Agenda of Manurewa Local Board - Thursday, 15 May 2025

1 Nau mai | Welcome

A board member will lead the meeting in prayer.

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 Manurewa Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Thursday, 1 May 2025, as true and correct.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Manurewa 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 - Auckland Airport draft Master Plan 2025

Te take mō te pūrongo

Purpose of the report

1. Alessandra Tunno, Head of Aeronautical Infrastructure Planning and Andrea Marshall, Head of Environmental Planning and Sustainability will be in attendance to provide a high-level overview of the Auckland Airport draft Master Plan.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whakamihi / thank Alessandra Tunno and Andrea Marshall for their attendance and presentation.

8.2 Deputation - Pro Love

Te take mō te pūrongo

Purpose of the report

1. Melissa Dobbs from Pro Love will be in attendance to speak to the board about the work they do supporting whanau with babies and toddlers. This work includes supporting vulnerable pregnant mothers and helping new mother adapt to motherhood.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whakamihi / thank Melissa Dobbs for her attendance.

8.3 Deputation - Impactdev360

Te take mō te pūrongo

Purpose of the report

1. Ireen Rahiman-Manuel, founder and director of Impactdev360 will be in attendance to provide independent insights on ethnic communities in Manurewa and the value of an ethnic specific plan to support this growing demographic in Manurewa Local Board

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whakamihi / thank Ireen Rahiman-Manuel for her attendance and presentation.

9 Te Matapaki Tūmatanui | Public Forum

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

At the close of the agenda no requests for public forum had been received.

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

Manurewa Local Board

15 May 2025

Endorsing Business Improvement District (BID) targeted rate grants for 2025/2026

File No.: CP2025/02944

Te take mō te pūrongo

Purpose of the report

1. To confirm Business Improvement District (BID) annual compliance against the Auckland Council BID Policy (Kaupapa Here ā-Rohe Whakapiki Pakihi) as of 10 March 2025.

2. To consider whether the local board should recommend to the Governing Body the setting of the targeted rates for the Manurewa and Wiri Business Improvement District (BID) programmes for the 2025/2026 financial year.

Whakarāpopototanga matua

Executive summary

BID-operating business associations within the local board area

3. Business Improvement Districts (BIDs) are programmes where local business and property owners have agreed to work together to improve their business environment, encourage engagement with all BID members and attract new businesses and customers.

4. The BID Policy includes a total of 23 Requirements, 19 are the direct responsibility of the BID-operating business association (BID) and inform this report. As part of the 19 Requirements, the BIDs are required to provide annual accountability reports which are due 10 March each year.

5. All BIDs need to work within the BID Policy and meet the terms of the signed three-year BID Targeted Rate Grant Agreement.

6. The BID annual accountability reports on public funds received by the BID within the local board area for the 2023/2024 financial year and compliance with the Auckland Council BID Policy (2022) as of 10 March 2025. This report has a direct link to council’s Annual Plan and budget 2025/2026 process to set the BID targeted rates for 2025/2026.

7. Manurewa Local Board has two BIDs operating in their local area:

Table 1: BID targeted rate sought 2025/2026

Incorporated Society Name

Proposed 2025/2026 Targeted Rate

Met BID Policy annual accountability reports

Manurewa Business Association Inc

$400,207.50

Yes

Wiri Business Association Inc

$785,642.00

Yes

8. Staff recommend that the local board supports Manurewa and Wiri Business Improvement Districts receiving their targeted rate grant for 2025/2026 set by the Governing Body.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) recommends to the Governing Body the setting of the 2025/2026 BID targeted rates for inclusion in the 2025/2026 Annual Plan and budget for the following Business Improvement District (BID) programmes:

i. $400,207.50 for Manurewa BID

ii. $785,642.00 for Wiri BID.

Horopaki

Context

BID Policy and BID targeted rate grant agreement

9. Auckland Council’s Business Improvement District (BID) Policy (2022) (Kaupapa Here ā-Rohe Whakapiki Pakihi includes a total of 23 Requirements, 19 are the direct responsibility of the BID-operating business association (BID) and inform this annual report. (Attachment A)

10. The remaining four BID Policy Requirements set out the process for establishing, expanding, and discontinuing a BID programme; and determines rating mechanisms. These will be covered within individual BID local board reports.

11. The BID Policy does not prescribe or measure standards for BID programme effectiveness. That is a matter for business association members to determine. Staff, therefore, cannot base recommendations on these factors, but only on the Policy’s express requirements.

12. The BID Policy is supported by a BID Targeted Rate Grant Agreement, a three-year agreement signed by both Auckland Council and each BID-operating business association’s executive committee. The agreement sets out the relationship between the parties, how payment will be made and that compliance with the BID Policy is mandatory. The agreement confirms the business associations’ independence from Auckland Council. All 51 BIDs currently have a BID Targeted Rate Grant Agreement which will finish on 30 June 2025. Staff are preparing the Agreement for signing in June 2025 for the upcoming three-year period.

13. This report to the local board focuses on the BIDs annual accountability reporting (BID Policy Requirements 9, 11 and 18) relating to public funds received by the BID for the 2023/2024 financial year. The report also confirms compliance with the 19 BID Policy Requirements that are the responsibility of the BID as of 10 March each year.

14. This report includes a copy of the individual BIDs Governance Summary documents (Attachment B and C). These documents include the full resolution detailing the amount of BID targeted rate grant approved by association members at their 2024 Annual General Meeting (AGM) for the 2025/2026 financial year. The BID Chair also agrees, by signing this document, to advise the council of any perceived or real current issues that can affect compliance with the BID Policy.

BID Programmes

15. Local BID programmes should provide value to the collective business community by delivering a suite of economic activities that respond to local needs and opportunities and are agreed by the local business community. BID programmes also provide the opportunity to work with the council group and engage with local boards.

16. The BID programme does not replicate services provided by the council but channels the capabilities and knowledge of the private sector to improve economic outcomes and achieve common goals.

17. Each business association operating a BID programme sets the BID targeted rate grant amount at its AGM when members vote to approve a detailed income and expenditure operational budget and business plan for the following financial year.

