Agenda of Albert-Eden Local Board - Thursday, 24 April 2025

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Albert-Eden Local Board:

a) whakaū / confirm the minutes of its ordinary meeting held on Thursday, 27 March 2025, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

6.1 Acknowledgement - Point Chevalier to Westmere Improvements project

Te take mō te pūrongo

Purpose of the report

1. For the local board to note a formal acknowledgement on the meeting agenda.

Whakarāpopototanga matua

Executive summary

2. The local board acknowledges the early completion, in March 2025, of the Point Chevalier to Westmere Improvements project, and the collaborative approach taken by stakeholders in completing the project ahead of schedule.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) acknowledge the early completion in March 2025 of the Point Chevalier to Westmere Improvements project, noting that the project was scheduled for completion in June 2025 and includes safer cycling facilities, new footpaths, safer pedestrian crossings, major stormwater upgrades and a full rebuild of Meola Road, and thank Dempsey Wood, the Point Chevalier to Meola Community Liaison Group (CLG) members, Auckland Transport and the Point Chevalier community for a collaborative approach to a very challenging period of disruption during construction.

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Albert-Eden Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - Hengi Fusitu'a - Marist Rugby League Football Club Auckland

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Hengi Fusitu'a - Marist Rugby League Football Club Auckland, to deliver a presentation during the Deputation segment of the business meeting

Whakarāpopototanga matua

Executive summary

2. Hengi Fusitu'a - Marist Rugby League Football Club Auckland, will be in attendance to present to the local board a presentation regarding the club’s future plans and timelines.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Hengi Fusitu'a - Marist Rugby League Football Club Auckland, for his attendance and presentation regarding the club’s future plans and timelines.

9 Te Matapaki Tūmatanui | Public Forum

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

9.1 Public Forum - David Riley – Oceana Literacy Trust

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for David Riley – Oceana Literacy Trust, to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. David Riley – Oceana Literacy Trust, will be in attendance to present to the local board a brief presentation thanking the board for its local grant support (provided to ‘Oceana Literacy Trust’, last October 2024, during the Local Grants Round One 2024/2025), and to provide the board with an update on the ‘Kainga Pukapuka - Home Libraries’ project.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) David Riley – Oceana Literacy Trust, for his attendance and presentation regarding ‘Kainga Pukapuka - Home Libraries’ project, and acknowledgement of the board’s Local Grant Round One 2024/2025 grant support.

Attachments

a Presentation re. 'Kainga Pukapuka - Home Libraries' project.......................................................................... 235

9.2 Public Forum - Jon Carapiet - Auckland GE-free Coalition

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Jon Carapiet - Auckland GE-free Coalition (AGEFC), to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Jon Carapiet - Auckland GE-free Coalition (AGEFC), will be in attendance to deliver to the local board a brief presentation outlining community interest in the current Unitary Plan precaution on local risks of gene technology.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Jon Carapiet - Auckland GE-free Coalition (AGEFC), for his attendance and Public Forum presentation outlining community interest in the current Unitary Plan precaution on local risks of gene technology.

9.3 Public Forum - Ashleigh Harvey, Burnett Foundation’s Big Gay Out

Te take mō te pūrongo

Purpose of the report

1. To enable an opportunity for Ashleigh Harvey - Partnership & Philanthropy Lead, Burnett Foundation, to deliver a presentation during the Public Forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Ashleigh Harvey - Partnership & Philanthropy Lead, Burnett Foundation, will be in attendance to acknowledge and thank the local board for its continued support to the Burnett Foundation, and enabling the foundation to continue to successfully deliver the annual ‘Big Gay Out’ event over the past several years.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) thank Ashleigh Harvey - Partnership & Philanthropy Lead, Burnett Foundation, for her attendance and Public Forum presentation acknowledging and thanking the local board for its continued support to the Burnett Foundation which has enabled the foundation to successfully deliver the annual ‘Big Gay Out’ event over the past several years.

10 Ngā Pakihi Autaia | Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

Albert-Eden Local Board

24 April 2025

Albert-Eden Local Grants Round Two 2024/2025 grant allocations

File No.: CP2025/05520

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline the applications received for Albert-Eden Local Grants Round Two 2024/2025.

Whakarāpopototanga matua

Executive summary

2. The Albert-Eden Local Board adopted the Albert-Eden Local Board Community Grants Programme 2024/2025 on 24 April 2024 (Attachment A). The document sets application guidelines for contestable grants.

3. This report presents applications received for the Albert-Eden Local Grants Round Two 2024/2025 (Attachment B).

4. The local board has set a total community grants budget of $140,805 for the 2024/2025 financial year. A total of $90,487 was allocated in the previous grant rounds. There was a reallocation of $1,700 from the Events Partnerships Fund to the Community Grants budget (AE/2025/14). This leaves a total of $52,018 to be allocated to one local grants and one quick response round.

