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Upper Harbour Local Board
01 May 2025
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Annual
Plan 2025-2026: local board consultation feedback and input
File No.: CP2025/07686
Te take mō te
pūrongo
Purpose of the report
1. To
receive consultation feedback from the Upper Harbour Local Board area on:
· proposed priorities and activities for the Upper Harbour Local Board
Agreement 2025/2026
· regional topics for the Annual Plan 2025/2026.
2. To
recommend any local matters or advocacy initiatives to the Governing Body for
consideration or decision-making as part of the Annual
Plan 2025/2026 process.
3. To provide input on the proposed regional topics in the Annual Plan 2025/2026 to the Governing Body
Whakarāpopototanga matua
Executive summary
4. Local board agreements outline annual funding priorities,
activities, budgets, levels of service, performance measures and initiatives
for each local board area. The 2025/2026 local board agreements will be
included in the Auckland Council’s Annual Plan
2025/2026.
5. Auckland Council publicly consulted from 28 February to 28 March
2025 to gather community feedback on the proposed Annual
Plan 2025/2026. This included consultation on the Upper
Harbour Local Board’s proposed priorities for 2025/2026 to be included in
their local board agreement and key priorities for the Annual
Plan 2025/2026.
6. Auckland
Council received feedback from 13,016 people in total across the region which
includes 10,011 submissions. 595 submissions were from the Upper Harbour Local
Board area. 139 submissions were received from submitters that didn’t
select Upper Harbour as their local board area but indicated their response
relates to Upper Harbour. A detailed analysis on these submissions is
provided in the analysis and advice section of this report.
7. Upper
Harbour Local Board and Hibiscus and Bays Local Board asked an additional
question in relation to contributing local funding towards the development of a
vision and plan for the future of North Harbour Stadium and Domain Precinct. A
detailed analysis of responses received is provided in Attachment A of this
report.
8. As
part of the Annual Plan process, local boards provide recommendations to the
Governing Body for consideration or decision-making. This includes any local
board advocacy initiatives. The Governing Body will consider these matters
during the Annual Plan decision-making process in May and June 2025, including:
· any new/amended business improvement district targeted rates
· any new/amended local targeted rate proposals
· the release of local board specific reserve funds
· any other local board advocacy initiatives.
9. Local
boards have a statutory responsibility to provide input into regional
strategies, policies, plans, and bylaws. This report provides an opportunity
for the local board to provide input on council’s Annual Plan 2025/2026.
Ngā tūtohunga
Recommendation/s
That the Upper Harbour Local Board:
a) whiwhi / receive consultation feedback on
the proposed Upper Harbour Local Board priorities and activities for 2025/2026
b) whiwhi / receive consultation feedback on regional topics in the Annual Plan 2025/2026 from people and
organisations based in the Upper Harbour Local Board area
c) tuku / provide input on regional topics in the proposed Annual Plan 2025/2026 and key advocacy
initiatives to the Governing Body.
Horopaki
Context
10. Each
financial year Auckland Council must have a local board agreement (as agreed
between the Governing Body and the relevant local board) for each local board
area. The local board agreement outlines how the council will reflect
priorities of the Upper Harbour Local Board Plan 2023 in respect of the local
activities to be provided in the local board area, and also includes
information on budgets, levels of service, and performance measures.
11. The
Local Board Agreements 2025/2026 will form part of the Auckland Council’s
Annual Plan 2025/2026.
12. Auckland Council publicly consulted from 28 February to 28 March
2025 to seek community feedback on the proposed Annual
Plan 2025/2026. The consultation content included information on regional
proposals to be decided by the Governing Body, and information on the Upper Harbour Local Board’s proposed priorities for
2025/2026 to be included in their local board agreement for 2025/2026.
13. Local
boards have a statutory responsibility to identify and communicate the
interests and preferences of people in their local board area in relation to
the Annual Plan 2025/2026
Tātaritanga me ngā
tohutohu
Analysis and advice
14. This report includes analysis of consultation feedback, any local
matters to be recommended to the Governing Body and seeks input on regional
topics in the proposed Annual Plan 2025/2026.
Consultation
feedback overview
15. As part of the public consultation for the Annual Plan 2025/2026
Auckland Council used a variety of methods and channels to reach and engage a
broad cross section of Aucklanders to gain their feedback and input into
regional and local topics.
