 to seek feedback on the draft concept design. This feedback has been considered in the development of the proposed concept design.

9. The proposed concept design was presented and discussed with the local board at its workshop on 11 February 2025. The local board supported the proposed concept design in principle.

10. Additional funding of $140,000 is estimated to be required in future to ensure delivery of all aspects of the project as per the concept design, which has been reflected in the FY26 work programme.

11. Staff now seek approval for the final concept design before progressing the project to detailed design, consenting and construction.

12. Following the approval of the proposed concept design, the resource consenting process will begin in parallel with the development of the detailed design. Physical works to undertake construction of the proposed design is expected to commence in October 2025.

13. Progress updates on the project will be provided to the local board as part of the quarterly reports on the local board work programme.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whakaae / approve the proposed concept design for Kahawai/Glenbrook Beach Beachfront Playground as per Attachment A of the agenda report and request staff to progress the project to detailed design and construction

b) whakaae / approve further funding of $140,000 from ABS: Capex – Local Renewal to Kahawai - (Glenbrook Beach Beachfront) Esplanade Reserve - renew playground and park furniture which has been reflected in the FY26 work programme.

Horopaki

Context

14. Kahawai/Glenbrook Beach Beachfront Esplanade Reserve is located at the west end of Glenbrook area between Ronald Avenue and Beach Road as shown below.

Figure 1: Location plan of Kahawai/Glenbrook Beach Beachfront Esplanade Reserve

15. As a part of the Franklin Local Board’s 2020 - 2023 Community Facilities work programme, the local board approved a project to develop a concept design at Kahawai/Glenbrook Beach Beachfront Playground (resolution number FR/2020/74).

16. The aim of the proposed concept design is to upgrade the playground facilities so that children can continue to have a place to play and to increase current service levels.

17. Engagement with Ngāti Te Ata started in January 2024. Experts from Coastal Management, Healthy Waters, Parks and Places and Asset Assessment teams in Auckland Council were consulted for developing a draft concept design.

18. A concept design has been developed, incorporating the recommendations from the iwi to include elements that speak about the cultural and natural heritage of the area:

· the shape of play areas is reminiscent of shellfish scattered on the beach

· use natural materials as much as possible

· incorporate net / rope elements to reflect the importance of the nearby inlet for fishing as food source for local inhabitants

· a waka play item to reference the significance of the inlet as a historic route for travel and trade.

19. Auckland Council Coastal Management Team advised that:

· According to adaptation strategies stated in the Manukau South Shoreline Adaptation Plan, managed retreat is planned for the medium (20-60 years) and long term (60+ years).

· Managed retreat involves addressing the increasing risk from coastal inundation and catchment flooding. Planned relocation of assets will be required to respond to the changing hazard landscape.

· In the medium term (e.g. +25 years) when the playground is due for renewal, the services on the reserve will need to be reassessed to consider the impacts of sea level rise.

· To keep the renewed playground behind the predicted short-term extent of the area susceptible to coastal instability and erosion (ASCIE) 2050 (dark-blue line shown in the Attachment A).

· This is considered appropriate for the 20-25 year playground asset life.

20. Auckland Council Healthy Waters Team advised that an overland flow path runs through the area at the northern end of the reserve. Therefore, the upgraded playground should be located at the site of the existing playground but not relocated to the northern end.

21. Auckland Council Parks and Places Team advised that some flat grassed area should be retained for pedestrians, wheelchairs or prams to access through the park.

22. Auckland Council Asset Assessment Team advised that:

· building Assessment and Asbestos Refurbishment Survey for the existing toilet have been completed

· no asbestos was found

· improvement works in the toilet can be included in the maintenance contract.

23. Ngāti Te Ata advised that:

· ensure good stormwater treatment in detailed design

24. The draft concept design was developed according to the above advice and presented to the Franklin Local Board on 5 November 2024. An assessment of the concept considering constraints, risks and estimated cost was tabled and discussed. The local board requested that community engagement should be carried out to seek feedback.

Link to strategic documents

25. The project supports the Franklin Local Board Plan 2023 outcome Our Places - Local public places are fit for purpose and affordable, and meet the needs of growing communities.

Tātaritanga me ngā tohutohu

Analysis and advice

Consultation / Engagement

26. The draft concept design was presented to the Glenbrook Beach Ratepayers and Residents Association at their monthly committee meeting on 5 November 2024.

27. Consultation with the local community took place between 6 November – 4 December 2024 through the Auckland Council Have Your Say webpage, a drop-in event, the local board Facebook page and via email.

28. A community drop-in event was held on 9 November 2024 at Kahawai/Glenbrook Beach Beachfront Esplanade Reserve.

29. The consultation process was also promoted through the Glenbrook Beach Ratepayers and Residents Association.

30. Consultation feedback is attached to the report as Attachment B.

Themes from engagement

31. There were 28 submissions received through the online AK Have Your Say webpage. The views received have been themed below:

Table 1: Engagement summary and response

Engagement summary	Concept design response
Overall positive and consistent support for the concept design. Upgrades generally seen as improving the recreational facilities.	The materials and colour scheme adopted in the concept design also complement with the coastal environment.
Shades and sitting areas are also requested by the public.	Existing and new trees in the design can provide shade, and rocks and picnic tables and benches for sitting areas are already included in the design.
There were several requests for facilities for older children and teenagers such as basketball courts.	The concept design has been reviewed. Basketball courts are found not suitable for the site due to: 1. very limited space due to the anticipated coastal inundation and erosion 2. disruptive for the nearby neighbours at times. The ball would also inevitably be end up in the sea often. 3. basketball courts are more suitable to an urban-type park and would be inconsistent with the natural character and relaxed beachside ambiance of the reserve. 4. The Piki Rakau play structure currently proposed has been designed largely to cater for older children and youth with various types of climbing, swinging and generally hanging out. It can also accommodate a lot of users at one time and is in keeping with the general character of the beach. 5. As discussed with Parks & Places Specialist, the new Poohutukawa Park to be built at 77 Tahuna Minhinnick Drive will aim for teenagers and young adults to fulfill the needs of all ages in Glenbrook.