5. Forty-six applications were received for Local Grants Round Two 2024/2025, requesting a total of $310,147.33.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) agree to fund, part-fund or decline each application in Albert-Eden Local Grants Round Two 2024/2025 listed in the following table:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2501-201	The Auckland Table Tennis Association Incorporated	Sport and recreation	Towards the coaching, roof repair and insurance costs.	$8,000.00	Eligible
LG2501-202	New Zealand Council of Victim Support Groups Incorporated	Community	Towards operational front-line service delivery costs.	$8,000.00	Eligible
LG2501-203	The Girl Guides Association New Zealand Incorporated	Community	Towards the purchase of outdoor equipment including six tents, two cookers, 5 dome tents and one shade dome with sun walls.	$8,000.00	Eligible
LG2501-205	Everyone's English Limited	Arts and culture	Towards the learning resources, website development, and social media marketing costs from 14 July to 12 December 2025.	$3,313.00	Eligible
LG2501-206	Shager Ethiopian Entertainment NZ (SEEENZ) Incorporated	Community	Towards venue hire and tutors' wages for the Ethio-Kiwi Kids after-school programme.	$3,000.00	Ineligible
LG2501-207	Marist Rugby League Football Club Auckland Incorporated	Sport and recreation	Towards the purchase of equipment, two marquees, groceries and bouncy castle hire.	$8,000.00	Eligible
LG2501-211	Kelly McCormack	Community	Towards venue hire and marketing costs.	$1,000.00	Ineligible
LG2501-212	Auckland Kindergarten Association	Community	Towards the installation of new fencing for the "Pathway Safety Upgrade" project.	$6,620.00	Eligible
LG2501-216	Age Concern Auckland Trust	Community	Towards the costs of service delivery of 24 friendship group sessions to vulnerable elders living in the Albert Eden local board area, including salaries, venue hire, craft materials, refreshments, volunteer training, registration, promotional materials and outreach activities from 5 May 2025 to 4 May 2026.	$8,000.00	Eligible
LG2501-218	Communicare CMA (Auckland) Incorporated	Community	Towards the weekly venue hire cost of the Communicare Friendship Centre at the Wesley Methodist Church.	$8,610.00	Ineligible
LG2501-220	Epsom/Remuera Croquet Club Incorporated	Sport and recreation	Towards the annual refurbishment of their lawns.	$8,000.00	Eligible
LG2501-221	Kra Koto Kra limited	Events	Towards the audio and staging cost for the "Festival of Rhythm" event on 17 January 2026.	$8,000.00	Eligible
LG2501-222	Greenwoods Village Epsom Business Association Incorporated	Events	Towards the cost of delivering Greenwoods Corner Epsom Spring Festival 2025, a family-friendly festival on 20 September 2025, including the costs of equipment, stage, decoration, props, P.A. system, entertainers, promotion, marketing, event management, crew and consumables.	$5,836.57	Eligible
LG2501-223	Mount Albert Ramblers Softball Club Incorporated	Sport and recreation	Towards batting tees, softballs, scoring books, cones and softball bats.	$1,782.00	Ineligible
LG2501-225	MPHS Community Trust	Environment	Towards facilitation, catering, marketing, and printing costs for the "Albert-Eden Zero Waste Festival 2025".	$8,000.00	Eligible
LG2501-226	Action Education Incorporated	Arts and culture	Towards the facilitator fees, travel, administration, equipment, and resources to deliver 20 spoken word poetry workshops.	$5,000.00	Ineligible
LG2501-227	Bhartiya Samaj Charitable Trust	Community	Towards venue hire, counselling, volunteer support, video and photography, and transport costs for financial management and elder abuse cases from 1 May 2025 to 30 April 2026.	$8,000.00	Eligible
LG2501-230	Knox Home Trust	Community	Towards the wages of both the Kaiawhina role and the Lifestyle and Leisure Coordinator.	$8,000.00	Eligible
LG2501-231	Roskill Together Trust	Environment	Towards the cost of running three business programmes, marketing, and reporting.	$7,990.00	Ineligible
LG2501-232	Learning At The Point Community Kindergarten Incorporated	Community	Towards instructor's fees, performances, foam pit hire, Ferris wheel rental, Matariki Dome, henna artist, face painters, Disco jockey and performers' fees for all the community events from 13 June to 12 December 2025.	$8,000.00	Eligible
LG2501-233	NZ Ethnic Women Incorporated	Community	Towards the purchase of four sewing machines, materials, and instructor wages to run a free and accessible sewing program in Waterview for women.	$8,000.00	Eligible
LG2501-234	Big Buddy Mentoring Trust	Community	Towards office rent, radio advertising, mentor manager wage and psychological screening costs for programme delivery from 1 July 2025 to 30 June 2026.	$5,000.00	Eligible
LG2501-236	Momentum Charitable Trust	Community	Towards the cost of delivering four one-day life and financial skills programmes to 40 at-risk individuals at the Mt Eden Probation Centre.	$6,780.00	Ineligible
LG2501-237	Mt Albert Tennis Club (Incorporated)	Sport and recreation	Towards affiliation fees, junior coaching and insurance costs from 1 June 2025 to 31 March 2026.	$5,000.00	Eligible
LG2501-238	Point Chevalier Croquet Club Incorporated	Sport and recreation	Towards the purchase of six sets of croquet balls.	$4,110.00	Eligible
LG2501-239	Generations Connect New Zealand	Community	Towards resources, project materials, stationery, facilitator training, administration, insurance, refreshments, print and digital advertising for the "Tūhono Tāngata: Connecting People Across Generations" pilot programme.	$8,000.00	Eligible
LG2501-240	PHAB Association (Auckland) Incorporated	Community	Towards youth workers' wages and transport costs.	$8,000.00	Eligible
LG2501-242	Mt Eden Normal Primary School Board of Trustees	Community	Towards the costs of kitchen cabinetry and cooking appliances.	$8,000.00	Eligible
LG2501-245	Harps Aotearoa Foundation	Arts and culture	Towards venue hire and insurance costs for the "Harps Fest NZ 2026" to be held from 3 to 6 April 2026 at the Dilworth Senior Campus, Newmarket.	$6,660.00	Eligible
LG2501-246	Banana Boat Limited	Environment	Towards the restoration of the community garden, including the costs of the purchase of material to install larger-scale compost systems, garden beds, seedlings, delivery of workshops, promotion, and printed collateral, koha for volunteers and the coordinator and the facilitator's hours.	$8,000.00	Eligible
LG2501-247	Birdcare Aotearoa	Environment	Towards hospital operating expenses, including bird feed, compressed oxygen gas, medication, disposable PPE, broad-spectrum disinfectant, electricity, water, and telephone services.	$7,668.00	Ineligible
LG2501-248	Pt Chevalier Tennis & Squash Club Incorporated	Sport and recreation	Towards the costs of the "Book a Court Access Control system".	$7,154.00	Eligible
LG2501-249	Safe Haven Housing Trust Board	Community	Towards accommodation costs for new asylum seekers, and the Housing Supervisor's travel and vehicle running costs from 1 May to 31 December 2025.	$7,486.00	Eligible
LG2501-250	Auckland Cavy Care Rescue	Community	Towards the replacement and installation of fencing.	$8,000.00	Eligible
LG2501-251	Young Workers Resource Centre Incorporated	Community	Towards the education coordinator's wages.	$7,000.00
LG2501-252	Badminton New Zealand Incorporated	Sport and recreation	Towards the venue hire of the Auckland Badminton Stadium for the "New Zealand Tertiary Badminton Championships" from 3 May to 4 May 2025.	$7,930.00	Eligible
LG2501-253	Tardigrade World Trust	Arts and culture	Towards camera operation, video editing, illustration, reporting, and the necessary applications and tools to produce Episodes 2 and 3 of the "Trash Talk" video channel.	$8,000.00	Eligible
LG2501-254	Anxiety New Zealand Trust	Community	Towards the installation of retrofitted double glazing for five existing windows across three rooms at the St Lukes Clinic.	$7,808.50	Eligible
LG2501-255	New Settlers Family And Community Trust	Community	Towards the coordinator's fees, equipment, resources, purchase of three sewing machines, haberdashery, and repairers' fees (for refugee women) for the fortnightly sessions of NFACT’s mobile repair and upcycling project at the Owairaka Sea Scouts building.	$6,000.00	Eligible
LG2501-257	Re-Creators Charitable Trust	Community	Towards free or subsidised classes of Community Upcycling DIY Workshops in the local board area, including creative tutors, project management, tools, equipment, materials, marketing, prep, travel and administration costs.	$4,960.00	Ineligible
LG2501-258	Playcentre Aotearoa - Morningside Playcentre	Community	Towards the river waterplay set, four books, and a set of eight agricultural tools.	$4,007.26	Ineligible
LG2501-259	The Auckland Irish Society Incorporated	Community	Towards the club's "2025 Community Open Day" on 15 November 2025, including security, kids entertainment, a music band, musicians' fees, bouncy castles, castle supervisors, a water tank hire, set up, and stage.	$6,123.00	Eligible
LG2501-260	New Zealand Nejashi Trust Incorporated	Community	Towards physical activity and wellbeing programme for women.	$10,000.00	Ineligible
LG2501-264	YMCA North Incorporated	Community	Towards the Mt Albert Raise Up Crew’s programme and event delivery costs from 1 June 2025 to 31 May 2026, including volunteer training, team-building activities, camp, uniforms, graduation, recruitment, equipment, resources, event promotion, venue hire, workshop facilitators, prizes, activities, and transport for their youth-led events, workshops, outreach projects, and regular meetings.	$8,000.00	Eligible
LG2501-265	Aotearoa Ethnic Communities Trust NZ	Community	Towards resources, materials, workshop facilitator, marketing, administration, refreshments, and travel costs for a Mobile Migrant Support Programme from 1 May 2025 to 1 May 2026.	$7,809.00	Eligible
LG2501-267	MyLaunchPad Limited	Arts and culture	Towards the artist fees, equipment hires, and promotional materials for the FETU Creative Forum.	$3,500.00	Eligible
Total				$310,147.33

Horopaki

Context

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

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

8. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close any additional accountability requirements.

9. The Albert-Eden Local Board adopted the Albert-Eden Local Board Community Grants Programme 2024/2025 on 24 April 2024 (Attachment A). The document sets application guidelines for contestable grants.

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

11. The local board has set a total community grants budget of $140,805 for the 2024/2025 financial year. A total of $90,487 was allocated in the previous grant rounds. There was a reallocation of $1,700 from the Events Partnerships Fund to the Community Grants budget (AE/2025/14). This leaves a total of $52,018 to be allocated to one local grants and one quick response round.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Community climate action involves reducing or responding to climate change by residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include:

· local food production and food waste reduction

· decreasing use of single-occupancy transport options

· home energy efficiency and community renewable energy generation

· local tree planting and streamside revegetation

· education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

16. Local boards are responsible for the decision-making and allocation of local board community grants. The Albert-Eden Local Board is required to fund, part-fund or decline these grant applications in accordance with its priorities identified in the local board grant programme.

17. Staff will provide feedback to unsuccessful grant applicants about why they have been declined, so they can increase their chances of success in the future.

18. A summary of each application received through Albert-Eden Local Grants Round Two 2024/2025 (Attachment B) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

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

20. Twenty four applicants applying to Albert-Eden Local Grants Round One indicate projects that target Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

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

22. The local board has set a total community grants budget of $140,805 for the 2024/2025 financial year. A total of $90,487 was allocated in the previous grant rounds. There was a reallocation of $1,700 from the Events Partnerships Fund to the Community Grants budget (AE/2025/14). This leaves a total of $52,018 to be allocated to one local grants and one quick response round.