18. Responsibility for delivery and the outcomes of the BID programme sits with the individual BID-operating business association executive committee (provision of reporting information) and members (reviewing information provided to them by the executive committee).

19. All BIDs need to be aware of the requirement to re-register by April 2026 under the updated Incorporated Societies Act 2022. All BIDs are registered incorporated societies and may need to update their constitutions to meet the new Act.

BID Policy refresh 2025

20. The BID Team undertook a refresh of the BID Policy starting in October 2024. This refresh is nearing completion with the final draft of the BID Policy 2025 document going to the Governing Body meeting on 29 May.

Regional BID Programme Growth

21. Grey Lynn Business Association achieved a successful BID establishment ballot in November 2024. This will see them commence as a new BID from 1 July 2025 with a BID targeted rate grant of $320,000.

22. Takanini Business Association failed to meet the BID Policy ballot mandate and will not progress the BID establishment project to full BID status.

23. Two business associations are in the process of having their BID programmes stopped for non-compliance with the BID policy.

24. This will bring the total number of BID programmes to 50 as of 1 July 2025.

25. There are several BIDs signalling a review of their BID boundary areas and progressing towards a BID expansion over the next few years. These include Howick, Kingsland, Manurewa and Glen Eden.

Manurewa Local Board BID Targeted Rates 2025/2026

26. Manurewa Local Board has two BIDs operating in their local board area. Table 2 shows the amount of targeted rate each BID had approved at their 2024 AGM for the 2025/2026 financial year and linked to the council’s Annual plan and budget 2025/2026 approval process.

Table 2: BID targeted rate changes in 2025/2026

Incorporated Society Name

Proposed 2025/2026 Targeted Rate

(Approved at AGM)

BID targeted rate grant 2024/2025

Proposed increase over 2024/2025

Manurewa Business Association Inc

$400,207.50

$363,825.00

10%

Wiri Business Association Inc

$785,642.00

$755,425.00

26. 37 BIDs increased their targeted rate grant amount for 2025/2026 - between 2 per cent to 42.5 per cent - while 12 maintained the fiscal status quo.

Decision making

Auckland Council

27. The recommendation in this report is put into effect with the Governing Body’s approval of the Annual Plan and budget 2025/2026 and its setting of the 2025/2026 targeted rates.

28. In accordance with the provisions of the Local Government Act 2002 and the Local Government (Rating) Act 2002, the Governing Body is authorised to make the final decisions on what BID programme targeted rates, if any, to set in any particular year or property (in terms of the amount and the geographic area to be rated).

Local Boards

29. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BID programmes. One of these is to annually recommend BID targeted rates to the Governing Body if it is satisfied that the BID is sufficiently complying with the BID Policy.

Tātaritanga me ngā tohutohu

Analysis and advice

BID 2025 Accountability Reporting process overview

30. Upon receipt of individual BID annual accountability documents, staff follow a set process that includes reviewing the documents provided by 10 March 2025 against the BID Policy, analysing changes from the previous accountability period, and following up with BIDs on any identified issues.

31. The BID team report this year that all BIDs successfully completed their annual accountability reporting by the due date of 10 March 2025. There were no serious issues identified as part of this annual accountability review.

32. The BID Policy, Requirement 11, sets out the documents that form the annual accountability reporting documents for each BID. These documents confirm membership decision-making has taken place regarding the BID programme at the 2024 AGM. Other reporting requirements include the filing of annual financial statements with the Companies Office under the Incorporated Societies Act.

33. At the time of writing this report over 12 BIDs had completed the reregistration process with the NZ Companies Office under the Incorporated Society Act 2022.

Manurewa Local Board BIDs

34. Using the documents and information submitted, staff are satisfied that Manurewa and Wiri BIDs have sufficiently met the BID Policy Requirements and the BID Policy for setting of the BID targeted rates for 2025/2026.

35. Staff advise the local board to recommend to the Governing Body the setting of the targeted rates for 2025/2026 as set out in Table 1.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. Through targeted rate-funded advocacy and activities, BID-operating business associations promote and can facilitate environmental sustainability programmes and climate response where appropriate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. Advocacy is a key service provided by business associations that operate a BID programme. BID-operating business associations ensure the views and ambitions of their members are provided to elected representatives and council teams, including CCOs, on those policies, plans, programmes, and projects that impact them.

38. BIDs will continue to work across the council and at various times alongside the council-controlled organisations.

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

Local impacts and local board views

39. The local board’s views are most frequently expressed by its appointed representative on the board of each BID-operating business association. This liaison board member (or alternates) can attend BID board meetings to ensure there is a direct link between the council and the operation of the BID programme.

40. Manurewa and Wiri BID programmes best align with the Manurewa Local Board Plan 2023, Outcome: Our local economy continues to grow.

41. Recommending that the Governing Body sets the targeted rates for Manurewa and Wiri business associations means that these BID programmes will continue to be funded from targeted rates on commercial properties in their respective rohe. They will provide services in accordance with their members’ priorities as stated in their strategic plans.

Tauākī whakaaweawe Māori

Māori impact statement

42. The BID Policy and the annual accountability process does not prescribe or report on individual BID programme’s effectiveness, outcomes, or impacts for Māori. However individual BIDs may include this level of detail in other reports provided to their members. This localised project reporting is not a requirement of the BID Policy and is not part of the BID Policy annual accountability reporting.

Ngā ritenga ā-pūtea

Financial implications

43. There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from business ratepayers in the district and used by the business association for improvements within that rohe. The council’s financial role is to collect the BID targeted rates and pass them directly to the associations every quarter.

44. The targeted rate is payable by the owners of the business-rated properties within the geographic area of the individual BID programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. To sustain public trust and confidence in the council, the BID Policy sets out a balance between the independence of the BID-operating business associations and the accountability for monies collected by a public sector organisation.

46. For the council to be confident that the targeted rate grant funds provided to the BID-operating business associations are being used appropriately, it requires the BIDs to fully complete all annual accountability reporting and the 19 BID Policy Requirements that are the responsibility of the BIDs.

47. Council staff regularly monitor compliance with the BID Policy throughout the year including responding to queries and issues raised by council staff, members of the BID, the public and elected members.