Revised concept plan

32. The results from the Auckland Council Have Your Say Survey and the staff’s responses stated above were presented to the local board in a workshop dated 11 February 2025. The advice from the local board members are listed below:

· advocate to bring the Poohutukawa Park project forward under Growth Funding list, which can provide play facilities for older age group

· reallocate seating under new or existing trees for shade

· consider providing a basketball hoop for older children

· consider providing timber logs in addition to boulders for seating

· consider providing a “see-saw swing”.

33. The concept design was revised to address the advice from the local board members as below:

· a basketball hoop was added

· timber log for seats or balancing play was added

· a “see-saw swing” was added to replace the infant swing at the swing set.

34. Additional funding of $140,000 is estimated to be required in future to ensure delivery of all aspects of the project as per concept design, which has been reflected in the FY26 work programme.

35. It is recommended that the local board approve the proposed concept design, as attached to this agenda report (Attachment A), to allow the project to continue to detailed design, procurement and construction.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

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

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

37. It is anticipated that there will be an increase in carbon emission from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as much as possible when delivering the project.

38. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycle), will also be prioritised to ensure minimum impact.

39. Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

40. The proposed concept design has incorporated the use of passive principles and natural infrastructure to provide the required function e.g. shade from trees instead of shade sails, use of natural materials such as sand, rock and timber as much as possible.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41. Council staff from within the Community Directorate (Parks and Community Facilities operational management and maintenance and Parks and Places), Coastal Management, Healthy Waters and Asset Assessment teams have been consulted. They are supportive of the upgrade as it will improve the quality of the asset and reduce the cost of maintenance. Their feedback was incorporated as part of the concept design development process.

42. The project will deliver significant improvements to the facilities and public spaces and meet the needs of the community in Glenbrook, by delivering improvements to the play facilities.

43. Collaboration between teams will be ongoing to ensure that the development of the playspace is integrated appropriately into the operational maintenance and asset management systems once completed.

44. Co-ordination with Coastal Management Team will be ongoing for their seawall renewal project at the southern end of the reserve with construction starting in May 2025 tentatively.

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

Local impacts and local board views

45. Kahawai/Glenbrook Beach Beachfront Playground is located at the south end of the new Kahawai Point development and the west side of the wider Glenbrook area.

46. The project will deliver benefits to the Glenbrook community by providing play facilities to complement with the recently completed Robert Ballance Playground developed by Kahawai Point, and Poohutukawa Park to be started in future years. These 3 playgrounds will provide play facilities to different age groups of children.

47. The draft concept design was initially presented to the local board at a workshop on 5 November 2024, along with assessments including constraints, risks and estimated costs. The local board requested that public engagement be undertaken seeking feedback.

48. The revised concept design, incorporating changes requested by the local board and feedback received from stakeholders, was presented to the local board at a workshop on 11 February 2025. The local board indicated support for the revised concept design at that workshop.

49. The project aligns with the following Franklin Local Board Plan 2023 outcome, detailed in the table below.

Table 2: Franklin Local Board Plan 2023 outcomes and objectives

Outcome

Objective

Our places

Local public places are fit for purpose and affordable, and meet the needs of growing communities

Key initiative - Continue to improve our community facilities to make them fit-for-purpose, safe and accessible for all ages and abilities.

Tauākī whakaaweawe Māori

Māori impact statement

50. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. 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), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

51. The upgrade of the playground discussed in this report will benefit Māori and the wider community by including elements that speak about the cultural and natural heritage of the area.

52. Engagement with mana whenua on this project has been undertaken as part of the consultation process. The concept design was circulated with local iwi by email on 17 July 2024. Feedback from Ngāti Te Ata was received supporting the project in principle, with following specific feedback which has been incorporated into the proposed concept design:

· ensure good stormwater treatment in detailed design

· consider the possibility of a pou sculpture to be installed to convey the historical significance of the site.

53. There will be further opportunities for mana whenua to be involved in the project through the detailed design phase and associated consultation process.

Ngā ritenga ā-pūtea

Financial implications

54. A total budget of $280,000 has been approved by the local board for this project in the following financial years:

Table 3: Approved budget allocation for the project

Budget source	FY21-23	FY23/24	FY24/25	FY25/26	Total ($)
ABS: Local renewals	$2,448	$4,187	$53,165	$69,000	$128,800
Locally-driven initiatives (LDI)	$2,874	$4,916	$62,410	$81,000	$151,200
Total allocated budget	$5,322	$9,103	$115,575	$150,000	$280,000

55. A total budget of $280,000 is allocated for the project over multiple financial years (2021 – 2026), however this allocation does not cover the entire cost of the project.

56. Additional funding of $140,000 is estimated to be required in future to ensure delivery of all aspects of the project as per concept design, which has been reflected in the FY26 work programme. The breakdown of cost estimates to calculate the additional funding is shown below:

Table 4: Breakdown of cost estimates

Items	Amount
Budget left after actual spending	238,839.89
Remaining consultant fee	-20,150.15
Estimated variation of consultant fee for construction supervision	-10,000.00
Estimated construction cost (incl. 10% contingency)	-280,907.00
Estimated cost of pou	-15,000.00
Staff time charges	-28,000.00
Programme time charges	-20,000.00
Total budget left	-135,217.26
Say	140,000.00

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

57. Resource and building consents are required, and the preparation and processing of this consent may have an impact on the time frame for construction.