23. Forty-six applications were received for Local Grants Round Two 2024/2025, requesting a total of $310,147.33.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

26. Following the Albert-Eden Local Board allocating funding for round two of local grants, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Albert-Eden Local Board Community Grants Programme 2024/2025	21
b	Albert-Eden Local Board Local Grants Round One 2024/2025 - Grant Applications (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Moumita Dutta - Senior Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Nina Siers - Local Area Manager

Albert-Eden Local Board

24 April 2025

Albert-Eden Local Board Grants Programme 2025/2026

File No.: CP2025/05159

Te take mō te pūrongo

Purpose of the report

1. To adopt the Albert-Eden Grants Programme 2025/2026.

Whakarāpopototanga matua

Executive summary

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

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

4. This report presents the Albert-Eden Grants Programme 2025/2026 for adoption (as provided in Attachment A to this report).

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) adopt the Albert-Eden Grants Programme 2025/2026 in Attachment A.

Horopaki

Context

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

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

7. The proposed local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

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

· any additional criteria or exclusions that will apply

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

9. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. The proposed new Albert-Eden Grants Programme was workshopped with the local board on Thursday, 6 March 2025. Feedback received at the workshop has been incorporated into the proposed grants programme for 2025/2026.

Tauākī whakaaweawe āhuarangi

Climate impact statement

10. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Local board grants can contribute to climate action through the support of projects that address food production and food waste; alternative transport methods; community energy efficiency education and behaviour change; build community resilience and support tree planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

11. The grants programme has no identified impacts on council-controlled organisations and therefore their views were not sought.

12. Based on the main focus of an application, a subject-matter expert from the relevant council unit will provide input and advice. The likely main focus of applications will be arts, community, events, sport and recreation, environment or heritage. As a consequence, there will be an impact of those council teams at a similar level to this financial year.

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

Local impacts and local board views

13. The proposed new Albert-Eden Grants Programme was workshopped with the local board on Thursday, 6 March 2025. Feedback received at the workshop has been incorporated into the proposed grants programme for 2025/2026.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

17. An implementation plan has commenced. The local board grants programme will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Albert-Eden Grants Programme 2025/2026	33

Ngā kaihaina

Signatories

Author

Moumita Dutta - Senior Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Nina Siers - Local Area Manager

Albert-Eden Local Board

24 April 2025

Local Board Transport Capital Fund Projects

File No.: CP2025/07242

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to allocate further funding to local board transport capital funding (LBTCF) projects.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport (AT) seeks decisions for the Local Board Transport Capital Fund (LBTCF) projects that will be progressed through the 2024/25 and 2025/26 year.

3. At its workshop on 12 December 2024, AT informed the local board that it had been allocated $48.7m region wide for the three-year term. This means a consequential increase in the board’s three-year funds from $1.744 to $2.555m for the term.

4. The local board had an available budget of $884,684.

5. At its board meeting on 27 March 2025, the board allocated $400,000 to a signalised mid-block crossing at 62 Mt Albert road and allocated $55,00 as an additional budget for St Andrews intersection project (AE/2025/36).

6. The board sought further information on the remaining candidate projects to assist with its decision making for remaining budget of $429,684.

7. This report submits further information to assist in allocating the remainder of the 2025/26 funds.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) allocate the Local Board Transport Capital Fund to the following projects:

i) 36 Taylors Road crossing $250,000,

ii) Allendale Road traffic calming $130,000, and

iii) Wairere and Kitenui Avenue pedestrian small reactive improvements $49,684.

Horopaki

Context

8. The LBTCF is an AT fund established in 2012 to allow local boards to deliver small projects in their local area that would not normally be prioritised by Auckland Transport.

9. Projects that are funded using the LBTCF must adhere to the following criteria:

· The project must be technically deliverable and within the road corridor

· delivers transport safety

· does not compromise the transport network

· is not part of an asset renewal programme

· projects outside the road corridor can be funded, provided that the project supports the connectivity of cycleways and footpaths within the transport network.

10. Last year, the total budget for all local boards was reduced from the indicative budget of $45m to $29.5m for the 3-year term. After the finalisation of the 2024-2034 Regional Land Transport Plan, this budget was increased to $48.7m of which $17m is approved for the current FY2025 and $20.4m is endorsed for FY2026.

11. Therefore, the indicative budget for the Albert-Eden Local Board has been increased from $1.744m to $2.555m for the 3-year term.

12. The original budget for Albert-Eden Local Board’s allocation of LBTCF for the 2022–2025 political term was $2,607,106.61. The local board allocated this funding to a range of projects in November 2023 (AE/2023/180), which have been workshopped, reported on and delivered by AT.

13. At the workshop on 12 December 2024, the board was advised that there are cost savings from the currently active project of $50,000. Therefore, had an indicative additional budget of $811,000 plus $50,000 (cost savings) together with $23,000 (unallocated) budget means that the board had $884,684 available to allocate for the remainder of the term.

14. However, at a subsequent workshop on 27 February 2025 the board were advised of a budget short fall on the St Andrews intersection project of $55,000.

15. At its board meeting on 27 March 2025, the board allocated $55,000 to the St Andrews project (AE/2025/36).

16. This left a remainder of $829,684 to be allocated to new projects.

17. Through a workshop process on 27 February 2025, the local board also reduced a long list of candidate projects to five. Being:

· 36 Taylors Rd pedestrian crossing $250,000

· Mt Albert signalised mid-block crossing $400,000

· Wairere/Kitenui pedestrian improvements $230,000

· Allendale Road Speed Calming $130,000

· Bond Street signalised Crossing $400,000.

18. These five options were considered at the 27 March Board meeting. Consequently, $400,000 was allocated to a signalised mid-block crossing at 62 Mt Albert Road (AE/2025/36).

19. The board sought further information on the remaining candidate projects to assist with its decision making for the remaining budget of $429,684. This report achieves this.

Tātaritanga me ngā tohutohu

Analysis and advice

20. At the time of the preparation of the report for the 27 March 2025 meeting AT staff were undertaking pedestrian observations on the candidate sites. Unfortunately, that information was not available by 27 March. Noting time frames and resources, only limited additional information could be gathered.

21. Updated analysis is presented below with more details and maps in Attachment A.

Taylors Road Pedestrian Crossing

22. The request is for the installation of a pedestrian crossing on Taylors Road outside Mount Albert Primary School, with high pedestrian demand. The scope of the project is to provide a formal at-grade pedestrian crossing at 36 Taylors Road.

23. AT is currently proposing to fund a crossing upgrade from Kea Crossing to a zebra crossing on Sainsbury Road. So, the local board will only need to fund the Taylors Road improvements.

24. Initial analysis indicates:

Project

Crash history

Road type

Collective risk*

Personal risk**

General notes

Taylors Road pedestrian crossing

No pedestrian related crashes

Local road

Low

Located next to the entrance of Mount Albert Primary School

25. The site visit was conducted during school hours (14:50 to 15:30), and a considerable number of pedestrians were crossing at the entrance of Mount Albert Primary School to Briscoes’ car park. AT considered that a crossing facility would improve safety for pedestrians. If the option of a pedestrian facility is not supported by the school and the public, AT can look at other options to improve safety and traffic flow on this section of the road.

26. If the local board resolves some funds for this project design options will be undertaken, including engagement with the school. Estimated cost is $250,000.

Bond Street Pedestrian Crossing

27. The scope of the project is to provide a new formal midblock flush signalised pedestrian crossing to join two paths on the Kingsland side of the bridge, one connecting to the reserve and the other one connecting to New Bond Street.

28. Initial analysis indicates:

Project

Crash history

Road type

Collective risk*

Personal risk**

General notes

Bond Street signalised crossing

One minor crash pedestrian related

Secondary arterial road

Low-medium

Medium-high

Bus route (frequent transit network).

29. A site visit was conducted between 15:00 and 16:00; during this time, AT did not observe any pedestrian crossing at this location. AT do not consider it necessary to install a pedestrian crossing facility at this stage. A great number of pedestrians could be present during events at Eden Park, but these are special situations.

30. Estimated cost is $400,000.

Allendale Road Traffic Calming

31. The request is to provide additional speed calming measures on Allendale Road to prevent traffic rat running. There are existing speed calming devices on this route, but with larger spacing between the devices. The scope of the project is to provide 3 additional speed humps on this route to have consistent and appropriate spacing between the devices. Estimated cost is $130,000.

Wairere Avenue and Kitenui Avenue Pedestrian Improvements

32. The scope of the project is to make pedestrian improvements on Wairere Avenue and Kitenui Avenue by providing appropriate pram crossings and tightening the intersection, subject to vehicle tracking. The original estimate cost for the complete project is $230,000.

33. However as there is only $49,684 remaining if the board chooses Estimated cost was originally $230,000. With the reduced funds an investigation will be undertaken and small reactive steps taken. Savings from other projects, if any, could be used for additional safety measures.

Recommendations for allocating remaining funding

34. Noting the information reported at the March meeting and the supplementary pedestrian observations the local board now need to resolve to allocate the remaining $429,684 budget available to new projects.

35. The pedestrian data for Bond street suggests that this is the lowest priority and therefore AT recommends funding as follows to deliver:

· 36 Taylors Rd crossing $250,000),

· Allendale Road traffic calming $130,000, and

· With regard to Wairere and Kitenui Avenue pedestrian, investigations and small reactive improvements are recommended $49,684.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

38. These projects improve pedestrian safety and promote walking.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

39. The local board transport capital projects noted for decision do not impact on council facilities.

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

Local impacts and local board views

40. The local board transport capital projects were workshopped with members prior to this report being submitted, at the 12 December 2024 and 27 February 25 workshop. The local board members expressed support in principles for the candidate proposals.

41. At its board meeting on 27 March 2025, the board allocated $400,000 to a signalised mid-block crossing at 62 Mt Albert road (AE/2025/36). The board sought further information on the remaining candidate projects to assist with its decision making.

42. This report allows for the local board to allocate the remaining funding to projects.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

45. In this case, neither decision involves a significant decision in relation to land or a body of water so specific Māori input was not sought.

Ngā ritenga ā-pūtea

Financial implications

46. The local board transport capital fund project decisions in this report do have financial implications, with provision made for in the LBCF in the Regional Land Transport Plan.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. The proposed decisions do have some risk, any construction project can be affected by a range of factors including weather, contract availability or discovery of previously un-identified factors like unmapped infrastructure.

48. The costs outlined are indicative costings and selected projects may cost more or less than the amount indicated. Once projects are selected, further investigation will confirm project costings.

49. AT manages risk by retaining a 10 per cent contingency on the projects and historically there are several occasions in the organisation has used budget surpluses in other programmes to support delivery of the LBTCF. However, there is always a small risk that more money may be required from the LBTCF.

Ngā koringa ā-muri

Next steps

50. The board will be kept regularly updated on approved projects via memos, workshops and quarterly updates as part of the Kokiri agreement.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Maps of the four candidate projects	47

Ngā kaihaina

Signatories

Author

Bruce Thomas – Elected Members Relationship Partner

Authorisers

John Gillespie – Head of Engagement

Nina Siers - Local Area Manager

Albert-Eden Local Board

24 April 2025

Feedback on projects with potential local impacts: Auckland Transport, April 2025

File No.: CP2025/07244

Te take mō te pūrongo

Purpose of the report

1. To seek the board’s formal feedback on two projects that have potential impacts on the community and traffic travelling along these roads. These being:

· Fowlds Avenue – Community Network Improvements (formerly Minor Safety Improvements)

· Mt Eden Road/Landscape Roads and Duke Street - Road Safety Improvements.

2. To seek the board’s endorsement to proceed to construction on the St Andrews Road and Balmoral Road intersection. This project is a Local Board Transport Capital Fund project.

Whakarāpopototanga matua

Executive summary

3. As projects hit key milestones, Auckland Transport (AT) is now seeking formal board feedback on options and next steps. This is particularly for projects that may impact on the local community and passing traffic.

4. This is consistent with the Kōkiri agreement and in the spirit of the proposal to involve local boards in transport decisions prior to the anticipated legislative change that will require this approach.

5. Two projects are submitted for feedback:

· Fowlds Avenue – Community Network Improvements

· Mt Eden/Landscape Roads, Duke Street - Road Safety Improvements.

6. At a workshop on 3 April 2025, the board were advised that installing a new raised table and upgrading an existing table will significantly improve safety and hopefully reduce rat running along Fowlds Avenue, Sandringham.

7. At the same workshop, the board was also briefed on possible solutions to make the intersections of Mt Eden Road, Landscape Road and Duke Street safer. Three options were put forward.

8. Based on the insights from members at the workshop and the information provided the board needs to formalise its feedback.

9. The improvements to the intersection of Balmoral and St Andrews Road are a local board Transport Capital Fund project. Members have been briefed on the projects a number of times. Following consultation, AT now seeks the boards endorsement to proceed to construction.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) endorse in principle the proposal to upgrade an existing raised table at 51 Fowlds Avenue and construct a new raised crossing at 41 Fowlds Avenue, and to proceed to public consultation.

b) support Option one, a signalised intersection at Mt Eden and Landscape Roads and to proceed to public consultation.

c) approve the Local Board Transport Capital Fund project of St Andrews and Balmoral Roads safety improvements to proceed to construction.

Horopaki

Context

10. AT manages Auckland’s transport network on behalf of Auckland Council. AT’s Kōkiri Agreement provides a structured annual process for local boards to engage with and influence transport projects and programmes. Every year local boards and AT work together to set ‘levels of engagement’ for projects and programmes that AT is delivering. This process clearly defines the board’s expectations and AT’s responsibilities.

11. The levels of engagement noted in the Kōkiri Agreement are derived from the International Association for Public Participation’s (IAP2) doctrine, were agreed between Auckland Council and Council Controlled Organisatioins in 2020; and are as follows:

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

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

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

12. Any ‘Collaborate’ or ‘Consult’ project involves local board decisions that need to be taken and recorded, this report is to provide the decisions relating to the following:

· Fowlds Avenue - Community Network Improvements

· Mt Eden/Landscape Roads and Duke Street Safety Improvements

· St Andrews and Balmoral Road Safety Improvements.

Tātaritanga me ngā tohutohu

Analysis and advice

Fowlds Avenue - Community Network Improvements

13. A section of Fowlds Avenue between St Lukes Road and Coyle Street has a history of high speeds and is a popular cut-through route for vehicles avoiding signalised intersections. In October 2024, speed and vehicle counts showed that of 56,479 vehicles, 8,070 exceeded the speed limit. Over a ten-year period, there have been 22 crashes.

14. Due to the statistics above, AT has been investigating additional measures to reduce overall vehicle speeds on Fowlds Avenue.

15. This will improve safety for pedestrians crossing Fowlds Avenue, especially school children

16. Pedestrian survey counts conducted in the afternoon and morning peaks showed significant numbers of pedestrians crossing Fowlds Avenue with 50 – 80 per cent being unaccompanied children.

17. Analysis of desire lines (where people want to cross) show two main crossing points: at 51 and 41 Fowlds Avenue. AT therefore proposes to upgrade the existing refuge crossing at 51 Fowlds Ave to a raised zebra crossing and install a new raised zebra crossing at 41 Fowlds Avenue.

Diagram 1: The upgrade proposal for 51 Fowlds Avenue

Diagram 2: The new raised crossing at 41 Fowlds Avenue

A blue and white map

AI-generated content may be incorrect.

18. AT now seeks board endorsement for the project to proceed to the next stage of design, public consultation and to include two raised safety platforms.

Mt Eden/Landscape Roads and Duke Street - Safety Improvements

19. Mt Eden Road between Duke Street and Landscape Road has 14,000 to 18,000 vehicle movements per day. There have been 29 crashes over four years with 62 per cent involving turning movements and two crashes involving pedestrians.

Diagram 3: Observations

A group of cars and people walking on a crosswalk

AI-generated content may be incorrect.

20. After consideration of driver and pedestrian behaviour, AT investigated three options:

Diagram 4: Options considered to improve pedestrian and vehicle safety

21. At the workshop on 3 April 2025, the board indicated initial supported for Option 1. AT is now seeking the local board’s formal feedback.

St Andrews and Balmoral Road Safety Improvements

22. A local board transport capital fund project to improve safety at the intersections of St Andrews Road and Balmoral Road was approved by the local board with an initial budget of $200,000 allocated (AE/2023/180).

23. Following investigation, a request for an additional $55,000 was approved at a board meeting on 27 March 2024 (AE/2025/36).

24. The key components of the proposal are to:

· Upgrade the existing pedestrian crossing facilities – footpath widening, crosswalk widening and installing new pedestrian push buttons.

· Install new tactile pavers at each crossing facility. These are yellow guidance paving markers to help pedestrians find their way to crossings and safely across roads.

· Shorten traffic islands to widen the crosswalk lines on the road.

25. As requested by the local board, we have included extending the northern no-stopping lines to allow safe merging from the two northbound through lanes coming from the south:

Diagram 5: Proposal for Balmoral Road and St Andrews Road intersection

A map of a road intersection

AI-generated content may be incorrect.

26. Consultation was undertaken earlier this year and closed on 13 March the results are as follows:

1. Feedback results

Number of external responses received	4
The changes would benefit the community	1
The changes would benefit the community with suggestions	2
The changes would not benefit the community	1
I need more information	0
Not selected	0

27. The negative comment requested the money be spent on general footpath improvements. Details are here link

28. AT now requests the local board’s approval to proceed to construction.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

31. These projects aim to improve safety and efficiency for all modes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. These projects are part of AT’s service delivery and are planned for delivery through the Regional Land Transport Plan.

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

Local impacts and local board views

33. The Fowlds Avenue and Mt Eden/Landscape Road projects are AT projects which were workshopped with the local board on 3 April 2025. At this workshop, the local board members expressed support for a safer environment for crossing but wished that the engagement included door knocking on key addresses.

34. The St Andrews Road/Balmoral Road intersection improvements were workshopped with the local board on 3 April 2025. At the workshop the local board expressed support for option 1.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

37. In this case, neither decision involves a significant decision in relation to land or a body of water so specific Māori input was not sought.

Ngā ritenga ā-pūtea

Financial implications

38. The St Andrews Road/ Balmoral Road will be funded through the local board’s transport capital fund.

39. The Fowlds Avenue and Landscape Road/Mt Eden Road projects will be fully funded by Auckland Transport and will have no effect on local board funding.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. The proposed decisions do have risk, any construction project can be affected by a range of factors including weather, contract availability or discovery of previously un-identified factors like unmapped infrastructure. ATs cost estimates contain a 10 per cent contingency for issues arising from construction.

Ngā koringa ā-muri

Next steps

41. Following input from the local board, AT will assess the feedback and consider next steps for the Fowlds Avenue and Mt Eden/Landscape Road projects. This will include engagement, detailed design and construction.

42. If supported by the local board, the Balmoral Road/St Andrews Road project will proceed to construction.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Bruce Thomas - Elected Member Relationship Partner

Authorisers

John Gillespie - Head of Engagement and partnerships

Nina Siers - Local Area Manager

Albert-Eden Local Board

24 April 2025

Albert-Eden Play Plan 2025

File No.: CP2025/05791

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) hai / adopt the Albert-Eden Play Plan 2025 set out in Attachment A to this 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 Albert-Eden 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 2024/2025 financial years, with an allocated budget of $5,000 in the 2024/2025 financial year.

10. In the 2023/2024 work programme, staff committed to delivering a ‘play plan’ for Albert-Eden 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 Albert-Eden Play Plan 2025 was circulated to the local board in December 2024. Elected member feedback was incorporated into the final draft. Staff are seeking adoption of the plan on Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The Albert-Eden Play Plan 2024 (‘the play plan’) is aligned with the Albert-Eden 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 Albert-Eden 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 Albert-Eden, 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 Albert-Eden Play Plan 2025, which is action-focused; and the Albert-Eden 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 Albert-Eden 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 Albert-Eden. Analysis of the local board’s demographic data has contributed to staff advice to Albert-Eden Local Board.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Albert-Eden Play Plan 2024	65
b ⇩	Albert-Eden Play Plan 2025 Supplementary Information	101

Ngā kaihaina

Signatories

Author

Jacquelyn Collins - Play Portfolio Lead

Authorisers

Pippa Sommerville - Manager Sport & Recreation

Nina Siers - Local Area Manager

Albert-Eden Local Board

24 April 2025

Proposed new community ground lease for Scouts New Zealand at Pollard Park, 1A Waitomo Avenue, Mt Eden, Auckland

File No.: CP2025/06223

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Albert-Eden Local Board on the proposed new community ground lease for Scouts New Zealand for the tenant-owned building at Pollard Park, 1A Waitomo Avenue, Mt Eden, Auckland.

Whakarāpopototanga matua

Executive summary

2. The Scouts New Zealand – Maungawhau Balmoral Group (scouts) is seeking a new ground lease to continue occupation and operation from the tenant-owned building located at Pollard Park, 1A Waitomo Avenue, Mt Eden (Attachment A – Site Plan Pollard Park, Scouts New Zealand – Maungawhau Balmoral Group).

3. The club’s lease expired on 31 January 2022 and is holding over on a month-to-month basis until terminated or a new lease is entered into.

4. Under the Community Occupancy Guidelines 2012 (updated July 2023), clubs that own their own buildings have an automatic right to reapply for a new lease at the end of their occupancy term.

5. The progression of a new lease was identified and approved by the local board as part of the Community Facilities: Community Leases Work Programme 2023/2024 at the Albert-Eden business meeting on 27 July 2023 (resolution AE/2023/98).

6. A site visit was undertaken by staff in 2023, and the facilities are in average condition. But scouts have a maintenance plan which includes replacing the roof flashings and spouting. The premises are well utilised.

7. Scouts aim to promote and enable young people to enjoy new adventures, experience the outdoors, make new connections and gain confidence. These activities align with the Albert-Eden Local Board Plan 2023: “Our Community – Our communities have the places and activities that enhance their lifestyles.”

8. Under Auckland Council’s Community Occupancy Guidelines 2012 (Updated July 2023), the recommended lease term for a tenant-owned building is ten years with one ten-year right of renewal providing a total term of 20 years.

9. On 8 June 2023 the Mayor’s proposal was approved by the Governing Body which included changes to the Community Occupancy Guidelines of the rent fee for a community lease from $1 per annum to $1300 plus GST per annum taking effect from 1 July 2023.

10. As the group submitted their application for a new lease in June 2023 (prior to the annual budget changes) and due to unforeseen delays processing the group’s lease application, staff suggest that the group be charged rent at $1 per annum as per the Community Occupancy Guidelines 2012 which were operative at the time of application. These charges can be reviewed at the lease renewal, in three years’ time, allowing the group to adjust to the increase.

11. On 24 May 2017 Albert-Eden Local Board resolved (resolution AE/2017/52) on a community occupancy policy that outlines the standard terms for community leases and license to occupy council sites in the Albert-Eden Local Board area for tenant-owned buildings. This policy details a three-year standard term with a single three-year right of renewal, giving a six-year term total.

12. Scouts have been on the park for well over 35 years and the scouts’ lease, activities and occupation of the park are recognised and approved by the Pollard Park Management Plan from 1989. The scouts have been on the park prior to this management plan. Public notification and iwi engagement are not required in accordance with section 54(2A)(a) of the Reserves Act 1977.

13. The group has approximately 32 members and 6 leaders and shares its facilities with three other community groups.

14. The land is held by the Crown through the Department of Conservation as a classified recreation reserve and vested in Auckland Council, in trust, for recreation purposes.

15. At the Albert-Eden Local Board workshop for Parks and Community Facilities on 13 March 2025, the local board requested staff to present a formal report proposing a new ground lease for the group in line with the Albert-Eden leasing policy.

16. This report recommends that the community ground lease be granted to The Scouts New Zealand – Maungawhau Balmoral Group for the tenant-owned building at Pollard Park, 1A Waitomo Avenue, Mt Eden, Auckland for a term of three years commencing from 1 June 2025 with one three-year right of renewal.