48. The BID Team actively seeks out and grows relationships with council departments that interact with BID programmes to ensure a consistent approach is applied for the programme.

49. The role of the local board representative is a key link between the parties involved in the BID programme in terms of communication and feedback. Local board representatives on BID programmes are strongly encouraged to contact the BID Team if they have any queries or concerns.

50. This report is part of an active risk management programme to minimise inappropriate use of funds. It provides an annual update that the BIDs operating within the local board area are compliant with the BID Policy.

Ngā koringa ā-muri

Next steps

51. If the local board supports this report, it will recommend to the Governing Body that the BID targeted rates be set as part of the annual plan and budget 2025/2026.

52. After the targeted rates are approved, the council will collect the targeted rate funds effective from 1 July 2025 and distribute them in quarterly BID grant payments to the Manurewa and Wiri BIDs.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	BID Policy Requirements Summary	19
b ⇩	Manurewa Governance Declaration	23
c ⇩	Wiri Governance Declaration	25

Ngā kaihaina

Signatories

Authors

Gill Plume - BID Senior Advisor

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager CCO/External Partnerships team

Anna Bray - General Manager Group Strategy, Transformation and Partnerships

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

15 May 2025

Manurewa Local Board Community Grants and Youth Grants Programme 2025/2026

File No.: CP2025/04050

Te take mō te pūrongo

Purpose of the report

1. To adopt the Manurewa Local Board Community Grants Programme 2025/2026 and Manurewa Youth 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 its own local grants programme for the following financial year.

4. This report presents the Manurewa Local Board Community Grants Programme 2025/2026 and Manurewa Youth Grants Programme 2025/2026 for adoption as provided in Attachment A and Attachment B respectively.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whai / adopt the Manurewa Local Board Community Grants Programme 2025/2026 provided as Attachment A

b) whai / adopt the Manurewa Youth Grants Programme 2025/2026 provided as Attachment B.

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 following financial year. The local board grants programme guides community groups and individuals when making applications to the local board.

7. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

· the types of grants, 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 its decision-making.

8. Once the local board grants programme 2025/2026 has been adopted, the types of grants, grant rounds, criteria, and eligibility with 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 new Manurewa Grants Programme has been workshopped with the local board and the board’s feedback incorporated into the 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.

11. 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

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

13. Based on the main focus of an application, a subject matter expert from the relevant council unit will provide input and advice. Applications are generally catergorised under arts, community, events, sport and recreation, environment, or heritage.

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

15. 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

16. The allocation of grants to community groups is within the adopted Long-term Plan 2024 -2034 and local board agreements.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

17. 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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manurewa Community Grants Programme 2025/2026	31
b ⇩	Manurewa Youth Grants Programme 2025-2026	39

Ngā kaihaina

Signatories

Authors

Amber Deng - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

15 May 2025

Manurewa Play Plan 2025

File No.: CP2025/07080

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. The Manurewa Play Plan 2025 provides Manurewa 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 Manurewa Play Plan 2025 is now offered to the local board for adoption.

4. A supplementary information document has also been provided. It includes relevant demographic information for the local board area, and insights from Regional Sports Trusts and the council’s Advisory Panels. This information has informed the advice staff provide to Manurewa 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 Manurewa Local Board adopt the Manurewa Play Plan 2025 and use it as a resource for the future development of play.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whai / adopt the Manurewa 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 Manurewa Local Board at various workshops in 2023 and 2024. A play advocacy activity was included in the local board’s annual work programme in the 2023/2024 and the 2024/2025 financial years. In the 2024/2025 financial year a budget of $5,000 was allocated.

10. In the 2023/2024 work programme, staff committed to delivering a ‘play plan’ for Manurewa 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 Manurewa Play Plan 2025 was discussed with the local board at a workshop in December 2024. A further workshop was held in April 2025 to discuss elements of the play plan in more detail. Additional elected member feedback was received by email, and the final draft of the play plan was edited to reflect this and the workshop discussions. Staff are seeking adoption of the plan on Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Manurewa Play Plan 2025 (Under Separate Cover)
b ⇩	Manurewa Play Plan 2025 Supplementary Information	49

Ngā kaihaina

Signatories

Authors

Jacquelyn Collins - Play Portfolio Lead

Authorisers

Pippa Sommerville - Manager Sport & Recreation

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

15 May 2025

Auckland Council’s Quarterly Performance Report: Manurewa Local Board for quarter three 2024/2025

File No.: CP2025/07377

Te take mō te pūrongo

Purpose of the report

1. To receive the Manurewa Local Board’s integrated quarterly performance report for quarter three, 1 January to 31 March 2025.

Whakarāpopototanga matua

Executive summary

2. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2024/2025 work programme.

3. The work programme is produced annually and aligns with 2023 Manurewa Local Board Plan outcomes.

4. All operating departments with agreed work programmes have provided an update against their work programme delivery. Activities are reported with a status of green (on track), amber (some risk or issues, which are being managed), grey (cancelled, deferred or merged) or red (behind delivery, significant risk).

5. Of the 96 work lines within the agreed work programme 92 are green and four are amber.

6. Some of the key activity updates from this quarter are:

· There is a total of $5,100 underspend to be reallocated (#3556, #4379).

· There is a shortfall of $10,000 for engagement and the blessing of a mural (#270).

· 72 activations were delivered to a total of 2,551 attendees in local parks and spaces (#558).

· The Nathan Homestead seismic works are scheduled to be complete in September 2025 (#36781).

· The Manurewa Local Board Emergency Readiness and Response Plan (ER&R) was officially launched in 2025 with launch activities being held over February and March 2025 (#3970).

7. Net operating performance for Manurewa Local Board is two per cent below budget for the nine months ended 31 March 2025. Operating expenditure is four per cent below budget, and operating revenue is 13 per cent below budget. Capital expenditure is 46 per cent below budget year to date.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) whiwhi / receive the integrated performance report for quarter three ending 31 March 2025

b) tuhi ā-taipitopito / note the underspend of $2,100 in work programme #3556 (Ara Kōtui)

c) tuhi ā-taipitopito / note the underspend of $3,000 in work programme #4379 (Local Board Engagement)

d) tuhi ā-taipitopito / note the shortfall of $10,000 in work programme #270 (support Māori led aspirations)

e) whakaae / approve the reallocation of $2,100 unspent budget from work programmes #3556 (Ara Kōtui) and $3,000 unspent budget from #4379 (Local Board Engagement) to work programme #270 (support Māori led aspirations).