58. Additional engagement with external stakeholders, iwi and the community will be undertaken as part of the resource consenting phase. There is a risk that individuals or groups within the community may not be in support of the project. This may delay the project and result in additional costs through the resource consent and engagement stages.

59. The following risks and mitigations have been considered:

Table 5: Risks and mitigations for the proposed concept design option

Risks identified	Mitigation
Timeframe
Resource and building consents	Preparation and processing of the consent may have an impact on the time frame for construction. Staff will endeavour to meet the deadlines.
Health & Safety
Public are exposed to unsafe conditions during construction phase	Construction sites will be fenced off to ensure public safety.
Budget
Budget is not adequate	The local board is requested to approve further funding allocation of $140,000 from ABS: Capex – Local Renewal budget, which has been reflected in the FY26 work programme.
Construction
Poor weather during construction may hold up delivery	Construction methodology and programme will be made to allow for wet weather.
Damage to existing paths due to construction works	If damage were to occur, this would have to be remedied at a cost to the project. A small contingency has been factored into the budget to account for this.
Dependencies on any other project / department	Close communication needs to be maintained with Auckland Council Coastal Management Team throughout the project for their seawall renewal works.
Reputational	Public expectation has been raised regarding delivery, according to the feedback provided during consultation. If the plans are not supported, it may lead to community disappointment, as well as contribute to a drop in consultation and engagement of future projects.

Ngā koringa ā-muri

Next steps

60. If the additional funding of $140,000 is approved, the project will commence detailed design and advance to physical works. If the additional funding is not supported, the staff will investigate design alterations with the intention of achieving cost savings.

61. Table 6 below summarises the anticipated next steps and estimated delivery timeframes for the project. The estimated timeframes assume successful and timely completion of each identified project step. Unforeseen delays in the procurement of a design or the resource consent process have the potential to delay completion of the project beyond the identified timeframe.

Table 6: Project phasing and timelines

Project phase	Planned completion timeframe
Resource consent application	May 2025
Detailed design Once the concept design option is approved by the local board, the development of the detailed design can be progressed. Additional community engagement and collaboration with iwi will be undertaken a part of this phase.	May 2025
Building consent application	June 2025
Procure physical works contractor The tender will be submitted to a suitable contractor as per the procurement guidelines.	July 2025
Physical works An accurate commencement date and the duration of the physical works is not known at this time and will be confirmed at a later stage, but is envisaged between the dates specified.	September 2025 – May 2026

62. Progress updates on the project will be provided to the local board as part of the Local Board Work Programme quarterly reporting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Proposed Concept Design for Kahawai/Glenbrook Beach Beachfront Playground	37
b ⇩	AK Have Your Say Survey Results	41

Ngā kaihaina

Signatories

Author

Jason Lee, Senior Project Manager (Ops), Parks and Community Facilities

Authorisers

Eli Nathan - Head of Area Operations

Manoj Ragupathy - Local Area Manager

Franklin Local Board

22 April 2025

Proposed new community ground lease to Beachlands Boating Club Incorporated at Sunkist Bay Reserve, 60-62 First View Avenue, Beachlands

File No.: CP2025/04482

Te take mō te pūrongo

Purpose of the report

1. To request the Franklin Local Board grant a new community ground lease to Beachlands Boating Club Incorporated for its facilities on Sunkist Bay Reserve located at 60-62 First View Avenue, Beachlands.

Whakarāpopototanga matua

Executive summary

2. Beachlands Boating Club Incorporated seeks a new community ground lease to continue occupation and operation from the group-owned building at Sunkist Bay Reserve, 60‑62 First View Avenue, Beachlands.

3. The club holds a ground lease which reached final expiry on 14 September 2021. The lease is holding over on a month-by-month basis until terminated or a new lease is granted.

4. On 8 June 2023 the 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 taking effect from 1 July 2023.

5. As the group applied for a new lease in March 2023, prior to the annual budget changes, staff suggest that rent remain at $1 per annum in line with the Community Occupancy Guidelines 2012 effective at the time of the application.

6. Maintaining the rent at $1 for the initial term will affect the local board’s ability to increase its revenue.

7. The new lease was identified and approved by the local board as part of its Customer and Community Services: Community Leases Work Programme 2023/2024 at their 25 July 2023 local board meeting (resolution number FR/2023/106 b).

8. The club aims to provide a community hub for water-related activities for all ages in the Pohutukawa Coast area. It provides social activities for community bonding and the development of water-related skills. They support other local clubs, community groups, and initiatives that do not have premises. These activities align with the Franklin Local Board Plan 2023 outcome – Our Community.

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

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

11. The proposed new community ground lease for the building at Sunkist Bay Reserve was publicly notified. The notification appeared in the Pohutukawa Coast Times on 26 January 2024 and the Auckland Council website with a submission deadline of 23 February 2024.

12. Iwi and mana whenua engagement took place in January 2024, no concerns were raised.

13. This report recommends that a new community ground lease be granted to Beachlands Boating Club Incorporated for a term of 10 years commencing 1 May 2025 with one 10-year right of renewal, reaching final expiry on 30 April 2045.

14. 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 Franklin Local Board:

a) karaati / grant, under the Local Government Act 2002, a new community ground lease to Beachlands Boating Club Incorporated for 199 square meters (more or less) located at 60-62 First View Avenue, Beachlands on land legally described as Lot 44 Deposited Plan 619 and Lot 45 Deposited Plan 619 held in Record of Title NA501/79 and NA501/80 (Attachment A), subject to the following terms and conditions:

i) term – 10 years, commencing 1 May 2025, with one 10-year right of renewal, reaching final expiry on 30 April 2045.

ii) rent – $1.00 (plus GST) per annum.

iii) community outcomes plan - to be included as a schedule of the lease agreement (Attachment B)

b) 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 for a new community ground lease

c) tuhi ā-taipitopito / note that public notification and iwi engagement for Auckland Council’s intention to grant a new community ground lease has been undertaken.