17. If the local board decides to grant the proposed community ground lease, staff will work with the lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) whakaae / grant, a new community ground lease to The Scouts New Zealand – Maungawhau Balmoral Group for the tenant-owned building of a leasing area comprising of 180 square metres (more or less) located on council-owned land at Pollard Park, 1A Waitomo Avenue, Mt Eden, Auckland on a portion of the land legally described as Lot 2 Deposited Plan 37585 and contains 1.2674ha as shown in certificate of title NA980/5 (Attachment A), subject to the following terms and conditions:

i) term – three years, commencing 1 June 2025, with one three-year right of renewal

ii) rent – $1 plus Goods and Services Tax (GST) per annum for the initial term of three years, if demanded

iii) rent – $1300 plus Goods and Services Tax (GST) per annum for the renewal term of three years, commencing 1 June 2028

iv) Community Outcomes Plan – to be appended to the lease as a schedule of the lease agreement.

b) whakaae / approve all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines 2012 (Updated July 2023), the Reserves Act 1977 and the Auckland Council standard form community lease agreement.

Horopaki

Context

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

19. The group has applied for a new ground lease for the tenant-owned building and improvements located at Pollard Park, 1A Waitomo Avenue, Mt Eden to continue occupation and operation from the premises (Attachment A – Site Plan Pollard Park_ Scouts New Zealand – Maungawhau Balmoral Group).

20. The current lease commenced on 1 February 2007 for an initial term of five years and provided for two five-year rights of renewal with final expiry on 31 January 2022. The group has exercised both rights of renewal and is seeking a new lease. As this is a tenant-owned building, they have an automatic right to reapply for a new lease at the end of their occupancy term.

21. At the Albert-Eden Local Board workshop for Parks and Community Facilities on 13 March 2025, the local board requested staff to present a formal report at a business meeting for the board to decide on the proposed new ground lease for the group in line with the Albert-Eden leasing policy.

Land, building condition and lease

22. The land occupied by the group is legally described as Lot 2 Deposited Plan 37585 and contains 1.2674ha as shown in certificate of title NA980/5. The land is held by the Crown through the Department of Conservation as a classified recreation reserve and vested in Auckland Council, in trust, for recreation purposes.

23. The Pollard Park Management Plan was approved in September 1989 and the scouts’ lease, activities and occupation of the park are recognised and approved by the management plan.

24. Scouts have been on the park for well over 35 years and have been on the park prior to this management plan.

25. The scout den is owned by scouts. The den consists of a main hall plus bathrooms and a kitchen. The building is in average condition for its age. The group are looking to replace the roof flashings and spouting, the door and install a digital lock. Scouts undertake extra maintenance as and when they can afford to do so.

26. Scouts also hire out their den on a weekly basis to a Highland Dancing group, Brownies, E-sport group and a Playball group.

27. The lease application aligns with the permitted activity of the land classification.

Scouts New Zealand – Maungawhau Balmoral Group

28. Scouts was founded in England in 1908 and established itself in New Zealand not long after. Scouts aims to empower young people through adventurous experiences to lead lives that make a positive difference.

29. Scouts New Zealand nationally reach over 1300 youth. The Maungawhau Balmoral Scouts has 38 members and they provide programmes that focus on personal development, adventure and community engagement.

30. Activities include such things as scavenger hunts, weekend tramps and learning practical life skills. Scout New Zealand groups in Auckland (including the Maungawhau Balmoral Scouts) have the opportunity to attend camps at the Scouts New Zealand owned Motu Moana and attend several national Scouts New Zealand schools based on particular outdoor sports such as canoeing and skiing.

31. Every three years youth from the including the Maungawhau Balmoral Scouts group get to participate in the Jamboree, a weeklong camp with close to 4,000 attendees.

32. The Maungawhau Balmoral scouts welcome visitors and encourage them to try out scouts.

33. The group is run by volunteers, there are no paid staff at a local level. The den is well utilised by both the scouts and four regular weekly hirers.

Tātaritanga me ngā tohutohu

Analysis and advice

34. Under the Auckland Council Community Occupancy Guidelines 2012 (Updated July 2023), clubs that own their own buildings have an automatic right to reapply for a new lease at the end of their occupancy term. The club is exercising this right by applying for a new lease.

35. The progression of a new community ground lease was identified and approved by the Albert-Eden Local Board as part of the Community Facilities: Community Leases Work Programme 2023/2024 at their business meeting on 27 July 2023 (resolution AE/2023/98). This report considers the new lease as approved on the work programme.

36. At the Albert-Eden Local Board workshop for Parks and Community Facilities on 13 March 2025, the local board indicated its support in principle and requested staff to present a formal report proposing a new ground lease for the group in line with the Albert-Eden leasing policy.

37. This report recommends that the community ground lease to Scouts New Zealand – Maungawhau Balmoral Group for tenant-owned at Pollard Park, 1A Waitomo Avenue, Mt Eden, Auckland be granted for a term of three years commencing from 1 June 2025 with one three-year right of renewal.

Public notification and engagement

38. In accordance with section 54(2A)(a) of the Reserves Act 1977, public notification and engagement is not required.

39. The scouts’ lease, activities and occupation of the park are recognised and approved by the Pollard Park Management Plan 1989. Scouts have been on the park for well over 35 years and have been on the park prior to this management plan.

Assessment of the application

40. The group has submitted a comprehensive application supporting the new lease and is able to demonstrate its ability to deliver its services.

41. A site visit was undertaken by the staff in 2023, and the facilities are in average condition. But scouts have a maintenance plan which includes replacing the roof flashings and spouting. The premises are well utilised.

42. Material provided with the application for a new lease shows scouts is in good financial order and is well managed. The lease will be in the name of Scouts New Zealand who have large cash reserves.

43. The group’s financials are through membership fees, hireage and grants.

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

45. A community outcomes plan is being negotiated with scouts to identify the benefits it will provide to the community. This will be appended as a schedule to the lease agreement.

Tauākī whakaaweawe āhuarangi

Climate impact statement

46. The granting of the proposed new community lease will have no impact on greenhouse gas emissions as the proposal does not introduce any new source of emissions.

47. The shared space will provide opportunity and enable people to enjoy positive healthy lifestyles and will increase capability and connections within the local community.

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

· use sustainable waste, energy, and water efficiency systems

· use eco labelled products and services

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

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

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

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

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

51. Climate change has low potential to impact the lease, as part of the leased area is near a flood-sensitive or coastal inundation zone. The leased area is highlighted in red:

Figure 1: Auckland Emergency Management – Auckland’s Hazard Viewer – Pollard Park

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

52. Council staff from Parks and Community Facilities’ Area Operations and Parks and Places Specialists were consulted to obtain feedback on the proposed new lease to the group. No objections were received. They were supportive of the proposed lease as it would include positive outcomes for the community and would allow for increased usage of the site.

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

54. Public notification and formal iwi consultation is not required as the the group’s activities and occupation of the park are recognised and approved by the Pollard Park Management Plan 1989.

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

Local impacts and local board views

55. The proposed lease will benefit the community by enabling initiatives that aim to promote and enable young people to enjoy new adventures, experience the outdoors, make new connections and gain confidence. This benefits the community through increased levels of wellbeing and social inclusion for the Albert-Eden Local Board area and its surrounding communities.

56. The proposed new ground lease was workshopped with the Albert-Eden Local Board on 13 March 2025. The local board indicated in-principal support of the proposed new lease.

57. The delivered activities align with the Albert-Eden Local Board Plan 2023:

Table 1: Albert-Eden Local Board Plan 2023 outcomes and objectives:

Outcome	Objective	Key initiatives
Our Community – our communities have the places and activities that enhance their lifestyles.	Our parks and open space meet the needs of our changing and growing population.	§ Identify opportunities for play and activities in our parks, even where we don’t have playgrounds, to support a fun and safe environment for all ages.

Tauākī whakaaweawe Māori

Māori impact statement

58. In accordance with section 54(2A)(a) of the Reserves Act 1977, public notification and engagement is not required.

59. The scouts’ lease, activities and occupation of the park are recognised and approved by the Pollard Park Management Plan 1989. Scouts have been on the park for well over 35 years and have been on the park prior to this management plan.

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

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

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

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

64. The lessee will, via an agreed Community Outcomes Plan and through its activities, deliver Māori outcomes reflective of the local community.

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

Ngā ritenga ā-pūtea

Financial implications

66. Staff have consulted with the Financial Advisory Department of the council. No concerns were raised regarding the financial implications for the proposed new lease to the group.

67. On the 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 effective from 1 July 2023.

68. As the group submitted their application for a new lease in June 2023, prior to the annual budget changes, and due to unforeseen delays processing the group’s lease application, staff suggest that the group be charged rent at $1 per annum as per the Community Occupancy Guidelines 2012 which were operative at the time of application.

69. If the local board chooses to retain the level of rent at $1, there is no requirement to top up the community lease revenue budget. However, the local board will not have the benefit of the additional revenue.

70. The level of rent can be reviewed on renewal of the lease and at the expiry of the initial term, which would be due to expire on 31 May 2028, allowing the group to adjust to the increase.

71. Ongoing maintenance of the asset is covered by lessee as owners of their building and improvements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

72. Should the local board resolve not to grant the proposed community ground lease for the land at Pollard Park, 1A Waitomo Avenue, Mt Eden, the ability of Scouts New Zealand – Maungawhau Balmoral Group to undertake all their current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome.

73. Without this lease, the group’s membership will decline and they will struggle to deliver their community services and commitments to the younger community.

74. Additionally, this may impact the maintenance of the facility, and the facility is likely to fall into disrepair. The new lease provides the group with security of tenure. This enables scouts to attend to the scheduled maintenance of the facility and their improvements.

Ngā koringa ā-muri

Next steps

75. Subject to the Albert-Eden Local Board’s decision, staff will work with Scouts New Zealand – Maungawhau Balmoral Group on a new community ground lease terms and conditions at Pollard Park, 1A Waitomo Avenue, Mt Eden, Auckland.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A Site Plan Pollard Park_ Scouts New Zealand – Maungawhau Balmoral Group	137

Ngā kaihaina

Signatories

Author

Jeimy Figueros - Business Coordinator

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Nina Siers - Local Area Manager

Albert-Eden Local Board

24 April 2025

Public feedback on proposal to amend dog policy and bylaw

File No.: CP2025/06473

Te take mō te pūrongo

Purpose of the report

1. To seek local board views on how the Governing Body Dog Policy and Bylaw Panel should address public feedback from people in the local board area to the proposal to amend matters of regional significance in the Auckland Council Dog Policy and Bylaw.

2. To delegate one or more local board members to represent local board views on the public feedback to the Dog Policy and Bylaw Panel.

Whakarāpopototanga matua

Executive summary

3. Staff have prepared a summary of public feedback to enable the local board to provide its views on how the Panel should address public feedback from people in the local board area to the proposal to amend matters of regional significance in the Dog Policy and Bylaw.

4. The Governing Body adopted a proposal to amend matters of regional significance in the Kaupapa mo ngā Kurī | Policy on Dogs 2019 and Ture a Rohe Tiakina Kurī | Dog Management Bylaw 2019 in December 2024, and appointed a Dog Policy and Bylaw Panel to consider all public feedback and make recommendations, before a final decision is made.

5. The proposal to adopt an amended policy and bylaw seeks to improve council’s approach to dog management in Auckland by minimising the risk of danger and distress to people, stock, poultry, domestic animals and protected wildlife, nuisance to people, damage to property and environment, risk of not meeting the needs of dogs and their owners and the inherent risk of conflict between users of shared spaces in Auckland.

6. Council received responses from 5,207 people and organisations at the close of feedback on 23 February 2025. All public feedback is summarised in Attachment A. Feedback related to the local board area is in Attachment B. A user-friendly view of the feedback related to the local board by proposal can be viewed on council's AKHaveYourSay web page.

7. All feedback is summarised by the following topics:

· Proposal 1: Limit to number of dogs walked (six on leash, with maximum three of the six off leash at any one time)	· Proposal 12B: Muriwai Regional Park
· Proposal 2: Auckland Botanic Gardens	· Proposal 12C: Tāwharanui Regional Park
· Proposal 3: Hunua Ranges Regional Park	· Proposal 12D: Wenderholm Regional Park
· Proposal 4: Long Bay Regional Park	· Proposal 13A: Restructure the policy to more clearly show its goal, focus areas, council actions, and rules
· Proposal 5A: Mahurangi Regional Park East	· Proposal 13B: Clarify rule that all dogs classified as menacing must be neutered
· Proposal 5B: Mahurangi Regional Park West	· Proposal 13C: Clarify who can provide behavioural assessments in relation to menacing dog classifications
· Proposal 5C: Mahurangi Regional Park Scott Point	· Proposal 13D: Clarify what areas in Auckland require a license to keep multiple dogs on a property
· Proposal 6: Pākiri Regional Park	· Proposal 13E: Clarify how dog access rules are set
· Proposal 7: Shakespear Regional Park	· Proposal 13F: Clarify Auckland-wide dog access rules
· Proposal 8: Tāpapakanga Regional Park	· Proposal 13G: Clarify or correct errors in Policy Schedule 2: Dog access rules
· Proposal 9: Te Ārai Regional Park	· Proposal 13H: Remove outdated information in Policy Schedule 2: Dog access rules
· Proposal 10: Waitawa Regional Park	· Proposal 13I: Update dog access rules for Tūpuna Maunga (ancestral mountains)
· Proposal 11: Whakanewha Regional Park	· Proposal 13J: Remove outdated/duplicated bylaw content
· Proposal 12A: Ambury Regional Park

8. Staff recommend that the local board provide its views on how the Panel should address feedback from people in the local board area, and if it wishes, present those views to the Panel. Taking this approach will assist the Panel in making recommendations to the Governing Body about whether to adopt the proposal.

9. There is a reputational risk that the feedback from the local board area is from a limited group of people and does not reflect the views of the whole community. This report mitigates this risk by providing local boards with a summary of all public feedback.

10. Local boards can (if they wish) present their views to the Panel on 23 May 2025. The Panel will consider local board views and all public feedback before making recommendations to the Governing Body in June 2025. The Governing Body will make a final decision mid-2025.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden 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.

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 434 people from the Albert Eden Local Board area provided feedback to the proposal.

25. From the Albert-Eden responses, there was majority support for proposals to reorganise, simplify and clarify Policy and Bylaw content, split support for proposals to clarify dog access rules at Muriwai, Tāwharanui and Wenderholm Regional Parks and to clarify dog access rules on Tūpuna Maunga, and majority opposition for Proposal 1: limit to number of dogs walked and the remaining proposals to change or clarify dog access rules at other regional parks.

26. Key themes from the Auckland-wide feedback highlighted concerns with limiting the number of dogs and clarifying or changing the dog access rules at most of the regional parks.

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

· for Proposal 1: limit to number of dogs walked, of the 66 per cent (2,397) of Auckland-wide feedback opposed to the proposal:

o six per cent (146) supported a limit of four dogs, with no more than two off-leash

o five per cent (113) supported a limit of four dogs, with no more than two off-leash unless licence obtained

o four per cent (100) supported a limit of eight dogs, with no more than four off-leash

o 638 comments (around 30 per cent) supported introducing a dog walker license for qualified dog walkers.

· for proposed changes to regional park rules, Auckland-wide individuals who opposed the changes:

o generally wanted council to provide more dog-friendly or off-leash areas

o some were not opposing the proposals, but instead expressing the view that the current rules are too restrictive.

Overview of local board area and Auckland-wide support for proposed changes

Topic		Local board feedback		Auckland-wide feedback
Topic		Support	Opposition	Support	Opposition
P1	Limit to number of dogs walked (six on leash, with maximum three of the six off leash at any one time)	26 per cent	72 per cent	33 per cent	66 per cent
P2	Auckland Botanic Gardens	38 per cent	57 per cent	34 per cent	62 per cent
P3	Hunua Ranges Regional Park	37 per cent	56 per cent	33 per cent	56 per cent
P4	Long Bay Regional Park	26 per cent	70 per cent	26 per cent	70 per cent
P5A	Mahurangi Regional Park East	33 per cent	58 per cent	27 per cent	62 per cent
P5B	Mahurangi Regional Park West	33 per cent	60 per cent	28 per cent	60 per cent
P5C	Mahurangi Regional Park Scott Point	35 per cent	58 per cent	29 per cent	61 per cent
P6	Pākiri Regional Park	21 per cent	76 per cent	15 per cent	81 per cent
P7	Shakespear Regional Park	35 per cent	56 per cent	39 per cent	51 per cent
P8	Tāpapakanga Regional Park	33 per cent	64 per cent	34 per cent	55 per cent
P9	Te Ārai Regional Park	27 per cent	66 per cent	18 per cent	76 per cent
P10	Waitawa Regional Park	36 per cent	53 per cent	30 per cent	61 per cent
P11	Whakanewha Regional Park	41 per cent	56 per cent	35 per cent	51 per cent
P12A	Ambury Regional Park	28 per cent	62 per cent	37 per cent	55 per cent
P12B	Muriwai Regional Park	43 per cent	47 per cent	46 per cent	47 per cent
P12C	Tāwharanui Regional Park	46 per cent	46 per cent	43 per cent	45 per cent
P12D	Wenderholm Regional Park	51 per cent	45 per cent	42 per cent	44 per cent
P13A	Restructure the policy to more clearly show its goal, focus areas, council actions, and rules	68 per cent	16 per cent	71 per cent	17 per cent
P13B	Clarify rule that all dogs classified as menacing must be neutered	80 per cent	11 per cent	81 per cent	13 per cent
P13C	Clarify who can provide behavioural assessments in relation to menacing dog classifications	80 per cent	7 per cent	83 per cent	6 per cent
P13D	Clarify what areas in Auckland require a license to keep multiple dogs on a property	70 per cent	20 per cent	74 per cent	17 per cent
P13E	Clarify how dog access rules are set	75 per cent	14 per cent	75 per cent	13 per cent
P13F	Clarify Auckland-wide dog access rules	73 per cent	20 per cent	76 per cent	17 per cent
P13G	Clarify or correct errors in Policy Schedule 2: Dog access rules	68 per cent	13 per cent	67 per cent	12 per cent
P13H	Remove outdated information in Policy Schedule 2: Dog access rules	79 per cent	8 per cent	80 per cent	9 per cent
P13I	Update dog access rules for Tūpuna Maunga (ancestral mountains)	48 per cent	32 per cent	49 per cent	26 per cent
P13J	Remove outdated or duplicate bylaw content	78 per cent	7 per cent	81 per cent	7 per cent

Note: percentages do not add up to 100. For example, ‘I don’t know’ responses are not included in Table.

28. The proposal, proposed policy and bylaw can be viewed in the links. A summary of all public feedback is in Attachment A and a copy of all public feedback related to the local board area to meet council’s statutory requirements is in Attachment B. A more user-friendly view that consolidates the comments from all public feedback related to the local board by proposal can be viewed on council's AKHaveYourSay web page.

Staff recommend the local board provide its views on public feedback

29. Staff recommend that the local board provide its views on how the Governing Body Panel should address public feedback from people in the local board area to the proposal by resolution, and if it wishes, present those views to the Panel on 23 May 2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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 should address public feedback from people in the local board area to the proposal, before a final decision is made.

Tauākī whakaaweawe Māori

Māori impact statement

36. The Dog Policy and Bylaw support manaakitanga, whanaungatanga and kaitiakitanga in the Independent Māori Statutory Board’s Māori Plan for Tāmaki Makaurau and the Schedule of Issues of Significance by providing regulations that help protect people and the environment from harm caused by dogs.

37. Mana whenua and mataawaka were notified of the proposal and given the opportunity to provide feedback through face-to-face meetings, in writing, online and in-person.

38. Six per cent (369) of the public feedback received was from people who identified as Māori. Of that feedback:

· 74 per cent (166) did not support the proposal to limit the number of dogs that could be walked, with 58 per cent preferring no change to the current rule

· there was general overall support (more than 50 per cent) to reorganise, simplify and clarify the Policy and Bylaw content, however there was less support (47 per cent) to update dog access rules for Tupuna Maunga (ancestral mountains)

· there was generally opposition to proposed changes to regional park dog access rules.

39. Ngati Manuhiri Settlement Trust supported the majority of the proposals to simplify and clarify the Policy and Bylaw content and proposed changes to Long Bay, Mahurangi, Pākiri, Shakespear, Tāwharanui, Te Ārai and Wenderholm Regional Parks.

Ngā ritenga ā-pūtea

Financial implications

40. There are no financial implications arising from decisions sought in this report. Costs associated with the special consultative procedure and Dog Policy and Bylaw implementation will be met within existing budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

41. The following risk has been identified:

If...	Then...	Mitigation
The feedback from the local board area is from a limited number of people.	The feedback may not reflect the views of the whole community.	This risk is mitigated by providing local boards with a summary of all public feedback.

Ngā koringa ā-muri

Next steps

42. The Governing Body Dog Policy and Bylaw Panel will consider all local board views and public feedback on the proposal, deliberate and make recommendations to the Governing Body in June 2025. The Governing Body will make a final decision mid-2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Summary of public feedback to the proposed changes to the dog policy and bylaw (Under Separate Cover)
b	Public feedback from people in Albert-Eden Local Board area (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Kylie Hill – Principal Advisor Advisor, Regulatory Practice

Authorisers

Louise Mason – General Manager, Policy

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nina Siers - Local Area Manager

Albert-Eden Local Board

24 April 2025

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

File No.: CP2025/06478

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 Albert-Eden Local Board:

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

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

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

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

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

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

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

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

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

d) provide feedback on any other matters requiring review.

Horopaki

Context

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

· the Governing Body will allocate budgets to these programmes.

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

Proposed additions to the allocation table

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

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

Proposed Governing Body decision-making

Proposed local board decision-making

· Auckland-wide urban regeneration programme outcomes and objectives

· Urban regeneration in city centre and waterfront

· Overall funding plan for priority locations

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

· Identification of priority locations for urban regeneration programme

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Governing Body (or Committee)

Local Boards

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

· Approves Auckland Plan, land use and infrastructure policy

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

o Urban regeneration budget

o Revenue target from asset recycling (property sales)

o City Centre Targeted Rate programme

· Approves new priority locations or regional urban regeneration programmes

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

· Decision-maker for city centre and waterfront programmes

· Approves acquisition of property

· Approves disposal of non-service property

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

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

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

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

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

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

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

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

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

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

Allocation of decision-making responsibilities for property and asset management

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

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

Table Three – Property and marina management statutory decision-making

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

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

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

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

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

· Commercial property and marina management

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

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

Governing Body decision-making over property and asset management

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

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

Local board decision-making over property and asset management

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

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

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

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

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

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

Allocation of decision-making for economic development activities

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

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

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

Governing Body decision-making

Local board decision-making

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

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

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

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

Business improvement district (BID) programmes

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

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

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

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

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

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

Local economic development plans and initiatives

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

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

Clarifications around economic development in the allocation table

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

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

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

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

Other amendments to the allocation table

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Proposed changes to the allocation table of decision-making responsibilities of Auckland Council’s Governing Body and local boards	161
b ⇩	Eke Panuku projects overview – as outlined in agreed local board engagement plan 2024-2025	179

Ngā kaihaina

Signatories

Authors

John Nash - Programme Manager

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Nina Siers - Local Area Manager

Albert-Eden Local Board

24 April 2025

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

File No.: CP2025/06526

Te take mō te pūrongo

Purpose of the report

1. To seek local board endorsement of the amended Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy following public consultation.

Whakarāpopototanga matua

Executive summary

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

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

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

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

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

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

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

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

· making the decision-making responsibilities of local boards clearer

· clarifying the meaning of ‘value for money’

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

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

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

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

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

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

Horopaki

Context

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

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

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

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

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

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

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

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

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

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

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

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

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

· Where we are heading (strategic directions)

· Our approach to investment (investment principles)

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

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

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

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

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

The consultation feedback shows we are on the right track

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

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

24. There is strong support for:

· the draft strategy overall

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

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

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

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

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

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

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

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

· open spaces must serve a wide range of functions

· our resources should be used efficiently.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Summary of option packages analysis – for more details refer CP2025/06526

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

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

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

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

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

Both packages involve trade-offs, as shown below.

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


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

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

Consultation feedback supports the capacity-based approach

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

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

Figure One: Preference for open space provision standards

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

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

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

Staff will continue work to support implementation of the strategy

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

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

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

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

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

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

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

Local impacts and local board views

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

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

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

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

Ngā ritenga ā-pūtea

Financial implications

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

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

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

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

65. Potential risks and mitigations are outlined below:

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

Ngā koringa ā-muri

Next steps

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

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

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

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

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

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

Ngā tāpirihanga

Attachments

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