Horopaki

Context

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

· Customer and Community Services

· Local Environmental

· Auckland Emergency Management

· Local Governance.

9. The graph below shows how the work programme activities meet the Manurewa Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

10. The graph below identifies work programme activities by RAG status (red, amber, green and grey), which measures the performance of the activity. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), activities that have significant issues (red) and activities that have been cancelled, deferred, or merged (grey).

Graph 2: Work programme performance by RAG status

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

Graph 3: Work programme performance by activity status and department

Key activity updates from quarter three

12. Below are some of the key activity updates from quarter three provided by departments. These are aligned to outcomes in the 2023 Manurewa Local Board Plan.

Our people

13. Support Māori led aspirations (#270): The Matariki mural is underway. The budget for this financial year does not include the launch of the Matariki Mural. The project manager indicated a shortfall of $10,000 for the artist, iwi engagement and blessing of the mural in quarter four and is therefore seeking additional funding from the local board budget. Staff have indicated that if less than $10,000 is allocated to this project, the launch/blessing will go ahead but will need to be scaled down accordingly.

14. Ara Kōtui (#3556): A hui was held in February 2025 where the terms of reference for Ara Kōtui were reviewed and updated for 2025. The schedule for hui in 2025 was discussed, with direction to move to bi-monthly, with some in person hui and during working hours. Due to lower attendance than anticipated, there is a $2,100 underspend which can be reallocated to other work programme lines.

15. Local Board Engagement (#4379): Annual Plan 2025/26 events were held in February and March, including the Manurewa Diversity Signature Event on 15 March and at the Manurewa Markets on 16 March. There is an anticipated underspend of $3,000 which can be reallocated to other work programme lines.

16. Community safety initiatives investment (#267): The "Coffee with a Cop" initiative has continued to be successful and popular, which has required a cap of 100 cups per event. These sessions have been followed by community walk-arounds with the police, strengthening connections between local officers and residents. The Safer Plates initiative has had increased support from new collaborative partners including Plunket Manurewa-Poutolomanawa, Living Smoke Free Service, Counties Manukau Police, Angielatte Café (providing free coffee and treats), and McDonald's.

17. Programming in community places (#272): A work-ready programme was held this quarter at Manu Tukutuku. Local rangatahi, the Solomon Group, Ignite and Zeducation, local police and residents were all involved in helping to shape the programme. A provider was identified who would run a community-based programme, which has over 40 attendees including young people, men and women.

Our environment

18. Pest Free South Auckland (#600): Pest Free South Auckland engaged 50 people at Te Whakaoranga o te Puhinui Neighbours Day on pest control. The moth plant competition launched on 3 March 2025, with 17 teams from Manurewa.

19. Community and business emergency response plans and resilience programme (#3970): The Manurewa Local Board Emergency Readiness and Response Plan (ER&R) was officially launched in 2025 with launch activities being held over February and March 2025. Launch activities were supported by a media release and social media content. Auckland Emergency Management has also signed a Memorandum of Understanding (MOU) with Neighbourhood Support to promote key information provided in the ER&R Plan at the street level, with a particular focus on the southern local board areas.

Our community

20. Te Kete Rukuruku Māori naming of parks and places tranche two (#4156): Iwi are working on names and staff are likely to receive the names in April.

21. Activation of parks, places and open spaces (#558): 72 activations were delivered to a total of 2,551 attendees. One hundred and thirty activations have been delivered this financial year to date with a total of 3,817 attendees.

22. Manurewa Pool and Leisure Centre - investigate options to develop an outdoor fitness area (#46404): The project has been scoped and cost estimates have been received. Staff will present the findings to the local board in April.

23. Nathan Homestead - undertake seismic strengthening (#36781): The project is estimated to be completed in September 2025. Several milestones have been achieved, including the completion of asbestos cleaning, the installation of perimeter concrete bond beams, and most of the structural steelwork. The focus will now be on internal services, linings, exterior repairs, maintenance, and decorative works.

24. Renew sports infrastructure 2024/2025 to 2025/2026 (#42391): Light investigations were completed, and reports received for Jellicoe and Laurie Gibbons parks. Currently staff are awaiting reports for Leabank, Mountfort, and War Memorial parks. Physical works are underway for Manurewa Netball lights. Fields investigation is complete for Mountfort Park (report received) and underway for War Memorial park.

Our economy

25. Manurewa Local Economic Development Options (#5106): Following the approval of the scoping document in February, staff issued a request for proposal (RFP), which closed on 30 March. Proposals are currently under review.

Activities on hold

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

· Mountfort Park - Counties Manukau Cricket Association Incorporated (lease) (#4259).

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

31. This report informs the Manurewa Local Board of the performance for quarter three ending 31 March 2025.

Tauākī whakaaweawe Māori

Māori impact statement

32. The local board is committed to supporting work that contributes to outcomes for Māori. This includes seeking opportunities for collaboration and early engagement with mana whenua.

33. The board fund several work programme items that have a significant Māori focus or outcomes, including supporting Māori youth initiatives, Māori-led social initiatives, Te Kete Rukuruku (Māori naming and associated storytelling of parks and places), and the bi-lingual hikoi. The board remains committed to working with local iwi and marae to enable increased participation and engagement with the local board and its projects.

34. Manurewa Local Board is part of Ara Kōtui, a joint mana whenua and southern local boards initiative that explores and supports opportunities that enable mana whenua involvement in local board decision-making.

Ngā ritenga ā-pūtea

Financial implications

35. This report is provided to enable Manurewa Local Board to monitor the organisation’s progress and performance in delivering the 2024/2025 work programmes.

36. There is a recommendation to reallocate $5,100 of Locally Driven Initiative Operating Expenditure (LDI Opex) budget from #3556 (Ara Kōtui) and #4379 (Local Board Engagement) to work programme #270 (support Māori led aspirations).