Horopaki

Context

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

16. Franklin Local Board approved the Customer and Community Services: Community Leases Work Programme 2023/2024 at its 25 July 2023 meeting (Resolution number FR/2023/106).

17. The progression of this lease was in the work programme. This report considers the new community lease as item 321 in the approved work programme.

Land, building/s and lease

18. Sunkist Bay Reserve is located at 60-62 First View Avenue, Beachlands. The land is held under the Local Government Act 2002 and is made up of two parcels totalling 2,012 square meters (more or less) and is described as:

· Lot 44 Deposited Plan 619 held in Record of Title NA501/79

· Lot 45 Deposited Plan 619 held in Record of Title NA501/80.

19. Beachlands Boating Club Incorporated holds a community lease for the tenant-owned building on the council-owned land situated at Sunkist Bay Reserve.

Figure 1: Beachlands Boating Club, Sunkist Bay Reserve, 62 First View Avenue, Beachlands

20. The leased area is 199 square meters (more or less)as outlined in Attachment A.

21. For a group-owned building, all operational and maintenance costs are borne by the tenant. These costs are funded by membership fees, fundraising and private hire. The club recently re-roofed part of the building and installed an electricity-generating solar panel system.

22. The building is primarily used by the club to provide:

· a community hub for water-related activities

· a facility for social activities for community bonding and development of water-related skills

· a venue for other local clubs, community groups and initiatives, that do not have premises, to host events.

23. These programmes provide a gathering place for the community and a base for the advancement of water-based skills and education.

Beachlands Boating Club Incorporated

24. Beachlands Boating Club Incorporated was established on 3 October 1963 and its primary purpose is to provide a community hub for water-related activities.

25. The club has 260 members and eight part-time volunteers. It opens 10 hours a week during winter and additional hours over summer and supports other local clubs by making its premises available for hire.

26. The following table contains brief details from the 2023 financial statement.

Figure 1: Income and Expenditure year to 30 June 2023

Income for the financial year ended 31 March 2023	Operating Expenditure	Affiliation fees (income)	Income less expenses
$79,112	$78,223	$7,779	$889

27. The club’s greatest expense is for repairs and maintenance $10,396 for the year.

28. The tenant has been operating from this site since 1963. Over the years, the building has been maintained by the tenant. Most recently, the tenant arranged partial re‑roofing of the building.

29. The club’s current community lease with the council commenced on 15 September 2001. It was renewed for 10 years on 14 September 2011 which expired on 14 September 2021. The lease 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

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

Public notification and engagement

31. 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.

32. The proposed new community lease was publicly notified. The notification appeared in the Pohutukawa Coast Times on 26 January 2024 and the Auckland Council website with a submission deadline of 23 February 2024.

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

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

Assessment of the application

35. The club has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver boating and water-related activities.

36. The club has provided financials showing accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

37. The club has all necessary insurance cover, including public liability and building insurance, in place.

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

39. The club has also undertaken improvements including partial re-roofing and installation of a solar panel electricity generation system.

40. The club provides a valuable service to the local community by offering a base for water-related activities for all ages in the Pohutukawa Coast area. It provides a hub for social activities for community bonding and the development of water-related skills, and supports other local clubs, community groups, and initiatives that do not have premises.

41. The club has a longstanding relationship with its community and has been established for more than 60 years. The consequence of not granting a lease will affect over 250 members and other clubs/groups that use this club’s facilities.

42. A community outcomes plan has been drafted to identify the benefits the club 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.

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

44. Staff recommend that a new community lease be granted to Beachlands Boating Club Incorporated for a term of 10 years commencing 1 May 2025 as per the recommendations with one 10-year right of renewal, reaching final expiry on 30 April 2045.

Tauākī whakaaweawe āhuarangi

Climate impact statement

45. It is anticipated that continued use of the park will not increase greenhouse gas emissions.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. Council staff from within the Community Directorate have been consulted. They are supportive of the proposed lease as it will include positive outcomes.

48. 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

49. The proposed lease will benefit the Franklin Local Board community area by enabling initiatives that promote water-related activities and providing other groups and members of the community with premises to hire.

50. The delivered activities align with the Franklin Local Board Plan 2023 outcome:

51. Our places - Make changes to our current facilities network so that our parks, libraries, community halls and recreational facilities are fit for purpose, and deliver to future need and budget constraints.

Tauākī whakaaweawe Māori

Māori impact statement

52. Iwi engagement, as per Section 4 of the Conservation Act 1987, about the council’s intention to grant this new community lease was undertaken in January 2024 with all 18 iwi groups identified as having an interest in the land. The engagement involved an email to all iwi identified as having an interest in the area (Attachment C), containing detailed information on the land, the lessee and the lease proposal.

53. No submissions or objections were received from the iwi and mana whenua groups.

54. The tenant has agreed, via the community outcomes plan, to deliver Māori outcomes that reflect their local community (see Attachment B). The lease will benefit Māori and the wider community through health and well-being. The 2023 census indicates that Māori make up 16.6 per cent of the total Franklin population. The tenant’s application records that 15 per cent of its members identify as Māori.

Ngā ritenga ā-pūtea

Financial implications

55. All costs relating to the public notification of the council’s intention to grant the proposed lease were carried by the Parks and Community Facilities Department of council.

56. Staff consulted with council’s Local Board Financial Advisory team. No concerns were raised regarding the financial implications of the new lease.

57. Ongoing maintenance of the asset will continue to be covered by the tenant. This is accounted for in current and future budgets.