16. In total, Auckland Council received feedback from 13,016 people in
the consultation period. This feedback was received through:
· written feedback
– 10,011 hard copy and online forms, emails and letters.
· in person –
3,001 pieces of feedback in person and through 89 Have Your Say events (5 of which were held in the Upper Harbour
Local Board area).
· Neurodiverse Online
Audio – four feedback forms.
17. Five hundred and ninety-five (595) submissions were received from
residents that said they live in Upper Harbour Local Board area. 589 of these
were from individuals and six from organisations.
18. One hundred and thirty-nine (139) submissions were received from
residents that said they live outside the Upper Harbour Local Board area but
indicated their response relates to Upper Harbour. 133 of these were from
individuals and six from organisations.
19. All
feedback will be made available on an Auckland Council webpage called
“Feedback on the Annual Plan 2025/2026'” and will be accessible
after 22 April 2025 through the following link: https://akhaveyoursay.aucklandcouncil.govt.nz/annual-plan-2025-2026/feedback-annual-plan-2025-2026.
20. During
the consultation period, the question “What do you think of our proposals
for our local board area in 2025/2026?” was discovered to be missing from
the online feedback form, affecting 131 submissions for Upper Harbour Local
Board (around 1,700 submissions in total). The issue was later corrected, and
affected submitters were contacted with a link to provide feedback on this
question before the consultation closed on 28 March. Of the affected
submissions, 50 submitters responded to the missing question. A review was
conducted to identify the cause of the error and prevent similar issues in the
future.
Information on
submitters
21. 
Graphs 1 and 2 below provide an overview of demographic
categories people identified with. This information only relates to submitters
living in Upper Harbour who provided demographic information:
Graph 1.
Ethnicity
Graph 2. Age
and Gender
Feedback received on the
Upper Harbour Local Board’s priorities for 2025/2026 and the Annual Plan
2025/2026
22. The Upper Harbour Local
Board consulted on the following local priorities for 2025/2026:
· Priority 1: Appropriate planning and investment for infrastructure
and quality open space in areas impacted by growth and intensification e.g.
Whenuapai
· Priority 2:
Continue to prioritise support to our local community organisations and
volunteers to deliver outcomes that provide a sense of belonging, wellbeing and
resilience for residents
· Priority 3:
Continue to prioritise investment in outcomes that ensure our communities have
access to high-quality amenities that provide for a range of opportunities
including play, pathways and connections, active sports and recreation and
connecting with nature
· Priority 4:
Funding to assist in the development, improvement, and renovation of
non-council owned community facilities that serve the Upper Harbour area
through a facilities grants process
· Priority 5:
Improve wayfinding in the Upper Harbour area to help our communities to easily
discover and enjoy the assets we have
· Priority 6: Contribute funding for the development of a vision and plan for
the future North Harbour Stadium and Domain Precinct.
Views on proposals for the Upper Harbour
Local Board area in 2025/2026
23. Three hundred and fifty (350) submitters that
live in Upper Harbour responded to this question. Graph 3 below provides an
overview of submissions received:
Graph 3. Overview
of submissions from those that live in Upper Harbour that responded to the
proposals for 2025/2026
24. Seventy-five (75) per cent of individuals and
100 per cent of organisations supported all or most priorities while 15 per
cent of individuals did not support most or any priorities.
25. The main themes from
submitters that provided comments when indicated they supported all or most
priorities include:
· Support investment in community amenities and
infrastructure in Hobsonville e.g. Youth facilities, tidal pool, sports
facility
· Support investment in community amenities and
infrastructure in Whenuapai
· Support for completing stages 2 and 3 of Te Kori Scott
Point
· Support retention and development of the Wasp Hangar as a
multi-purpose indoor sports and recreation facility
· Mixed views regarding investment and future management of
North Harbour Stadium
26. There were no clear themes from submitters
that did not support all or most priorities or selected I don’t know.
27. Ninety- seven (97) submitters that live
outside Upper Harbour indicated their response relates to Upper Harbour
responded to this question.
28. Graph 4 below provides an overview of
submissions received from those that live in and outside Upper Harbour and
indicated their response relates to Upper Harbour:
Graph 4.
Overview of submissions from those that live in and outside Upper Harbour that
responded to the proposals for 2025/2026
29. One Māori entity (Ngaati Whanaunga)
responded to this question supporting most of the local board priorities but
did not provide any specific feedback on the priorities.