37. The reallocation recommendation has no financial impact on the overall LDI Opex budget.

Financial Performance

38. The operating expenditure of $13.97 million is $620,000 below budget.

39. ABS (Asset Based Services) operating expenditure has an underspend of $614,000, which is made up of lower facility maintenance costs, and higher charges for facility utilities, for example, security, electricity and water.

40. For LDI (Locally Driven Initiatives), operating expenditure is on budget with no financial implications.

41. Operating Revenue of $2.18 million is $325,000 below budget mainly in active recreation membership downturn while Learn to Swim, and hall hireages are above budget.

42. Capital expenditure of $2.76 million year to date is $2.4 million below budget with the majority of programmes indicating no issues.

43. The financial report for the nine months ended 31 March 2025 for Manurewa Local Board area is in Attachment B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

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

46. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section.

Ngā koringa ā-muri

Next steps

47. The local board will receive the next performance update following the end of quarter four (30 June 2025).

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Manurewa Local Board Q3 work programme update	87
b ⇩	Manurewa Local Board Operating Performance Financial Summary - Q3	115

Ngā kaihaina

Signatories

Authors	Claire Abbot - Local Board Advisor
Authorisers	Manoj Ragupathy - Local Area Manager

Manurewa Local Board

15 May 2025

Manurewa Local Parks Management Plan: Approval of scope, engagement approach, and public notification of the intention to prepare the plan

File No.: CP2025/08005

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Manurewa Local Board to publicly notify its intention to prepare the Manurewa Local Parks Management Plan.

2. To approve the project scope and engagement approach for the Manurewa Local Parks Management Plan.

Whakarāpopototanga matua

Executive summary

3. In June 2024, Manurewa Local Board approved the development of the Manurewa Local Parks Management Plan in its Customer and Community Services work programme (resolution number: MR/2024/88).

4. Once adopted, the Manurewa Local Parks Management Plan (LPMP) will provide a policy framework and direction to manage use, protection and development of the Manurewa local park network.

5. Land which is in scope for the LPMP includes local park land for which the local board has allocated decision-making authority, held under both the Reserves Act 1977 and the Local Government Act 2002 (LGA).

6. For drainage reserves, the local board has allocated decision-making authority for non-regulatory activities. Non-regulatory activities include local park improvements that will not negatively affect the stormwater network which is the responsibility of the Governing Body (delegated to Healthy Waters).

7. Land that has an open space function is excluded from the scope of the LPMP where:

· it is not owned or managed by Auckland Council

· the local board does not have a decision-making role e.g. regional parks.

8. For unformed legal roads that adjoin local parks, and contribute to the function of those parks, the local board’s advocacy to Auckland Transport can be expressed through the plan.

9. The LPMP will be prepared using the process for reserve management plans outlined in the Reserves Act 1977 (see Attachment A).

10. Approval is sought to notify the intention to prepare a plan and to invite written submissions pursuant to section 41(5) of the Reserves Act.

11. The public notices are likely to be published in early July 2025, and the deadline for written submissions will be a minimum of one month later.

12. This report outlines the engagement approach for the development of the LPMP. The engagement includes online interactive platforms for receiving community feedback such as Social Pinpoint (see Attachment D).

13. The cost of public notification will be met from the project budget.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board Local Board:

a) whakaae / approve public notification of the intention to prepare a Manurewa Local Parks Management Plan for all local parks and reserves in the Manurewa Local Board area and invite written submissions on the proposed plan

b) whakaae / approve the scope and engagement approach for the development of the Manurewa Local Parks Management Plan as outlined in Attachments B, C, and D of the agenda report.

Horopaki

Context

Background information

14. The local board approved the development of the Manurewa Local Parks Management Plan (LPMP), and associated budget, as part of the adoption of the 2024/2025 Customer and Community Services work programme (resolution number: MR/2024/88).

15. The Manurewa Local Board has decision-making responsibility for approximately 140 local parks in the Manurewa area. About 73 per cent (102 local parks) are covered by existing reserve management plans. Most of these plans are 16 years old or more, and will be superseded by the new LPMP (see paragraphs 25 to 26 for more details).

16. This report covers the ‘what, why and how’ of preparing a LPMP. It also seeks approval from the local board to initiate the first round of public consultation.

What is a local parks management plan?

17. The LPMP is a statutory document for land held under the Reserves Act 1977. Section 41(1) of the Act requires the council to create management plans for certain classifications of reserves. This also means that the council is legally bound to adhere to management plans.

18. The contents of the LPMP (outlined in Attachment B) will provide:

· A park management framework consisting of:

o high-level values and principles to guide policies that apply across all parks

o classification of land held under the Reserves Act 1977 which determines the primary purpose for which individual parks, or parts of parks, must be managed

· guidance on issues impacting individual parks and intentions to manage those issues

· overarching direction for leases and other activities requiring landowner approval for relevant parks.

Why do we need a local parks management plan?

19. A LPMP is an important tool to protect the values of parks while providing for appropriate activities. It provides a framework for consistent, transparent decision-making for managing and developing park land. Management plans guide the local board, council group, other organisations and the wider community as to the appropriate use of local parks.

20. The table below gives an overview of the benefits of LPMPs:

Types of benefits	Examples
Māori outcomes	Incorporates Māori values and input into decision-making.
Statutory compliance	Fulfils requirements of the Reserves Act to have a management plan for each reserve held under the Act and to keep plans under continuous review.
Certainty	Aligns park activities with outcomes sought and protects important park values. Indicates types of leases and activities contemplated for each reserve.
Transparency and consistency	Provides one framework for decision-making for all parks within a local board area. Provides key information for all parks within the local board area in a consistent way.
Relationship building	Provides confidence that park management aligns with mana whenua and community aspirations.
Risk management	Acknowledges hazards such as coastal inundation, stormwater and contamination.

Tātaritanga me ngā tohutohu

Analysis and advice

What park land is included in the LPMP?

21. The scope of the LPMP includes local park land for which the local board has allocated decision-making authority. This includes land held under the Reserves Act 1977 and the Local Government Act 2002 (LGA).