58. Auckland Council’s governing body approved the 2023/2024 annual budget on 8 June 2023. This included changes to the rental, maintenance and operational charges levied under the Community Occupancy Guidelines. Local boards have the discretion to increase the annual rent from $1.00 to $1,300.00 (plus GST) effective from 1 July 2023. The annual maintenance or operational charges for tenants of council-owned buildings also increased.

59. Staff recommend that the fees and charges applicable for applications received before 1 July 2023 (the implementation date of the new charges) remain at the 2012 level. This application was received in March 2023.

60. If the board chooses to retain the rent at $1.00, there is no requirement for the board to top up the community lease revenue budget. However, the board will not have the benefit of the additional revenue of $1,300 per annum over the initial term. Under the general terms of community leases, the rent may be reviewed on renewal in 2035. Alternatively, in the event of a policy change, the rent may be reviewed at the anniversary date of the lease (1 May each year); as stipulated under Auckland Council’s standard lease terms and conditions.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

61. Should the local board resolve not to grant the proposed community lease, the club’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.

62. The new lease gives the club security of tenure, enabling them to attend to the scheduled maintenance of the facility.

Ngā koringa ā-muri

Next steps

63. If the local board resolves to grant the proposed new community ground lease, staff will work with Beachlands Boating Club Incorporated to finalise the lease agreement in line with the local board's decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site plan - Sunkist Bay Reserve, Beachlands	75
b ⇩	Community outcomes plan - Beachlands Boating Club Incorporated	77
c ⇩	Iwi notified of the proposed new community lease	79

Ngā kaihaina

Signatories

Author

Jenny Young - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Manoj Ragupathy - Local Area Manager

Franklin Local Board

22 April 2025

Franklin Play Plan 2025

File No.: CP2025/05788

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The Franklin Play Plan 2025 provides Franklin 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 Franklin 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 Franklin 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 Franklin Local Board adopt the Franklin Play Plan 2025 and use it as a resource for the future development of play.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) whai / adopt the Franklin 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 Franklin 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 $10,000 was allocated.

10. In the 2023/2024 work programme, staff committed to delivering a ‘play plan’ for Franklin 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 Franklin Play Plan 2025 was circulated to the local board in December 2024. Staff attended a local board workshop in February 2025 to receive elected member feedback, which was incorporated into the final draft. 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 Franklin Play Plan 2025 (‘the play plan’) is aligned with the Franklin 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 Franklin 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 Franklin, 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 Franklin Play Plan 2025, which is action-focused; and the Franklin 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 Franklin 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 Franklin. Analysis of the local board’s demographic data has contributed to staff advice to Franklin Local Board.

Tauākī whakaaweawe Māori

Māori impact statement

27. The play plan references the Māori outcomes identified in the Franklin 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 Franklin 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 Franklin Play Plan 2025 will be revised on a three-year basis, to ensure it remains aligned with the Franklin Local Board’s local board plan.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Franklin Play Plan 2025 (Under Separate Cover)
b ⇨	Franklin Play Plan 2025 Supplementary Information (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Jacquelyn Collins - Play Portfolio Lead

Authorisers

Pippa Sommerville - Manager Sport & Recreation

Manoj Ragupathy - Local Area Manager

Franklin Local Board

22 April 2025

Southern Rural Strategy

File No.: CP2025/06074

Te take mō te pūrongo

Purpose of the report

1. To seek feedback from the Franklin Local Board on the final draft of the Southern Rural Strategy.

Whakarāpopototanga matua

Executive summary

2. The Southern Rural Strategy (Attachment A) provides a vision and a framework to guide growth and development in Auckland’s southern rural area over the next 30 years. The Planning, Environment and Parks Committee endorsed the preparation of the draft Southern Rural Strategy in April 2024.

3. After seeking feedback and support from Franklin Local Board, staff engaged with 38 interest groups in May-July 2024. Feedback from this early engagement informed the development of the draft Southern Rural Strategy.

4. Public consultation on the Southern Rural Strategy consultation draft was held for four weeks from 29 October to 1 December 2024.

5. Staff analysed the public feedback in early 2025 and have considered the feedback in developing a final draft.

6. Key changes to the consultation draft included:

· an outcome-based strategic framework (Part 4)

· a refined spatial response section and map (Part 5) with a clearer representation of the role and function of rural settlements in 30 years

· a new part (Part 6) focusing on implementation, monitoring, and review

7. In addition, minor changes were made to the document to either reflect new information, respond to consultation feedback or improve clarity.

8. Feedback from the Franklin Local Board on the final draft will be considered in the version for adoption.

9. Staff will seek adoption of the final Southern Rural Strategy at the Policy and Planning Committee in May 2025.

Ngā tūtohunga

Recommendation/s

That the Franklin Local Board:

a) Provide feedback on the final draft of the Southern Rural Strategy.

Horopaki

Context

10. The need for a rural strategy (starting with the southern rural area) is identified in the Future Development Strategy 2023-2053 (FDS) (resolution number PEPCC/2023/144) https://www.aucklandcouncil.govt.nz/plans-projects-policies-reports-bylaws/Documents/future-development-strategy.pdf

11. The Planning, Environment and Parks Committee endorsed the preparation of the draft Southern Rural Strategy in April 2024 (resolution number PEPCC/2024/27).

12. Staff engaged with around 38 interest groups in the southern rural area which informed the preparation of the Southern Rural Strategy consultation draft.

13. Public consultation, under the Special Consultative Procedure, took place from 29 October to 1 December 2023.

14. The draft strategy was available on the AK Have Your Say webpage and in the Waiuku, Papakura and Pukekohe libraries. Advertisements of the public consultation were published in local newsletters and in Our Auckland, and an article was featured on the Stuff website.

15. The consultation included:

· three ‘drop-in’ Have Your Say events at the Waiuku, Papakura, and Pukekohe libraries

· staff joined three community group meetings to receive feedback from members of these groups.