30. No clear themes were identified from
submitters that live outside of Upper Harbour.
How important are these priorities to you
31. Graphs 5 and 6 below provides an overview of
submissions that responded to this question from residents that live in Upper
Harbour, and from those that live in and outside Upper Harbour and indicated
their response relates to Upper Harbour.
Graph 5.
Overview of submissions from those that live in Upper Harbour that responded to
the six priorities
Graph 6.
Overview of submissions from those that live in and outside Upper Harbour that responded
to the six priorities
32. The main themes discussed below only relate to
submissions that live in Upper Harbour that provided comments. There were no
clear themes from those that live outside Upper Harbour.
33. Priority 1: Appropriate
planning and investment for infrastructure and quality open space in areas
impacted by growth and intensification e.g. Whenuapai:
· Support for better planning and increased investment
(specifically in Hobsonville and Whenuapai)
· Frustration over developing areas without the matching
infrastructure
· Demand for more open spaces
· Calls for better transport links (e.g bus services and
cycle paths)
34. Priority 2: Continue to prioritise support to our local community
organisations and volunteers to deliver outcomes that provide a sense of
belonging, wellbeing and resilience for residents:
· No clear themes but few repeated comments supporting
local volunteers and ecological restoration outcomes
35. Priority 3: Continue to prioritise investment in outcomes that
ensure our communities have access to high-quality amenities that provide for a
range of opportunities including play, pathways and connections, active sports
and recreation and connecting with nature:
· Strong support for retaining and repurposing the Wasp
Hangar
· Demand for pools, skateparks and sport facilities in
Hobsonville
· Support for walkable communities e.g pathways and
connections
36. Priority 4: Funding to assist in the development, improvement, and
renovation of non-council owned community facilities that serve the Upper
Harbour area through a facilities grants process:
· No clear themes but few repeated comments providing mixed
views on funding non-council facilities
37. Priority 5. Improve wayfinding in the Upper Harbour area to help our
communities to easily discover and enjoy the assets we have:
· No clear themes but few repeated comments suggesting
wayfinding is a lower priority
38. Priority 6. Contribute funding for the development of a vision and
plan for the future North Harbour Stadium and Domain Precinct:
· Mixed views:
o Some
consider this a lower priority
o Some
support and see potential with better management
o Some
preference to invest in community recreation over large sports facilities.
How important are these priorities to you
39. Graph 7 below provides an overview of
submissions that responded to this question from residents that live in Upper
Harbour.
Graph 7.
Overview of submissions from those that live in Upper Harbour that ranked
importance of priorities
40. Table One below indicates responses from
organisations that selected Upper Harbour as their local board.
Table 1. Overview of submissions from organisations
that selected Upper Harbour as their local board that ranked importance of
priorities
41. Graph 8 below provides an overview of
submissions that responded to this question from residents that live in and
outside Upper Harbour.
Graph 8.
Overview of submissions from those that live in and outside Upper Harbour that
ranked importance of priorities
·
Do you think we should contribute funding
to the development of a vision and plan for the future of North Harbour Stadium
and the Domain Precinct
42. Upper Harbour Local Board and Hibiscus and Bays Local Board asked an
additional question in relation to contributing local funding towards the
development of a vision and plan for the future of North Harbour Stadium and
Domain Precinct. A detailed analysis of responses received is provided in
Attachment A of this report.
43. 
Graphs 9 and 10 below provides an
overview of submissions that responded to this question from residents that
live in Upper Harbour, and from those that live in and outside Upper Harbour
and indicated their response relates to Upper Harbour.
Graph 9.
Overview of submissions from those that live in Upper Harbour that responded to
the question on North Harbour Stadium and Domain Precinct
Graph 10.
Overview of submissions from those that live in and outside Upper Harbour that
responded to the question on North Harbour Stadium and Domain Precinct
Feedback on other local topics
Wasp Hangar, Hobsonville Point
44. Eighty (80) submissions were received
advocating for the retention and redevelopment of the Wasp Hangar into a
multi-purpose indoor sports and recreation facility.
Requests for local funding
45. One (1) request for local funding through the
Annual Plan 2025/2026 consultation was received from Te Kawerau ā Maki.