22. For drainage reserves, the local board has allocated decision-making authority for non-regulatory activities. These activities include local park improvements that will not negatively affect the stormwater network, which is the responsibility of the Governing Body (delegated to Healthy Waters).

23. For unformed legal roads that adjoin local parks, and contribute to the function of those parks, the local board’s advocacy to Auckland Transport can be expressed through the plan.

24. A summary of the park land which is in scope for the LPMP is shown in the table below. See Attachment C for more detail and specific examples:

In scope

Land for which the local board has allocated decision-making:

ü land held under Reserves Act 1977

ü park land held under Local Government Act 2002

Advocacy role only

Land for which the local board does not have allocated decision-making, but that does fulfil an open space function:

· legal roads that have a significant open space function and adjoin local parks

Out of scope

Land for which the local board does not have allocated decision-making:

û unformed roads (unless they have an open space function and adjoin local parks – see above)

û drainage reserves (unless they have an open space function)

û regional park land

û open cemeteries

û park land owned and managed by other entities such as the Department of Conservation (where there is no management agreement with council)

Continuous review

25. A list of existing Reserve Management Plans (RMPs) for local parks in Manurewa, to be superseded by the LPMP, can be found in Attachment E. If additional plans are discovered during research, advice will be provided to the local board for consideration as to whether they should be superseded.

26. The main benefit of superseding existing RMPs within the LPMP, is to fulfil the requirement of the Reserves Act 1977 (the Reserves Act) to keep RMPs under continuous review. It also ensures that plans reflect current community and mana whenua aspirations for these parks.

27. Staff recommend including all parks without existing RMPs within the scope of the LPMP. This is to ensure compliance with the requirements of the Reserves Act and consistency in park management across the network.

28. Existing spatial plans, such as park specific masterplans and concept plans will not be superseded by the LPMP. The parks specific section of the LPMP can reflect the direction of the adopted spatial plans.

Approval to notify the intention to prepare a local parks management plan

29. To develop a LPMP compliant with both the Reserves Act and the LGA, it is prudent to prepare the plan using the processes and procedures as set out in the Reserves Act (Attachment A).

30. The process required under the Reserves Act includes two formal rounds of public consultation.

31. This report seeks approval for the first round of public consultation. The consultation will seek feedback to inform the development of a draft plan.

32. Public notices are anticipated to be published in early July 2025. The deadline for written submissions will be at least one month after the notification date.

33. The second round of consultation will be undertaken once the draft LPMP has been prepared and approved for public consultation by the local board.

Tailored community engagement

34. Consultation beyond the statutory requirements of the Reserves Act will be undertaken. This will be done by providing different ways for key stakeholders and the wider community to provide feedback.

35. Planned engagement activities will include paper and online tools. As well as the use of an innovative digital social mapping tool to capture comments and feedback on individual parks. This is supported by a range of communications through social media, council publications, park signage, posters, emails and in person information sessions (see Attachment D).

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. The decisions in this report are largely administrative with a low likelihood of direct impact on greenhouse gas emissions. The management direction set out in the future LPMP, will emphasise the role of local parks in climate change mitigation and adaptation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. The LPMP programme will seek input from council units and council-controlled organisations, including, but not limited to:

· Ngā Mātārae

· Resilience and Infrastructure

· Environmental Services

· Parks and Community Facilities (including Leasing)

· Community Investment (Policy)

· Planning (including Heritage)

· Legal Services

· Eke Panuku Development Auckland

· Auckland Transport.

38. Staff will work closely with council departments to draft the LPMP, ensuring alignment with other council plans where possible. After adoption of the LPMP, staff will communicate any relevant direction provided in the LPMP on council’s activities on parks to impacted council departments to support implementation of the plan.

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

Local impacts and local board views

Local impacts

39. The LPMP will give local residents and park users the opportunity to influence the direction of future park management and development.

Local board views

40. Staff discussed the proposed scope of the LPMP, and the first round of public notification, with the local board at a workshop in September 2024.

41. At the workshop, local board members expressed support for the proposed scope of the LPMP and working towards the next steps of public consultation.

42. Staff will send the local board a detailed engagement plan and draft consultation material prior to the start of the consultation in early July 2025.

Tauākī whakaaweawe Māori

Māori impact statement

43. The Reserves Act is one of the Acts in the First Schedule to the Conservation Act 1987. Section 4 of the Conservation Act contains an obligation to give effect to the principles of Te Tiriti o Waitangi / the Treaty of Waitangi (te Tiriti / the Treaty).

44. In performing functions and duties under the Reserves Act, such as developing a reserve management plan, the local board must give effect to the principles of Te Tiriti / the Treaty.

45. The principles of Te Tiriti / the Treaty likely to be most relevant in making decisions on the Manurewa LPMP and land status review work, are:

· partnership – mutual good faith and reasonableness

· informed decision-making – being well-informed of the mana whenua interests and views. Engagement is a means to achieve informed decision-making

· active protection – this involves the active protection of Māori interests retained under te Tiriti / the Treaty. It includes the promise to protect rangatiratanga and taonga.

46. The LGA contains obligations to Māori, including to facilitate Māori participation in council decision-making processes (sections 4; 14(1)(d); 81(1)(a)).

47. All interested mana whenua will be engaged in the development of the LPMP, in order to:

· enable Te Ao Māori (Māori world view) to be incorporated into the management of parks in the Manurewa Local Board area

· provide an opportunity for mana whenua to express their kaitiaki role.

48. Initial mana whenua engagement commenced in March 2025, with staff reaching out to all mana whenua with customary interests in the Manurewa Local Board area. Based on council’s current mapping, the local board area overlaps with the expressed rohe of 11 mana whenua groups:

· Ngaati Whanaunga

· Ngāi Tai ki Tāmaki

· Ngāti Maru

· Ngāti Paoa

· Ngāti Tamaoho

· Ngāti Tamaterā

· Ngāti Te Ata Waiohua

· Te Ahiwaru Waiohua

· Te Ākitai Waiohua

· Te Kawerau ā Maki

· Waikato-Tainui.

Ngā ritenga ā-pūtea

Financial implications

49. When including the LPMP in its work programme for financial year 2024/2025, the local board allocated a total of $30,000 to the project (resolution number: MR/2024/88).