16. In total, 65 submissions were received.

Tātaritanga me ngā tohutohu

Analysis and advice

17. The Southern Rural Strategy (the strategy) provides a vision and direction for where and how Auckland’s southern rural area can grow and change over the next 30 years in a way that promotes liveable communities, rural production and resilience. As the first subregional strategy, the Southern Rural Strategy plays a key role in implementing the Future Development Strategy 2023 -2053.

18. By 2052, Tāmaki Makaurau is anticipated to grow by around 600,000 people and 240,000 households. Growth in the southern rural area is anticipated to account for 15 per cent of this growth.

19. This growth will put pressure on rural industries, highly productive land, the environment, communities and already constrained infrastructure. It may also create demand for infrastructure where there are no plans for the provision of public infrastructure which in turn may limit the ability for some settlements to grow. A strategy provides a coordinated approach to address these pressures.

20. The strategy applies to Auckland’s southern rural area which spans from the Manukau Harbour in the west to the Hauraki Gulf and the Firth of Thames in the east. The southern rural area includes the entire Franklin Local Board area with the addition of adjacent rural land within the Howick, Manurewa, and Papakura Local Boards. While the area located inside Rural Urban Boundary at Drury, Ōpaheke, Pukekohe, Paerātā is within the southern rural area, this strategy does not provide direction for their future growth and development as this is addressed through other planning processes including structure plans and plan changes.

21. Most growth in the Franklin Local Board area during the next 30 years is anticipated to take place in the future urban areas of Drury, Pukekohe and Paerātā and through intensification of Pukekohe’s existing urban area. Waiuku and Beachlands serve as key rural coastal towns, supporting the wider western and eastern areas.

22. Importantly, the strategy does not identify additional land for future urban zoning, nor does it change the timing of existing future urban zoned land in these areas.

23. The key components of the strategy are the strategic framework and the spatial response. The strategic framework (Part 4) sets out the long-term vision and direction to accommodate the anticipated growth and development of the southern rural area. The framework is structured around five interrelated themes, each with an outcome that reflects the desired state for the area and directions that set out a pathway to achieving this outcome.

24. The spatial response (Part 5) demonstrates the future role and function of settlements, as well as the high-level land uses of rural areas beyond these settlements.

Public consultation

25. In total 65 submissions were received during the consultation period. Of these:

· 46 responses were from individuals

· 19 responses were from organisations.

26. Question 1 “What do you think of our approach to focus most of growth in existing rural towns and villages?” received the following high-level responses:

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AI-generated content may be incorrect.

27. Overall, the majority of submissions supported the approach for growth in the southern rural area, with slight difference between individuals and organisations.

28. Question 2 “When considering the areas of resilience outlined above, how resilient do you think your local community is?” received the following ranking:

A graph of percentages

AI-generated content may be incorrect.

29. The public considered social connectedness and knowledge/skills/awareness to be the most resilient aspects in the southern rural area.

30. The second most resilient aspects were economy/employment and housing, while the least resilient or very vulnerable aspect was considered to be community infrastructure.

31. Question 3 “What are the most critical issues that you think should be prioritized in your area?” (respondents could chose up to 3 options)

A purple and white bar graph

AI-generated content may be incorrect.

32. Submitters were most concerned about transport, including:

· road maintenance (20%)

· public transport provision (17%)

· traffic congestion (14%)

· road usability and safety (14%)

33. Other issues submitters were concerned about but to a lesser degree:

· environmental impacts of infrastructure (12%)

· adequate provision of wastewater services (8%)

· reliable and safe drinking water provision (7%)

· flooding (4%)

· the negative social and environmental impacts of wastewater (4%)

34. Question 4 “Do you have any other feedback on the draft southern Rural Strategy?” received a variety of responses regarding all aspects of the strategy including locations of growth, projected growth numbers, capacity calculations, and transport and infrastructure provision-related matters.

35. Most comments received reiterated points relating to previous questions. Some comments were coded against multiple themes.

36. The feedback organized by key themes were:

A graph with numbers and percentages

AI-generated content may be incorrect.

37. A further 9% of the responses related to the strategy document itself (e.g., structure, data, appendices, etc.)

38. A more detailed report summarising the consultation feedback is available in Attachment B.

Changes to the draft Southern Rural Strategy

39. Staff has considered public and internal feedback and have reviewed and amended the strategy.

40. The final draft strategy has four major changes:

· The five themes within the strategic framework in Part 4 remained unchanged from the consultation draft, however, the structure and content under each theme has been reworked for clarity and to ensure a clear focus and direction for each theme.

· The updated spatial response section and map in Part 5 has been refined to present a clearer representation of the future role and function of rural settlements and the role of rural areas outside of settlements.

· A new section, Part 6, sets out the anticipated next steps, partnerships, implementation, monitoring and review needed to give effect to the outcomes and directions detailed within Part 4 – Strategic framework.

· Since the drafting of the consultation draft version of the Southern Rural Strategy, Plan Change 88 (Beachlands) has been settled at the court and the development was adopted by the Policy and Planning Committee at their 12 December 2024 meeting (Resolution Number PEPCC/2024/137). This is now acknowledged in the final draft strategy.

41. In addition, there are smaller changes throughout the final draft. These include:

· new document structure to make the strategy easier to read and understand

· refined maps to focus on key aspects

· reworked capacity and anticipated growth figures using a consistent dataset

· Improved and simplified appendices including the settlement profiles in Appendix B of the strategy.

42. The revised Southern Rural Strategy is available in Attachment A and the summary of changes to the strategy can be found in Attachment C.

Implementation, monitoring, and review of the Southern Rural Strategy

43. Implementation of the Southern Rural Strategy is principally the responsibility of the council; however, it will require coordinated actions across a range of stakeholders.

44. Monitoring the implementation of this strategy will be incorporated into the current annual process for reporting on the Future Development Strategy.