46. The submission requests joint local board
funding of $200,000 to create two community officer roles (one in West Auckland
and one in North Shore) that will support connection with local boards and
community within the Te Kawerau ā Maki heartlands.
47. Consultation feedback on local board
priorities will be considered by the local board when approving their local
board agreement between 10-12 June 2025.
Overview of feedback received
on regional topics in the Annual Plan from the Upper Harbour Local Board area
48. The proposed Annual Plan 2025/2026 builds on
the Long-term Plan 2024-2034 (LTP), setting out Auckland Council’s
priorities and how services and investments are proposed to be funded.
Consultation on the proposed Annual Plan 2025/2026 asked submitters to respond
to key questions related to:
· The overall plan
· Destination management and major events
· Changes to other rates, fees and charges
· Local board priorities.
49. Submitters were also encouraged to provide feedback on any of other
matters included in the Annual Plan 2025/2026 consultation
document.
50. The submissions received from the Upper Harbour Local Board area on these key issues are
summarised below, along with an overview of any other areas of feedback on
regional proposals with a local impact.
Key Question 1: Overall Plan
51. Aucklanders were asked whether they support
the overall plan including prioritising investment in:
· transport
· water
· fairer funding for local communities.
52. The consultation document for the Annual Plan 2025/2026 also
outlined the proposed funding approach which includes a 5.8 per cent rates
increase for the average value residential property, consistent with the LTP,
and additional debt financing to fund $4 billion in capital expenditure.
53. The
proposed 5.8 per cent rates increase for the average value residential property
for 2025/2026 includes the following proposed rates changes:
· an average general rates increase of 6.40 per cent for
existing ratepayers
· an average increase of 3.5 per cent to the Natural
Environment Targeted Rate (NETR) and Climate Action Transport Targeted Rate
(CATTR) for existing ratepayers, as set out in the LTP
· an average increase of $2.12 in the Water Quality
Targeted Rate (WQTR) to cover the operating and interest costs for the
programme, as set out in the LTP
· a 3.3 per cent increase to the overall Waste Management
Targeted Rate (WMTR) for the typical household.
54. Graph 11 below gives an overview of the
responses from the Upper Harbour Local Board area.
Graph 11.
Overview of submissions on the Overall Plan from those that live in Upper
Harbour
55. Seventy-two (72) per cent of individuals and
100 per cent of organisations supported all or most of the overall plan. The
main themes from submitters that provided comments include:
· General
support for the overall proposal
· Concern regarding rates increases and affordability
· Support for investment in infrastructure
· Support for improved public transport services
· Support for fairer funding for local communities.
56. Twenty-one (21) per cent of individuals did
not support all or most of the overall plan. The main themes from submitters
that provided comments include:
· Concerns with proposed rate increases and affordability
· Concerns with the high cost of living
· Concerns regarding wasteful spending and inefficiencies
· General dissatisfaction with Council.
Key Question 2: Destination management and
major events
57. Aucklanders were asked for feedback on a bed night visitor levy paid
by those in short-stay commercial accommodation, to fund destination
management, marketing and major events. Without such a levy, a $7 million
budget shortfall for the 2025/2026 financial year could impact the funding for
major events that are expected to attract visitor expenditure, such as the ASB
Classic, Auckland Marathon, and Auckland Writers Festival.
58. A
bed night visitor levy of 2.5 to 3 per cent paid by those in short-stay
accommodation would raise around $27 million annually to fund even more
destination management, marketing and major events activities in Auckland.
However, this requires central government legislative change. Auckland Council continues to work with
central government on this, with public feedback helping to inform this work.
59. Graph 12 below gives an overview of the
responses from the Upper Harbour Local Board area.
Graph 12.
Overview of submissions on the Bed Night Visitor Levy from those that live in
Upper Harbour
60. Fifty-eight (58) per cent of individuals and
100 per cent of organisations supported the proposal for a bed night visitor
levy. The main themes from submitters that provided comments include:
· support for destination management, marketing and major
events in Auckland and the benefits of these
· support for the levy to fund destination management,
marketing and major events reducing costs to the ratepayer
· recognition this is common practice internationally.
61. Thirty-one (31) per cent of individuals did
not support the proposal for a bed night visitor levy. The main themes from
submitters that provided comments include:
· Concerns regarding the potential negative impact to
tourism
· Concerns regarding burden on providers and impacts to
domestic tourism
· Concerns that accommodation in Auckland is already high
· Opposition to publicly funded events
Key Question 3: changes to other rates,
fees and charges
62. Aucklanders were asked
to provide feedback on proposed changes to certain targeted rates and some fees
and charges as outlined below.
Waste management rates changes
63. Aucklanders were asked whether they support
applying the Refuse Targeted Rate to residential and lifestyle properties in Franklin
and Rodney to fund the council’s rubbish collection service, replacing
the current system of purchasing rubbish bags.
64. Starting in 2025/2026, residential and
lifestyle properties in Franklin and Rodney will be charged a refuse targeted
rate for the first time. Franklin's rate will cover a full year of service,
while Rodney's will be about 83% of the full charge due to its scheduled
September 2025 start date. Additionally, from July 2025, waste management
services and targeted rates will be introduced in Manukau's commercial areas
where the service isn’t presently available.
65. Graph 13 below gives an overview of the
responses from the Upper Harbour Local Board area.
Graph 13.
Overview of submissions on the Waste Management rate changes from those that
live in Upper Harbour
66. Fifty-six (56) per cent of individuals and 50
per cent of organisations supported the proposal for waste management rate
changes, while 24 per cent of individuals did not support the proposal.
Changes to fees and charges
67. Other proposed changes to fees and charges included in the
consultation document for the Annual Plan 2025/2026 include:
· changes to some animal management fees including an increase in
the dog adoption fee from $350 to $450 and an increase vet fee from $75 to $150
· fees for some cemetery and cremation services
· realigning bach fees into pricing tiers based on
occupancy levels, capacity, and location
· aligning staff charge-out rates with staff pay bands for
services in regional parks
68. There were 264 submissions from the Upper
Harbour Local Board area which referenced these fees.
69. The main theme from submitters that provided
comments on the waste management rate changes and other changes to fees and
charges included:
· preference for a
pay as you throw system for waste rather than a rates-based system
· general opposition to any increases to rates, fees and
charges.
Other matters for feedback
Draft Tūpuna Maunga Authority
Operational Plan 2025/2026
70. Aucklanders were asked for feedback on the draft Tūpuna Maunga
Authority (TMA) Operational Plan 2025/2026 which sets out a framework in which
the council must carry out the routine management of 14 Tūpuna Maunga,
under the direction of the Tūpuna Maunga Authority.
71. No submissions were received from the Upper
Harbour Local Board area referencing the TMA plan.
Any other feedback
72. Aucklanders were asked if they had any other
comments. 225 submissions that selected Upper Harbour as their local board
responded to this question.
73. The main themes of note across other areas of feedback received
included:
· Strong support for retention and redevelopment of the Wasp
Hangar in Hobsonville Point into a multi-purpose indoor sports and recreation
facility
· Concerns regarding rate increases
· Support to complete implementation of the Te Kori Scott
Point masterplan
· Support for improving transport infrastructure
· Comments of inefficient public transport services in the
Upper Harbour area
· Opposition to the relocation of speedway from Western
Springs.
Recommendations on local
matters
74. This report provides for the local board to
recommend local matters to the Governing Body for consideration as part of the
Annual Plan process, in May 2025. This includes:
· any new/amended
local targeted rate proposals
· any new/amended
business improvement district targeted rates
· release of local
board specific reserve funds
· local
advocacy initiatives.
Local board advocacy
75. Local boards can also agree advocacy
initiatives which considers the consultation feedback above. This allows the
Governing Body to consider these advocacy items when making decisions on the
Annual Plan 2025/2026 in May 2025.
76. The advocacy initiatives approved by the local
board will then be included as an appendix to the 2025/2026 Local Board
Agreement.
Local board input on regional
topics in the
Annual Plan 2025/2026
77. Local boards have a statutory responsibility
for identifying and communicating the interests and preferences of the people
in its local board area in relation to Auckland Council’s strategies,
policies, plans, and bylaws, and any proposed changes to be made to
them. This report provides an opportunity for the local board to provide
input on council’s proposed Annual Plan 2025/2026.
78. Local board plans reflect community priorities
and preferences and are key documents that guide the development of local board
agreements, local board annual work programmes, and local board input into
regional plans such as the long-term plan and annual plan.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
79. The decisions recommended in this report are
part of the Annual Plan 2025/2026 and local board agreement process to approve
funding and expenditure over the next year.
80. Projects allocated funding through this Annual
Plan process will all have varying levels of potential climate impact
associated with them. The climate impacts of projects Auckland Council chooses
to progress, are all assessed carefully as part of council’s rigorous
reporting requirements.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and
views
81. The Annual Plan 2025/2026 is an Auckland
Council Group document and will include budgets at a consolidated group level.
Consultation items and updates to budgets to reflect decisions and new
information may include items from across the group.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board
views
82. The local board’s decisions and feedback
are being sought in this report. The local board has a statutory role in
providing its feedback on regional plans.
83. Local boards play an important role in the
development of the council’s Annual Plan 2025/2026. Local board
agreements form part of the Annual Plan. Local board chairs have been invited
to attend Budget Committee workshops. Local board members were provided
recordings or briefings of the Budget Committee workshops for the Annual Plan
2025/2026.
Tauākī whakaaweawe
Māori
Māori impact statement
84. Many local board decisions are of importance
to and impact Māori. Local board agreements and the Annual Plan are
important tools that enable and can demonstrate the council’s
responsiveness to Māori Outcomes.
85. Local board plans, developed in 2023 through
engagement with the community including Māori, form the basis of local
board area priorities.
86. Some projects approved for funding could have
discernible impacts on Māori. For any project or programme progressed by
Auckland Council, the potential impacts on Māori, will be assessed as part
of relevant reporting requirements.
87. Analysis of consultation feedback received on
the proposed Annual Plan includes submissions made by mana whenua, matawaaka
organisations and the wider Māori community who have interests in the rohe
/ local board area.
88. The Governance team led the council-wide
approach with support from Ngā Mātārae on engagement with
Māori entities. This included:
· three information sessions for mana whenua on submissions and the
process for submissions
· five information sessions for mātaawaka on submissions and the
process for submissions
· one hearing style event for mana whenua and mātaawaka groups
89. Nineteen mana whenua entities have interests
in the Auckland Council rohe. Thirteen of the nineteen (68.42%) provided verbal
or written submissions on the Auckland Council’s proposals for the Annual
Plan 2025/2026.
90. There were six oral submissions from mana
whenua and six oral submissions from mātaawaka at the Have your Say Event.
91. The following mana whenua organisations gave feedback on the Upper Harbour Local Board
priorities:
· Ngaati Whanaunga
· Te Kawerau ā Maki.
92. Ngaati Whanaunga responded to the question on
local board priorities for 2025/2026; supporting most of the local board
priorities but did not provide specific feedback on the priorities.
93. Key points from the Te Kawerau ā Maki
submission in relation to Upper Harbour included:
· non-financial support to deliver their aspirations and outcomes at
Te Onekiritea, Hobsonville
· financial support for a community officer.
94. Six point one (6.1) per cent of residents living in Upper Harbour
identify as Māori based on 2023 census data. 26 submissions from people who identify as Māori were received
from people residing in the Upper Harbour Local Board area. This represents 4 per cent of total
submissions.
Ngā ritenga
ā-pūtea
Financial implications
95. The local board provides input to regional
plans and proposals. There is information in the council’s consultation
material for each plan or proposal with the financial implications of each
option outlined for consideration.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
96. The council must adopt its Annual Plan, which
includes local board agreements, by 30 June 2025. The local board is required
to make recommendations on these local matters for the Annual Plan by mid-May
2025, to enable and support the Governing Body to make decisions on key items
to be included in the Annual Plan on 28 May 2025.
Ngā koringa ā-muri
Next steps
97. Recommendations and feedback from the local
board will be provided to the Budget Committee for consideration as part of
decision-making for the Annual Plan 2025/2026.
98. The local board will approve its local content
for inclusion in the final Annual Plan 2025/2026 (including its local board
agreement) and corresponding work programmes in June 2025.
99. The
final Annual Plan 2025/2026 (including local board agreements) will be adopted
by the Governing Body on 25 June 2025.
Ngā tāpirihanga
Attachments
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No.
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Title
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Page
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a⇩
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North Harbour Stadium and Domain
Analysis.
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27
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Ngā kaihaina
Signatories
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Authors
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Heather Skinner - Senior Local Board
Advisor
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Authorisers
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Lesley Jenkins - Local Area Manager
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