50. The LPMP is a multi-year project which will be delivered over three financial years: 2024/2025, 2025/2026 and 2026/2027. We anticipate that budget from financial year 2024/2025 will need to be carried forward to the later delivery years.

51. Project costs are in addition to staff time, and include public notification, mana whenua and community engagement, specialist technical advice and hearings.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

52. A risk assessment was undertaken as part of the planning for the development of the LPMP. The following table outlines relevant risks and mitigations:

THEN

Possible mitigations

If the community are having to engage with council over multiple topics at the same time.

Then the community may not provide feedback on how they would like parks in their area managed in the future. This means that the LPMP may not accurately reflect community aspirations.

· Align with other engagement activity where possible to make it easy for the community to participate.

· Use multiple engagement channels to reach the community, including those who do not normally take up the opportunity to engage.

If the community suffers from ‘consultation fatigue’ due to being involved with recent council consultation processes.

Then the community may display a more limited interest in providing feedback for this project.

· Ensure we use creative and innovative engagement methods to pique interest of the community, to encourage them to submit feedback.

· Make sure the engagement methods (particularly online systems) are working effectively and are simple for the public to provide their input.

Ngā koringa ā-muri

Next steps

53. The high-level timeline, including key project and consultation milestones, and local board decision-making, is outlined in Attachment A of this report.

54. The next steps in the development of the LPMP are to:

· continue initial engagement and partnership with mana whenua

· publicly notify the intention to prepare the management plan for at least one month, starting in early July 2025

· commence consultation with key stakeholders and the community.

55. Submissions from the first round of consultation will be given full consideration in preparing the draft plan.

56. It is anticipated that the draft Manurewa Local Parks Management Plan will be available for public consultation in early-2027.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	High-level process and timeline	129
b ⇩	General content in scope of the LPMP	131
c ⇩	Park land in scope of the LPMP	133
d ⇩	Engagement approach	135
e ⇩	Existing reserve management plans to be superseded by the LPMP	137

Ngā kaihaina

Signatories

Authors

Jessica Morris - Service and Asset Planning Specialist

Authorisers

Angela Clarke - Head of Service Investment & Programming

Manoj Ragupathy - Local Area Manager

Manurewa Local Board

15 May 2025

Proposed new community lease to Counties Manukau Free Kindergaten Association at Rowandale Reserve, Manurewa

File No.: CP2025/08184

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to Counties Manukau Free Kindergarten Association Incorporated for a tenant-owned building at Rowandale Reserve at 119R Rowandale Avenue, Manurewa.

Whakarāpopototanga matua

Executive summary

2. Counties Manukau Free Kindergarten Association Incorporated seeks a new community lease to continue occupation and operation from the group-owned building at Rowandale Reserve at 119R Rowandale Avenue, Manurewa.

3. The Ministry of Education held the lease on the building, which has reached final expiry on 31 May 2022. The lease is holding over on a month-by-month basis until terminated or a new lease is granted.

4. Counties Manukau Free Kindergarten Association Incorporated subleases from the Ministry of Education.

5. In a letter dated 2 August 2023, the Ministry of Education advised Counties Manukau Free Kindergarten Association Incorporated to liaise directly with the Auckland Council.

6. Hence, the application is being made by Counties Manukau Free Kindergarten Association Incorporated.

7. The new lease was identified and approved by the local board as part of the Community Facilities: Community Leases Work Programme 2023-2024 local board on 20 July 2023, item 3415 (resolution MR/2023/125).

8. The group aims to provide quality and affordable early childhood education services from the premises. These activities align with the local board plan 2023 outcome - Our Community.

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

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

11. This report recommends that a new community lease be granted to Counties Manukau Free Kindergarten Association Incorporated for a term of 10 years commencing from the date of this report with one 10-year right of renewal.

Ngā tūtohunga

Recommendation/s

That the Manurewa Local Board:

a) karaati / grant under Section 73(3) of the Reserves Act 1977, a new community lease to Counties Manukau Free Kindergarten Association Incorporated for 749 square meters (more or less) located at 119R Rowandale Avenue, Manurewa on the land legally described as Part Lot 139 Deposited Plan 63003 (as per Attachment A – Site Plan), subject to the following terms and conditions:

i) term – 10 years, commencing from the date of this report, with one 10-year right of renewal

ii) rent – $1.00 plus GST per annum, was decided by the local board at a workshop held on 13 March 2025

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

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

c) tuhi ā-taipitopito / note that iwi engagement for Auckland Council’s intention to grant a new community lease to Counties Manukau Free Kindergarten Association Incorporated, located at Rowandale Reserve at 119R Rowandale Avenue, Manurewa has been undertaken.

Horopaki

Context

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

13. Manurewa Local Board approved the Community Facilities: Community Leases Work Programme 2023-2024 local board on 20 July 2023, item 3415 (resolution MR/2023/125).

14. The progression of this lease to Counties Manukau Free Kindergarten Association Incorporated at Rowandale Reserve at 119R Rowandale Avenue, Manurewa was part of the approved work programme. This report considers the new community lease as approved on the work programme.

Land, building/s and lease

15. Rowandale Reserve is located at 119R Rowandale Avenue, Manurewa as shown in Attachment A. The land is legally described as Part Lot 139 Deposited Plan 63003 and is classified as a Local Purpose Reserve.

16. The Ministry of Education holds a community lease for the group-owned building on the council-owned land situated at Rowandale Reserve. Counties Manukau Free Kindergarten Association Incorporated advised that it subleased the building from the Ministry of Education and that they have been directed by the Ministry of Education to apply for the lease directly with Auckland Council.

17. The area proposed to be leased is 749 square meters (more or less) as outlined in Attachment A, and as shown below.

An aerial view of a neighborhood

AI-generated content may be incorrect.

Figure 1: Reserve highlighted in blue and leased land in red.

Figure 2: Aerial view of leased land, 119R Rowandale Avenue, Manurewa.

18. For a group-owned building, all operational and maintenance costs are borne by the lessee. These costs are funded from Childcare fees, Ministry of Education grants, and other grants (e.g., Contestable Funding – Enviro School grant).

19. The building is primarily used by the group to provide early childhood education services.

20. These programmes provide an affordable, accessible, and high-quality early childhood service to children aged 2 to 5 years.

Counties Manukau Free Kindergarten Association Incorporated

21. Counties Manukau Free Kindergarten Association Incorporated was established in May 1952, and its primary purpose is to provide early childhood education services.

22. The group has four full-time staff, one part-time staff, 140 volunteers, and 40 members.

23. The Ministry of Education’s current community lease with the council commenced on 1 June 2002 has expired on 31 May 2022. The lease to the group is held over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

24. Counties Manukau Free Kindergarten Association Incorporated subleases from the Ministry of Education. In a letter dated 2 August 2023, the Counties Manukau Free Kindergarten Association Incorporated advised that the Ministry of Education requested they lease directly with Auckland Council, hence the application being made by Counties Manukau Free Kindergarten Association Incorporated.

Tātaritanga me ngā tohutohu

Analysis and advice

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

26. Iwi engagement is required under the terms of section 4 of the Conservation Act 1987 prior to any lease being granted.

Assessment of the application

27. The group has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver early childhood education services.

28. The group has provided financial information that show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

29. The group has all necessary insurance cover, including public liability and building insurance, in place.

30. A site visit has been undertaken by staff on 11 March 2025, and the centre is well managed and maintained.

31. The group provides a valuable service to the local community by providing an affordable and high-quality Early Childhood Education service. If the lease is not granted, it will disrupt the operations of the group and may potentially displace all its members. This will have a direct negative impact and will affect the families within the community.

32. A Community Outcomes Plan has been negotiated with the Counties Manukau Free Kindergarten Association Incorporated to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement and the report as Attachment B.

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

34. Staff recommend that a new community lease be granted to Counties Manukau Free Kindergarten Association Incorporated for a term of 10 years commencing from the date of this report with one 10-year right of renewal.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

36. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the leaseholder:

· use sustainable waste, energy, and water efficiency systems

· use eco-labeled products and services

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

37. 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.

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

Figure 3: Image from Auckland Council Flood Viewer of 119R Rowandale Avenue, Manurewa

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

39. Council staff from within the Community Wellbeing have been consulted. They are supportive of the proposed lease as it will support the community by providing early childhood education services.

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

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

Local impacts and local board views

41. The proposed lease will benefit the community by enabling initiatives that promote early childhood education services for the Manurewa Local Board area and its surrounding communities.

42. The assessment of the application was workshopped with the local board on 13 March 2025. The local board indicated its in-principle support of the lease proposal.

43. The delivered activities align with the following Manurewa Local Board Plan 2023 priority area:

· Our Community - Our communities enjoy responsive services and facilities that enable great participation. Our facilities and public places are popular gathering points. They offer choices for people from different backgrounds and life-stages to take part in sports, recreation, creativity and play.

Tauākī whakaaweawe Māori

Māori impact statement

44. Iwi engagement about the council’s intention to grant a new community lease for Rowandale Reserve at 119R Rowandale Avenue, Manurewa was undertaken in February 2025 with several iwi groups identified as having an interest in land in the Manurewa Local Board area.

The engagement involved:

· a face-to-face hui with Te Ākitai Waiohua was held on 5 February 2025 at the Māngere Arts Centre

· an online meeting was arranged with Te Ahiwaru Trust on 10 February 2025

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

45. Staff requested feedback by (28 February 2025). Typically, these groups defer to Te Ākitai Waiohua and Te Ahiwaru Trust. The following feedback was provided:

· Te Ākitai Waiohua - no opposition to this lease

· Te Ahiwaru Trust - defered to Te Ākitai Waiohua for Manurewa leases

· Ngāti Paoa - E tautoko ana ahau ki te korero o Te Akitai Waiohua

· Te Kawerau ā Maki - defers to Te Ākitai Waiohua and Te Ahiwaru Trust.

46. Ngāi Tai ki Tāmaki, Ngāti Maru, Ngāti Tamaoho, Ngāti Tamaterā, Ngāti Te Ata, Ngāti Whanaunga and Waikato-Tainui have been emailed seeking their feedback, but staff have not received any feedback.

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

48. The lessee has agreed, via the Community Outcomes Plan, to deliver Māori Outcomes that reflect their local community as per Attachment B of this report. The lease will benefit Māori and the wider community through the education of Māori children between 2 – 5 years of age.

49. 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.

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

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

52. 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

53. Ongoing maintenance of the asset will be the responsibility of lessee.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54. Should the local board resolve not to grant the proposed community lease to Counties Manukau Free Kindergarten Association Incorporated at Rowandale Reserve at 119R Rowandale Avenue, Manurewa, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

55. The new lease affords the groups security of tenure, enabling them to attend to the scheduled maintenance of the facility (if any).

56. Should the building remain unoccupied, there is a risk associated with the lack of maintenance and possible improvements. Council will be liable for the asset/s regardless of whether budget is allocated to or identified for renewals. The renewal of the building will also not appear in the annual work programme.

Ngā koringa ā-muri

Next steps

57. If the local board resolves to grant the proposed new community lease, staff will work with the Counties Manukau Free Kindergarten Association Incorporated to finalise the lease agreements in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Plan - Rowandale Reserve at 119R Rowandale Avenue, Manurewa	147
b ⇩	Community Outcomes Plan - Counties Manukau Free Kindergarten Association Incorporated	149

Ngā kaihaina

Signatories

Authors

Gordon Ford - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Manoj Ragupathy - Local Area Manager

Chairperson	Matt Winiata
Deputy Chairperson	Glenn Murphy
Members	Joseph Allan
	Heather Andrew
	Angela Cunningham-Marino
	Andrew Lesa
	Rangi McLean

No.	Title	Page
a ⇩	27 March 2025: Manurewa Local Board Workshop	169
b ⇩	2 April 2025: Manurewa Local Board Workshop	175
c ⇩	3 April 2025: Manurewa Local Board Workshop	179
d ⇩	10 April 2025: Manurewa Local Board Workshop	185

Authors	Chloe Hill - Democracy Advisor
Authorisers	Manoj Ragupathy - Local Area Manager