45. This strategy will be considered as part of the Future Development Strategy three-yearly review to determine if an update is needed, as required under the National Policy Statement on Urban Development.

Tauākī whakaaweawe āhuarangi

Climate impact statement

46. The council adopted Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in 2020. The plan provides a long-term approach to climate action, with a target to halve regional greenhouse gas emissions by 2030 and reach to net zero emissions by 2050. It also calls for a precautionary approach to adaptation.

47. The southern rural area is particularly vulnerable to the impacts of climate change given its vast coastline and significant flood plains.

48. The approach taken in the draft Southern Rural Strategy predominantly focuses on the containment of growth within the existing urban extents of settlements. This is to, among other reasons, limit further exposure to climate impacts and allow adaptation efforts to be focused in areas most at risk.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

49. The strategy will help to inform ongoing council work, including other plans and strategies that may have an impact on the southern rural area. It is also linked with the council’s Long-term Plan that sets out its investment plan for all of Tāmaki Makaurau, including the rural south. Preparation of the final draft of the strategy has included information, expertise and involvement of staff from across the council and its Council-controlled organisations, including:

· Watercare

· Auckland Transport

· Tātaki Auckland Unlimited

· Relevant internal teams and departments.

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

Local impacts and local board views

50. A workshop was held in February 2024 with Franklin Local Board and in March 2024 with Papakura Local Board. Both local boards expressed their interest in being involved in the development of the draft Southern Rural Strategy and provided feedback on the project scope.

51. Papakura Local Board deferred to being represented by Franklin Local Board in the draft Southern Rural Strategy Working Group, as stated in their 28 February Local Board Resolutions [resolution Number PPK/2024/15].

52. Howick Local Board did not wish to be included in the process of preparing the draft Southern Rural Strategy but wished to be kept informed.

53. Manurewa Local Board deferred to being represented by Franklin Local Board in the draft Southern Rural Strategy Working Group, as stated in their 10 March 2025 Local Board Resolutions [resolution Number MR/2025/34].

54. Franklin Local Board Chair and Deputy Chair expressed their interest to be included in the Southern Rural Strategy Political Working Group, as stated in their 27 February 2024 Local Board Meeting Resolutions [Resolution Number FR/2024/14]. The first working group meeting took place on 11 September 2024, and the second meeting on 11 April 2025.

55. Staff from Franklin Local Board helped with local interest group engagement. The engagement meetings took place during May and June 2024.

56. A second workshop, with Franklin Local Board was held on 3 September 2024. This workshop focused on local interest group feedback and the key challenges identified in the draft strategy.

57. Following the September workshop Franklin Local Board provided input into the content of the consultation draft Southern Rural Strategy in their 24 September 2024 Local Board Meeting Resolutions [Resolution Number FR/2024/147].

58. This report provides the opportunity for Franklin Local Board to give their feedback on the final draft strategy, after considering community feedback.

Tauākī whakaaweawe Māori

Māori impact statement

59. The council has committed to achieving Māori outcomes through Kia Ora Tāmaki Makaurau, influenced by the Māori Plan and Issues of Significance, and Auckland Plan 2050. These documents provide guidance in understanding the priority areas for Tāmaki Makaurau Māori and a number of these priority areas are relevant to the preparation of the draft Southern Rural Strategy, for example:

· involving Māori early in the decision-making process

· Māori housing aspirations

· protection of existing natural resources

· allowing for kaitiakitanga

· benefits to Māori, for example, housing, economic opportunities, and improved access

· impacts of climate change, for example, on marae, whānau, and sites of significance

· opportunities to showcase Māori identity.

60. In early 2024 initial meetings were held with nine iwi whose rohe include any part of the southern rural area were held. Engagement with those who have expressed interest has been ongoing to guide the development and refinement of the draft Southern Rural Strategy.

61. Engagement and review of iwi documents and previous feedback has helped identify some of the issues, challenges and opportunities for growth and development in the southern rural area over the next 30 years.

62. Staff reviewed Iwi Management Plans, iwi environmental documents, and iwi input into previous council engagements on Te Tāruke-ā-Tāwhiri, Auckland’s Water Strategy and Thriving Communities Strategy, and this contributed to shaping the draft strategy.

63. Changes to the consultation draft strategy have been made to reflect feedback received around how the document talks about the partnership between iwi and Auckland Council, the importance of te taiao (the natural world), the history of the rural south and concerns around development impacts on awa (rivers and streams) and sites of cultural significance.

Ngā ritenga ā-pūtea

Financial implications

64. There are no financial implications from the local board providing feedback on the final draft strategy. Feedback will be manged by existing internal staff, and there will be no additional or external costs incurred.

65. Adoption of the strategy will have no new financial implications as it is aligned with the FDS that prioritised locations for investment and this prioritisation guided capital and operational spending in the Long-term Plan 2024-2034. The next steps identified in the strategy are linked to existing council and CCO work programmes and will therefore be completed using existing resources.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

66. There are risks associated with the final draft of the Southern Rural Strategy, however these must be weighed against the opportunity costs of not having an appropriate framework in place to manage growth and development in Auckland’s southern rural area. These include:

Risk	Assessment	Mitigation/Control measures
The Southern Rural Strategy does not reflect upcoming changes from central government.	High risk Central government have proposed changes as part of their ‘Going for Housing Growth’ reform that may impact the content.	Staff will monitor any further announcements from central government between now and seeking adoption. Any legislative changes will be considered as part of finalising the strategy. Following adoption future legislative changes will be considered as part of the strategy review process.
The council does not adopt the Southern Rural Strategy in time to inform the next FDS review.	Low Risk The NPS-UD requires Auckland Council to prepare an FDS in time to inform the LTP.	The next Future Development Strategy should be adopted in time to inform the next Long-term Plan (2027). Delay in the adoption of the Southern Rural Strategy may in turn delay the FDS review and update (as required).
The Southern Rural Strategy does not identify new growth areas	Low Risk Some feedback suggested that new areas for development should be identified.	This strategy, along with the FDS 2023, considered the need for new growth areas and any future changes to identified growth areas will be considered through FDS updates.

Ngā koringa ā-muri

Next steps

67. Feedback from the Franklin Local Bord will be reviewed and considered as staff finalise the Southern Rural Strategy for adoption.

68. The final Southern Rural Strategy will be taken to the 15 May 2025 Policy and Planning Committee to seek adoption.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Southern Rural Strategy - final draft April 2025 (Under Separate Cover)
b ⇩	Southern Rural Strategy - Summary of feedback	95
c ⇩	Summary of changes to the Southern Rural Strategy consultation draft	119

Ngā kaihaina

Signatories

Author

Eva Zombori - Senior Strategic Advisor

Authorisers

Louise Mason - General Manager Policy

Manoj Ragupathy - Local Area Manager

Franklin Local Board

22 April 2025

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

File No.: CP2025/06541

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 Franklin 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

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	139
b ⇩	Eke Panuku Franklin projects overview – as outlined in agreed local board engagement plan 2024-2025	157

Ngā kaihaina

Signatories

Authors

John Nash - Programme Manager

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Manoj Ragupathy - Local Area Manager

Franklin Local Board

22 April 2025

Public feedback on proposal to amend dog policy and bylaw

File No.: CP2025/06529

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 to the agenda report, and a copy of all public feedback related to the local board area 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 Franklin 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^{^[1]} 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 392 people from the Franklin Local Board area provided feedback to the proposal.

25. There was majority support for the proposal to limit the number of dogs walked and proposals to reorganise, simplify and clarify Policy and Bylaw content, split support for proposals to change or clarify dog access rules at Hunua Ranges, Tāpapakanga, Ambury and Muriwai Regional Parks, and majority opposition for 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 1 – 13)		Local board feedback		Auckland-wide feedback
Topic (Proposals 1 – 13)		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)	58 per cent	41 per cent	33 per cent	66 per cent
P2	Auckland Botanic Gardens	37 per cent	58 per cent	34 per cent	62 per cent
P3	Hunua Ranges Regional Park	42 per cent	48 per cent	33 per cent	56 per cent
P4	Long Bay Regional Park	21 per cent	76 per cent	26 per cent	70 per cent
P5A	Mahurangi Regional Park East	23 per cent	73 per cent	27 per cent	62 per cent
P5B	Mahurangi Regional Park West	22 per cent	70 per cent	28 per cent	60 per cent
P5C	Mahurangi Regional Park Scott Point	24 per cent	72 per cent	29 per cent	61 per cent
P6	Pākiri Regional Park	14 per cent	77 per cent	15 per cent	81 per cent
P7	Shakespear Regional Park	29 per cent	68 per cent	39 per cent	51 per cent
P8	Tāpapakanga Regional Park	43 per cent	47 per cent	34 per cent	55 per cent
P9	Te Ārai Regional Park	23 per cent	65 per cent	18 per cent	76 per cent
P10	Waitawa Regional Park	39 per cent	55 per cent	30 per cent	61 per cent
P11	Whakanewha Regional Park	35 per cent	65 per cent	35 per cent	51 per cent
P12A	Ambury Regional Park	47 per cent	47 per cent	37 per cent	55 per cent
P12B	Muriwai Regional Park	44 per cent	47 per cent	46 per cent	47 per cent
P12C	Tāwharanui Regional Park	39 per cent	52 per cent	43 per cent	45 per cent
P12D	Wenderholm Regional Park	35 per cent	55 per cent	42 per cent	44 per cent
P13A	Restructure the policy to more clearly show its goal, focus areas, council actions, and rules	79 per cent	11 per cent	71 per cent	17 per cent
P13B	Clarify rule that all dogs classified as menacing must be neutered	87 per cent	10 per cent	81 per cent	13 per cent
P13C	Clarify who can provide behavioural assessments in relation to menacing dog classifications	92 per cent	2 per cent	83 per cent	6 per cent
P13D	Clarify what areas in Auckland require a license to keep multiple dogs on a property	85 per cent	8 per cent	74 per cent	17 per cent
P13E	Clarify how dog access rules are set	85 per cent	8 per cent	75 per cent	13 per cent
P13F	Clarify Auckland-wide dog access rules	88 per cent	8 per cent	76 per cent	17 per cent
P13G	Clarify or correct errors in Policy Schedule 2: Dog access rules	73 per cent	9 per cent	67 per cent	12 per cent
P13H	Remove outdated information in Policy Schedule 2: Dog access rules	80 per cent	9 per cent	80 per cent	9 per cent
P13I	Update dog access rules for Tūpuna Maunga (ancestral mountains)	57 per cent	19 per cent	49 per cent	26 per cent
P13J	Remove outdated or duplicate bylaw content	84 per cent	5 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 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

30. 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.

31. 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

32. 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

33. The Dog Policy and Bylaw impact local governance and are of high interest.

34. 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).

35. This report provides an opportunity to give local board views on how the Governing Body Dog Policy and Bylaw Panel shou A total of 392 people from the Franklin Local Board area provided feedback to the proposal.

36. There was majority support for the proposal to limit the number of dogs walked and proposals to reorganise, simplify and clarify Policy and Bylaw content, split support for proposals to change or clarify dog access rules at Hunua Ranges, Tāpapakanga, Ambury and Muriwai Regional Parks, and majority opposition for the remaining proposals to change or clarify dog access rules at other regional parks.

37. 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.

38. While some proposals may not be supported, public feedback also seeks alternatives other than the status quo. For example: