Agenda of Henderson-Massey Local Board

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

Member	Organisation	Position
Chris Carter (Chair)	1. St Lazarus Trust 2. Waitākere Badminton Club	Member Member
Peter Chan, JP	1. Cantonese Opera Society of NZ 2. Asian Leaders Forum 3. NZ-Hong Kong Business Association 4. NZ-China Business Association 5. Te Whau Pathway Environmental Trust	Member Member Member Member Trustee
Dan Collins	1. Rānui Action Project	Chair
Dr Will Flavell (Deputy Chair)	1. Asia New Zealand Leadership Network 2. Te Atatū Tennis Club 3. Waitākere Literacy Board 4. Te Kura	Member Board Member Board Member Member
Brooke Loader	1. Waitākere Licensing Trust 2. UDL Energy Complaints Scheme Advisory 3. Neighbourhood Support 4. Te Atatū Glendene Community Patrol 5. Real Estate Authority New Zealand	Member Member Member Volunteer Member
Ingrid Papau	1. Liberty Impact Community Trust 2. #WeLoveTuvalu Community Trust 3. Neighbourhood Support 4. Liberty Church 5. Rutherford Primary Board of Trustees	Board Member Member Street Contact Member Member

Member

Organisation

Position

Chris Carter (Chair)

1. St Lazarus Trust

2. Waitākere Badminton Club

Member

Peter Chan, JP

1. Cantonese Opera Society of NZ

2. Asian Leaders Forum

3. NZ-Hong Kong Business Association

4. NZ-China Business Association

5. Te Whau Pathway Environmental Trust

Member

Trustee

Dan Collins

1. Rānui Action Project

Chair

Dr Will Flavell

(Deputy Chair)

1. Asia New Zealand Leadership Network

2. Te Atatū Tennis Club

3. Waitākere Literacy Board

4. Te Kura

Member

Board Member

Member

Brooke Loader

1. Waitākere Licensing Trust

2. UDL Energy Complaints Scheme Advisory

3. Neighbourhood Support

4. Te Atatū Glendene Community Patrol

5. Real Estate Authority New Zealand

Member

Volunteer

Member

Ingrid Papau

1. Liberty Impact Community Trust

2. #WeLoveTuvalu Community Trust

3. Neighbourhood Support

4. Liberty Church

5. Rutherford Primary Board of Trustees

Board Member

Member

Street Contact

Member

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council:

External organisation	Lead	Alternate
Massey Matters	Will Flavell	Peter Chan
Central Park Henderson Business Association	Chris Carter	Dan Collins
Heart of Te Atatū South	Brooke Loader	Brenda Brady
Ranui Advisory Group	Dan Collins	Brooke Loader
Te Atatū Peninsula Business Association	Ingrid Papau	Brenda Brady
Waitākere Ethnic Board	Peter Chan	Brooke Loader
Waitākere Healthlink	Ingrid Papau	Brenda Brady
Te Whau Pathway Environmental Trust	Chris Carter	Dan Collins

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Henderson-Massey Local Board:

a) whakaū / confirm the minutes of its meeting, held on Tuesday, 15 April 2025, and the minutes of its extraordinary 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 Henderson-Massey 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: Rainbow Mural

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Angela Gillam and Lena Henry.

Whakarāpopototanga matua

Executive summary

2. To present to the local board a proposal to make a Rainbow Walkway/Mural at Te Atatū Community Centre.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whiwhi / receive the presentation and thank Angela Gillam and Lena Henry for their attendance.

Attachments

a Deputation Presentation............................................................................... 297

8.2 Deputation: Greater Bay Sports

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Billy Choy, Jason Li and Aden Lin, on behalf of Greater Bay Sports.

Whakarāpopototanga matua

Executive summary

2. To promote Greater Bay Football Club and propose ways to overcome their challenges.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whiwhi / receive the presentation and thank Billy Choy, Jason Li and Aden Lin, on behalf of Greater Bay Sports, for their attendance.

Attachments

a Deputation presentation............................................................................... 299

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.”

Henderson-Massey Local Board

20 May 2025

Future of building assets at 45-49 Glen Road, Rānui

File No.: CP2024/16311

Te take mō te pūrongo

Purpose of the report

1. To seek approval for the removal of the residential building, garage and outbuildings at Te Rangi Hiroa Park, 45-49 Glen Road, Rānui.

Whakarāpopototanga matua

Executive summary

2. A cluster of council-owned buildings is located within Te Rangi Hiroa Park, at 45-49 Glen Road, Rānui, including a house, garage and outbuildings.

3. The property was acquired circa 1983 by the former Waitematā City Council for recreational purposes, under the Public Works Act 1981.

4. The land is a classified Recreation Reserve and subject to the Reserves Act 1977 (The Act).

5. In 1987 the Waitematā City Council offered the property to Hoani Waititi Marae for temporary use. The marae has continued to occupy it as emergency housing for kaumatua under an informal month-by-month agreement since that time (attachment B). Auckland Council Group including the Henderson-Massey Local Board has a long-standing relationship with Hoani Waititi Marae, one of the first urban Māori marae in the country.

6. As the Reserves Act 1977 does not permit residential accommodation on a reserve, except for council officers, staff or rangers, council cannot formalise any informal accommodation arrangement and must administer the land in compliance with The Act.

7. A Building Condition Assessment report was finalised in early September 2024 and found the buildings to be in poor to very poor condition (attachment A). A Healthy Homes Standard Assessment was also undertaken and found that the house fails to meet residential compliance requirements. Due to the health and safety and compliance risks regarding the current state of the buildings, it is not fit for residential occupancy.

8. The cost to refurbish the buildings is estimated at $405,000. Local Board capital funding is only approved for asset renewal and refurbishment works for in-service assets, being buildings that contributes to the delivery of a service.

9. No service need has been identified for the building assets, either residential or community.

10. Additionally, the Te Rangi Hiroa Reserves Management Plan contemplates the removal of buildings that do not support the functioning of the reserve. As a recreation reserve, the land is primarily used for and supports recreational activities.

11. Staff recommend the removal of all buildings at 45-49 Glen Road, the removal of general rubbish and returning this area of Te Rangi Hiroa Park to green space in accordance with the Te Rangi Hiroa Reserves Management Plan.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whakaae / approve the removal of the house, garage and outbuildings at 45-49 Glen Road, Rānui and the reinstatement of the area to green space.

b) whakaae / approve the termination of the informal occupancy of the house, garage and outbuildings in order to facilitate their removal.

c) tono / request staff engage with Māori and local community on the future management planning for this reserve as part of the Henderson-Massey Local Parks Management Plan process.

d) tuhi ā-taipitopito / note that following deconstruction:

i. the asset will be removed from the council’s asset database

ii. regional renewals budget will not be able to be used to replace the asset or the service it provided, under council’s financial policies and guidelines

iii. reinstating the asset would require new development funding.

e) tuhi ā-taipitopito / note that the Regional Operational Work Programme is subject to regional prioritisation and that the timing of the deconstruction of this asset cannot be confirmed at this time.

Horopaki

Context

12. The cluster of buildings at 45-49 Glen Road consists of a house, a garage and four small storage-type buildings and sits within the boundary of Te Rangi Hiroa Park.

Figure 1: The map above shows the position of the buildings at 45-49 Glen Road within the park footprint. The area outlined in yellow with dots indicates the Massey Pony Club lease coverage around the perimeter of the property.

13. The property was acquired by the former Waitematā City Council in 1983 under the Public Works Act 1981 for recreational purposes.

14. By all accounts, the property remained vacant until at least 1987 when the former Waitematā City Council offered the property to Hoani Waititi Marae for use as emergency housing. The use was intended to be on a temporary basis until more permanent accommodation was made available.

15. Auckland Council Group, including Henderson-Massey Local Board, has a long-standing relationship with Hoani Waititi Marae, which is one of the first urban Māori marae in the country.

16. Correspondence between the parties noted that the occupancy was intended to be temporary, operating on a month-by-month basis and that the marae was responsible for the cleaning and general maintenance of the property (refer to attachment B). The property has been utilised by the marae initially as emergency housing for kaumatua (elderly) and subsequently by marae staff over the years.

Reserve Status of Te Rangi Hiroa Park

17. Te Rangi Hiroa Park was acquired under the Public Works Act 1981 (PWA) for recreation purposes in 1983. The land is a classified Recreation Reserve subject to the Reserves Act 1977 (The Act).

18. The Reserves Act prohibits the use of a reserve for temporary or permanent accommodation except for council officers, staff or rangers. Any past use of the building for accommodation has been historically informal and is contrary to the Act and the obligations of the administering body (council) in the management of the land.

19. Because the land was acquired under the PWA as a public work (recreation) the land must be used for that purpose, and if that purpose ceases the land must be offered back to the original owners. Demolishing the buildings and managing the land for its classified purpose as a recreation reserve would enable council to retain the purpose that the land was acquired under.

20. The demolition of the buildings would have a clear impact on the current occupant. However, the relationship with Hoani Waititi Marae would need to be carefully managed due to their expectation given the length of time that the informal occupation has persisted.

Te Rangi Hiroa Reserve Management Plan – reference to the house

21. The Te Rangi Hiroa Reserves Management Plan was adopted in October 2002 by Waitākere City Council. A reference is made to the house on page 42 of the plan: “Hoani Waititi Marae have, for some time, leased the house situated at 55 Glen Road in order to provide temporary emergency housing, however, there is no formal lease for this arrangement. ” Note the address differs from the body of this report but is the same property.

22. Policy 6.3 within the plan states “To ensure that buildings and other structures are only located on a reserve if required for some function of the reserve.” Given the recreational reserve status, the use of the house does not contribute to the function of the reserve.

23. No specific reference was found within the policies in the 2002 Reserve Management Plan relating to the house, however the plan mentions that “as existing leases expire, they should be reviewed in light of the above policies and objectives and the guidelines of the Parks Strategy.”

Te Rangi Hiroa Birdwood Winery Estate Reserve – Recreation and Park Development Plan 2012

24. The Te Rangi Hiroa Birdwood Winery Estate Reserve – Recreation and Park Development Plan 2012 (R&PD Plan) was received by the Henderson-Massey Local Board at a business meeting in December 2012. The R&PD Plan was developed with community consultation to identify future development projects, guide new community leases and ensure that the reserve development is integrated and in accordance with the Reserve Management Plan.

25. The R&PD Plan concept plan does not show the residential house at this site. The plan identifies this area as public open space.

Building Condition

26. The lack of a formal lease arrangement for the house and outbuildings has led to a loss of operational oversight with little to no repairs, maintenance or refurbishment works undertaken on the buildings for several decades. The house is in poor to very poor condition and is deemed to be at the end of its asset life.

27. Building and Healthy Homes Standard assessments were completed for the house and outbuildings in September 2024, (attachment A). The assessments found that the following work is required to bring the assets up to a suitable standard for community use:

General house refurbishment works

Table 1: General house refurbishment works

Item	Required work
Repiling	The building has shifted from its concrete footings and is no longer properly supported. Re-pile the house.
Roofing	Full roof replacement is required.
Exterior cladding (timber weather boards)	Some weather boards are decayed and cracked, beyond repair. Corner flashings are missing and require replacement. Refurbish and replace exterior cladding.
Window frames and glazing	Many window frames are decayed, and some windows have cracked glass or no glazing. Refurbish windows.
Subfloor ventilation	The house does not have subfloor ventilation. Install subfloor ventilation
Soffits	Timber soffits are rotten in places. Replace soffits.
Roof framing	Due to the condition of the roof, there are concerns about the condition of the roof framing. The roof framing may require replacement.
Entrance stairs	Timber entrance stairs are detached and require remedial work.
Building exterior	Exterior paint, roof, cladding and window is degraded. Repaint the building exterior.
Interior renovation	Extensive renovation of the interior of the house is required including repairs and repainting walls and ceiling, replacement of all flooring, replacement of all electrics and lighting, complete renovation of the kitchen, bathroom and laundry.
Heating	Install suitable heating.
Ventilation	Consider installation of ventilation for community use.
Insulation and draft stop	Install insulation and draft stop to ensure efficient use of heating.
Smoke detectors	Consider installation of smoke detection devices for community use.
Drainage	Resolve drainage issues.

Garage refurbishment works:

Table 2: Garage refurbishment works

Item	Required work
Gutter and downpipes	Replace guttering and downpipes.
Cladding	Remove and replace suspected asbestos cladding.
Roofing	Replace roof.
Door and door surround	Replace the doors and surrounds.

General

Table 3: General work requirements

Item	Required work
Sheds	Remove abandoned shed.
General rubbish	Remove general rubbish.

28. The estimated cost to refurbish the buildings to the required standard is $405,000. This is a high-level cost estimate.

Tātaritanga me ngā tohutohu

Analysis and advice

29. Staff have considered a range of options for the future of the buildings at 45-49 Glen Road and have assessed the cost of each option. Health and safety, financial and reputational risks have also been considered.

30. Staff recommend removal of the house, garage and outbuildings from the property and returning the land to green space, and for the land to be considered as part of any future local parks management plan review.

31. Table 4 below outlines an options analysis undertaken by staff to reach a recommendation with weightings from 1 to 5, 1 being the most recommended and 5 being the least recommended.

Table 4: Options analysis for potential recommendations

Option	Criteria		Finance
Option	Risk	Implementation	Capex (preliminary estimate only)	Opex (preliminary estimate only)
A – Remove the buildings and return the area to green space.	Low	This option requires allocation of ABS: Opex – Regional funding. Allocation of Local Board funding is not required unless this funding is unavailable.	$0	$65,000
	Required work: Remove the buildings, remove all rubbish and return the area to green space. Positives: · Meets the original intent for the land – recreation purposes and acts in accordance with the Reserves Act. · Removes health and safety risks associated with assets which are in poor to very poor condition, the presence of asbestos and general rubbish. · Assets which are in poor to very poor condition and have no service requirement are removed from the park. · Funding for the removal of the buildings will be sought from a regional source and no Local Board ABS: Capex – Local Renewals funding will be required. · Future building maintenance will not be required. · This area of the park will become available for future development consideration in accordance with the Recreation and Park Development Plan. Negatives: · The removal of the building may cause reputational damage with Hoani Waititi Marae who the local board and council hold a long term relationship with. Weighting: 1 – this is the recommended option.
B – Refurbish buildings to modern standard for community use	Medium (reputational – financial and policy)	This option requires allocation of ABS: Capex – Local Renewal funding as a part of the Parks and Community Facilities work programme	$405,000	$0
	Required work: A full refurbishment of the house and garage (roofing, windows and doors, pilings, cladding and soffits, kitchen and bathroom replacement, wall and floor finishers and insulation). Additionally, asbestos cladding, one shed and general rubbish require removal. Positives: · Buildings will be fit for purpose, meeting the required standards for community use. · The house could be continued to be utilised to house the current occupant. Negatives: · There is no service requirements for the buildings, therefore capital funding and future operational funding will be used unnecessarily. · High estimated cost of required work to bring the assets up to the required standard. · Funding allocated to a project to refurbish the buildings will require the deferral of renewal or refurbishment projects of buildings with service requirements or valued park assets. This may impact the use of community facilities. Weighting: 2
C – Do nothing to renew/refurbish the buildings	High (Health and safety risk and reputational)	Removal of unsafe buildings or hazardous materials. Fence off access to the buildings until further notice. ABS: Opex funding is required to undertake the work. This funding is under pressure.	$0	$30,000
C – Do nothing to renew/refurbish the buildings	Required work: This option will require removal of any unsafe buildings or hazardous material in the first instance. Construction fencing will be installation around the assets until a decision is made about the future of the buildings. Positives: · Low funding requirements in the short term. Negatives: · The buildings will continue to deteriorate and be a healthy and safety risk to people entering the site. · Vandalism is likely to occur to the property. · The buildings would be non-compliant with the Reserves Act and healthy homes standards. · Otherwise, until funding is available the property should be monitored. Weighting: 3

32. The property is currently occupied under the former temporary/periodic agreement. Given the temporary and informal occupancy, the current occupation will need to be terminated with notice.

33. Council staff met with the current occupant and marae representatives on several occasions late last year and earlier this year. The occupant and marae representatives were informed of the condition of the building, the significant cost required to bring it up to a habitable standard and the prospect that it could be removed or demolished. The marae have indicated its aspirations to retain occupancy of the property if it could.

34. There are several factors that impede the ongoing use of the property. These are:

a) Use:

i. The current use as residential accommodation does not accord with the underlying reserve status. The Reserves Act 1977 generally does not permit residential accommodation on a reserve. Council cannot formalise any informal accommodation arrangement and must administer the land in compliance with The Act.

ii. There is no identified service need or requirement for the property. The 2002 Reserve Management Plan signals an intention to incorporate the property into the park and for broader recreational use of the underlying land.

b) Condition:

i. The property is in poor to very poor condition. Given its age and construction, including the presence of asbestos containing material, it is past its functional lifespan. Additionally, the building does not meet the required standards for residential accommodation. The high-level estimated cost of work to make the house and other buildings suitable for community use (non-residential) is $405,000.

35. Staff recommend option A – remove the buildings and reinstate the site to green space.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

37. A project to remove the buildings at 45-49 Glen Road, as recommended in option A, will be planned to ensure that any salvageable building materials are reused for other work or are recycled, where possible. All other material will be taken to a registered waste site.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. Specialists across the Community Directorate were consulted in relation to the buildings. This included Asset Specialists, Area Operations and Facility Specialists, Parks Specialists, Leasing, Land Advisory, and the Work Programme Lead.

39. Following a review of associated park strategic documents, staff support the removal of the buildings, enabling future use of the park land.

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

Local impacts and local board views

40. The proposed removal of the buildings at 45-49 Glen Road will have very limited impact on the local community and neighbouring properties. The removal of the buildings aligns with the management plan intentions and provides additional open space. Future development of the site will need to be considered through a review of the Te Rangi Hiroa Birdwood Winery Estate Reserve – Recreation and Park Development Plan 2012 or the Reserve Management Plan, in consultation with stakeholders.

41. Parks and Community Facilities staff discussed proposed options for the future of property with the local board at its workshop on 22 October 2024. The local board signalled informal support for the removal of the house, garage and outbuildings on at 45-49 Glen Road and returning the land to green space.

Tauākī whakaaweawe Māori

Māori impact statement

42. 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.

43. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Auckland Unitary Plan (Operative in Part) and Kia Ora Tāmaki Makaurau - the Māori Outcomes Performance Measurement Framework.

44. The relevant statutory Treaty of Waitangi / te Tiriti o Waitangi obligations are important. The Reserves Act 1977 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 the Treaty of Waitangi / te Tiriti o Waitangi.

45. As such, in performing functions and duties under the Reserves Act, decision-makers must interpret the Reserves Act to give effect to the principles of te Tiriti o Waitangi. Treaty obligations are overarching and not something to be considered or applied after all other matters are considered.

46. Treaty principles likely to be relevant include the following:

a. Partnership – the mutual duties to act towards each other reasonably and in good faith are the core of the Treaty partnership.

b. Informed decision making – being well-informed of the mana whenua interests and views. Early consultation is a means to achieve informed decision-making.

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

47. The current informal use is residential accommodation used by the Hoani Waititi Marae to house a long-term staff member that has occupied the house for a considerable time. As referenced above, the property is not fit-for-purpose for residential use and does not accord with the underlying classification and park management plan.

48. While the removal will require the relocation of the marae staff member, the intention is to provide a four month notice period to allow for a longer transition out of the property should the board accept the staff recommendation. Alongside this, where appropriate Auckland Council can work to help connect Hoani Waititi and the occupant to external services/providers that are best placed to assist in this space.

Ngā ritenga ā-pūtea

Financial implications

49. Funding for the removal of the buildings and rubbish, and the subsequent reinstatement of the site to green space, will be sought from the regional opex fund in 2024/2025 financial year.

50. If regional operating funding is unavailable in the 2024/2025 financial year, staff will seek funding in the subsequent financial year. Operational funding will be required to make the buildings secure if the buildings become vacant, until the buildings are removed from the site.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

51. Given the condition of the buildings the property is not suitable for residential use without significant capital investment, and the house will not meet the Healthy Homes Standard requirements which pose a final deadline of 30 June 2025. Should the residential occupancy continue, capital funding will need to be deferred from other projects where work is being undertaken on in-service assets, putting users of those assets at risk.

52. The current use of the property as residential accommodation does not accord with the underlying reserve status. The Reserves Act 1977 constrains residential accommodation on a reserve. Council cannot formalise any informal accommodation arrangement and must administer the land in compliance with The Act.

53. Regional Operational Renewals and Demolition (operating) funding for the removal of buildings is limited. Should funding for the removal of the buildings at 45-49 Glen Road be unavailable in the 2024/2025 financial year, there is a risk of vandalism or other antisocial behaviour at the buildings once they are no longer occupied. To mitigate this, staff will arrange for the main building to be secured and monitored once occupation has ceased.

54. As described above, the removal of the current occupant to allow for the removal of the house holds some reputational risk for Auckland Council and its relationship with Hoani Waititi Marae. Council staff will continue to engage with Hoani Waititi and the occupant to look for any transitional options for housing.

Ngā koringa ā-muri

Next steps

55. If the local board approves the option to remove the assets and reinstate the area to green space, the removal will be added to the Regional Operational Renewals and Demolition programme which is funded through regional operational budgets. The local board will be kept informed of the allocation of the regional operational budget to the project and of the delivery timeframes of the physical works.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Building Assessment Report - 5 September 2024	21
b ⇩	City of Waitemata - Hoani Waititi Marae Temp Emergency Housing Agreement April 1987	51

Ngā kaihaina

Signatories

Authors

Helen Biffin - Work Programme Lead

Authorisers

Eli Nathan - Head of Area Operations

Adam Milina - Local Area Manager

Henderson-Massey Local Board

20 May 2025

Implementation of Henderson-Massey Sport and Active Recreation Facilities Plan for financial year 2024/2025

File No.: CP2025/08372

Te take mō te pūrongo

Purpose of the report

1. To approve a grant of $20,000 of Locally Driven Operational (LDI opex) funding to Waitākere Rebels Volleyball, via Rutherford College, for a priority project identified within the Henderson-Massey Sport and Active Recreation Facilities Plan.

2. To approve the addition of Rutherford College – Swimming Pool Repairs project as a new project within the priority project list in the Henderson-Massey Sport and Active Recreation Facilities Plan.

Whakarāpopototanga matua

Executive summary

3. The Henderson-Massey Local Board adopted the Henderson-Massey Sport and Active Recreation Facilities Plan (the plan) in August 2023 (resolution number HM/2023/80).

4. The plan identifies a range of projects to improve sport and recreation facilities. These projects include planning/investigations, master planning/spatial analysis, repair/maintenance and capital development. All projects were assessed and prioritised using a project assessment framework.

5. In June 2024, the local board allocated $20,000 LDI opex, through the Customer and Community Services work programme, to implement the findings of the plan (resolution number HM/2024/74). This is achieved by way of grants to community led projects.

6. Four projects from the plan were considered for potential funding.

7. Staff recommend that the $20,000 allocation be made as a grant to Rutherford College for Waitākere Rebels Volleyball. The funding will support the design and construction of permanent beach volleyball courts at Rutherford College.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the allocation of a grant to Rutherford College for Waitākere Rebels Volleyball as a project identified in the Henderson-Massey Sport and Active Recreation Facilities Plan, as summarised below:

Project	Purpose	Recommendation
#17 Waitākere Rebels Volleyball – Beach Volleyball Courts and Club House Access	Provide funds to support the club with funding for the design and construction of permanent beach volleyball courts.	$20,000 locally driven initiatives operational funding

b) approve the addition of Rutherford College – Swimming Pool Repairs project as a new project within the priority project list in the Henderson-Massey Sport and Active Recreation Facilities Plan.

Projects Considered

Priority Level

Information

Proposed actions

Indicative Cost

#51 Rutherford College – School Swimming Pool Repairs

Medium

· Pre-existing swimming pool on school grounds

· The surface of pool requires repairs

· Indication of potential community access during summer holidays

· Currently only one council-owned aquatic facility (West Wave) in the local board area

· Repair existing issues present in the swimming pool

TBC

Horopaki

Context

Henderson-Massey Local Board – Customer and Community Services Work Programme 2024/2025

8. On 18 June 2024, Henderson-Massey Local Board approved the 2024/2025 Customer and Community Services work programme including item number 3889 (resolution number HM/2024/74).

Activity Name: Henderson-Massey Local Board – Sport and active recreation facilities plan implementation.

Activity Description: Support priority projects identified within the Henderson-Massey Sport and Active Recreation Facilities Plan. Assess implementation options for funding and allocation of grants based on criteria in the plans.

9. This item has $20,000 LDI opex budget allocated for the 2024/2025 financial year.

Henderson-Massey Sport and Active Recreation Facilities Plan 2023

10. Henderson-Massey Local Board adopted the Henderson-Massey Sport and Active Recreation Facilities Plan (SARFP) in August 2023 (resolution number HM/2023/80).

11. The plan is designed to assist the local board and all stakeholders in prioritising future investment into sport and active recreation facility projects. This approach looks to maximise the community impact of that investment.

12. The SARFP identifies a range of projects including planning/investigations, master planning/spatial analysis, repair/maintenance, and capital development. All projects were assessed using a project assessment framework set out in the SARFP.

Recommended Project

13. Waitākere Rebels Volleyball Club was founded in 1997.

14. Their membership data has shown an increase from 99 members in 2021 to a projected 819 members in 2025.

15. The club’s membership profile indicates that over half of the members are 18 years of age or younger, at 56 per cent. The club has a high population of Māori and Pasifika, at 69 per cent of their members.

16. Currently, there are no specific beach volleyball courts in the Henderson-Massey local board area.

17. The club currently has an existing relationship with Rutherford College, allowing access to the College’s two outdoor courts for volleyball. In return, the club supports the school with coaching multiple school teams.

18. The Waitākere Rebels Volleyball Club has been searching for a permanent site for beach volleyball courts.

19. The Waitākere Rebels Volleyball Club and Rutherford College have begun initial planning to build two or three permanent beach volleyball courts on College grounds. The courts will be used as a home for the club. Rutherford College is also open to making the courts available for community use.

20. The funds will be used to continue works to support planning and building of the permanent beach volleyball courts.

Tātaritanga me ngā tohutohu

Analysis and advice

Implementation of the Henderson-Massey Sport and Active Recreation Facilities Plan – financial year 2024/2025

21. The plan identifies 50 projects ordered by the asset owner (council, communities and other/mixed). Each project is then assigned a priority level (high, high-medium, medium, low). The priority level reflects the score that each project received through the assessment process.

22. Priority projects identified in the development of the plan were assessed with a combination of the investment principles derived from Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039. Components of other regional sport and active recreation facility assessment criteria were also taken into consideration.

23. Funding of $20,000 LDI opex is available in the 2024/2025 financial year work programme to implement the findings of the plan for one year. Funds are to be allocated by way of grants to community-led projects.

24. This grant focuses on community-led projects for community sport and recreation facilities and assets. Parks and Community Facilities use this plan to determine where renewals budget can be allocated for council owned facilities, and the local board can allocate renewals funding to these projects through their annual work programmes.

25. Along with the assigned priority level of projects, consideration is also given to the readiness of the project, achievability and impact by the LDI opex funds.

26. Four priority projects were considered as potentially suitable for investment in financial year 2024/2025.

8 April 2025 – Direction Workshop

27. Staff provided initial implementation advice at a workshop on 8 April 2025. A summary of the advice provided is captured in table one:

Table 1: April Direction Workshop

Projects Considered	Information
#17 Waitākere Rebels Volleyball – Beach Volleyball Courts and Club House Access	RECOMMENDED: · Two outdoor courts based at Rutherford College. · Access to outdoor courts is limited due to being located within school grounds. · Require a dedicated beach volleyball home to grow their sport. · Currently no beach volleyball courts in the local board area. · Volleyball is a popular activity for the Henderson-Massey demographic.
High

#16 Waitākere Outrigger Canoe Club – Waka Ama Storage	· 500 members. · Congestion at the Te Atatū Boating club boat ramp between waka ama paddlers and boat launching. · Storage facilities at the end of Bridge Avenue would assist with minimising congestion at the boat club ramp. · One of only a few accessible safe waterways in close proximity for waka ama, kayaking and rowing. · There is an existing all-tide pontoon for water access on site. · Good stretch of water for training.
High

#35 Waitākere Cricket Indoor Cricket Club Training Facility	· An indoor facility will allow all-year/ weather training. · Focus of indoor facility will be multipurpose allowing for a wide range of community use. · Feasibility has been completed to determine need and cost.
Medium

#34 Waitākere BMX – Pump Track	· Club-owned BMX facility on leased council land. · The club wishes to develop a pump track and other warm-up and bike skill areas. · Provides additional experiences for riders. · Pump tracks are popular youth-based activities.
Medium

28. At the April 2025 workshop, staff recommended supporting Waitākere Rebels Volleyball Club to support their project of permanent beach volleyball courts.

29. This will enable the club to have permanent beach volleyball courts for their members, as well as providing a facility in Henderson-Massey. There is currently no beach volleyball courts in the local board area.

30. It is acknowledged that further investigation work for permanent beach volleyball courts on council land will continue, while this project with Rutherford College for Waitākere Rebels Volleyball Club is underway.

Additional Project – Rutherford College

31. Given the evolving nature of sport and recreation facility projects, new projects will continue to emerge following the adoption of the Henderson-Massey Sport and Active Recreation Facilities Plan. These projects should be considered for adoption into the plan’s priority project list.

32. In addition to the implementation for financial year 2024/2025, it is proposed to add an additional project to the priority project list moving forward.

33. By adding the project to the plan, it allows for potential funding in future financial years.

34. Using the project criteria assessment in Attachment A, the project has been weighted and identified with a medium priority level.

Projects Considered

Priority Level

Information

Proposed actions

Indicative Cost

#51 Rutherford College – School Swimming Pool Repairs

Medium

· Pre-existing swimming pool on school grounds

· The surface of pool requires repairs

· Indication of potential community access during summer holidays

· Currently only one council-owned aquatic facility (West Wave) in the local board area

· Repair existing issues present in the swimming pool

TBC

Tauākī whakaaweawe āhuarangi

Climate impact statement

35. Discussions around the climate impact of the recommended beach volleyball project continue to be on-going.

36. The materials and resources used to build the facility will be carefully considered with the impact on the existing and surrounding environment.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. There are no implications on known plans or projects for the wider council whānau.

38. Staff continue to work collaboratively to analyse the inclusion of projects into the local board work programme. Staff partner with community groups and external funding partners to progress community priority projects. The adopted plan has been shared with council teams working in the following areas:

· Area Operations

· Local Board Work Programme Planning

· Parks Maintenance

· Community Leasing

· Governance and Engagement

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

Local impacts and local board views

39. Investment in the recommended project would support outcomes related to the Henderson-Massey Local Board Plan including:

· Our places: We contribute to high quality and sustainable urban growth.

40. The local board adopted the Sport and Active Recreation Facilities Plan in August 2023 (resolution number HM/2023/80).

41. At the direction setting workshop on 8 April 2025, the local board indicated their support for the allocation of the funding to support permanent beach volleyball courts at Rutherford College, for Waitākere Rebels Volleyball Club.

42. The local board raised the need to continue investigating locations within the Henderson-Massey local board area that could also accommodate beach volleyball courts. Given the lack of current facilities, the club and community will benefit from beach volleyball courts.

43. The impact of this decision will provide Waitākere Rebels Volleyball Club with the opportunity to have permanent beach volleyball courts for their members. This will allow the club to continue to provide for their members and the community.

44. The project will provide the first permanent beach volleyball courts to the network in Henderson-Massey.

Tauākī whakaaweawe Māori

Māori impact statement

45. The current club membership is projected to be 819 members in 2025, with a high population of Māori and Pasifika, at 69 per cent of their members.

46. The Māori demographic within the Henderson-Massey Local Board is 18.1 per cent, and given the club’s current membership figures, this will have a direct impact for Māori who participant in beach volleyball.

47. The club have expressed offering tailored programs that will cater specifically for Māori youth, encouraging their participation in volleyball. These programs will be designed to respect and incorporate Māori cultural values and practices.

Ngā ritenga ā-pūtea

Financial implications

48. On 18 June 2024, Henderson-Massey Local Board approved the 2024/2025 Customer and Community Services work programme, including item number 3889: Henderson-Massey Sport and active recreation facilities plan implementation.

49. This item has $20,000 Locally Drive Initiatives operational (LDI opex) budget allocated for the 2024/2025 financial year.

50. There are no financial implications. This is an approved work programme in financial year 2024/2025, adopted in June 2024.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

51. The non contestable nature of the funding, coupled with the recommended project, brings risk as outlined below. The risk has been mitigated by committing to support other projects identified through the plan, as funding becomes available, and projects are in a position to receive such funds.

Table 2: Risks and mitigations

Risks	Mitigations
Community groups who do not receive funding may feel aggrieved.	Recommendations support a priority project identified within the plan. Project has been independently assessed in alignment with council’s investment priorities for community sport.

Ngā koringa ā-muri

Next steps

52. Should the local board approve the grant allocation, staff will work with the recipient to finalise a funding agreement and a project plan to achieve the desired outcomes.

53. Progress project updates will be provided through the local board’s quarterly report in financial year 2025/2026.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Yvaan Hapuku-Lambert - Sport & Recreation Lead

Authorisers

Pippa Sommerville - Manager Sport & Recreation

Adam Milina - Local Area Manager

Henderson-Massey Local Board

20 May 2025

Endorsement of Waitematā Harbour West Shoreline Adaptation Plan for Henderson, Massey and Te Atatū areas

File No.: CP2025/08277

Te take mō te pūrongo

Purpose of the report

1. To ohia/endorse the Waitematā Harbour West Shoreline Adaptation Plan (Attachment A, B, and C of the agenda report.)

Whakarāpopototanga matua

Executive summary

2. Shoreline adaptation plans are being developed across the Auckland region to provide a long-term adaptation strategy for council-owned land and assets to manage coastal hazards and climate change (including sea-level rise).

3. The shoreline adaptation work programme consists of 20 plans to cover all the coastal areas across the Auckland region. Shoreline Adaptation Plans Volume 1: Understanding the Shoreline Adaptation Plan Programme (Attachment A) sets out the context and framing of the programme.

4. The Shoreline Adaptation Plan Programme was initiated by the Coastal Management Framework, adopted by Auckland Council in 2017 (ENV/2017/116). The plans are key to implementation of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan under the communities and coasts priority area.

5. The shoreline adaptation plan for Waitematā Harbour West (Attachment B) has been informed by:

· Engagement with the Henderson Massey Local Board: initiated prior to the community engagement in June 2024, with follow-up workshops held in late 2024 and March 2025 to update and seek feedback on the draft report and adaptation strategies.

· Mana Whenua engagement: hui with Te Kawerau ā Maki, Ngāti Whātua o Kaipara, Ngāti Whātua Orākei, Te Ākitai Waiohua, Ngāti Tamaterā, Ngāi Tai ki Tāmaki, Ngaati Whanaunga, Ngāti Maru, Ngāti Te Ata, Ngāti Pāoa and Te Patukirikiri.

· Community engagement: ran in parallel with the Weiti Estuary to Devonport shoreline adaptation plan between June and September 2024. This included digital and in-person events to identify community use and values and seek feedback on draft strategy consultation documents.

6. Unit 12 of the Waitematā Harbour West shoreline adaptation plan (Attachment C) is within the Henderson Massey local board area.

7. Shoreline adaptation plans use four adaptation strategies to describe the proposed approach to manage the risk to council land and assets from coastal hazards and climate change. The four adaptation strategies are: No Action, Maintain, Protect and Adaptation Priority Area (see figure 1).

8. The shoreline adaptation plan strategies are applied across into three climate change scenarios, these are:

· Low climate change scenario: present day and up to 0.5 metre of sea level rise

· Moderate climate change scenario: between 0.5 and one metre of sea level rise

· High climate change scenario: one metre or more of sea level rise

9. Across unit 12 within the Henderson Massey local board area, the following shoreline adaptation strategies are proposed to respond to the three climate change scenarios.

· The majority of coastline can be managed, under a low climate scenario, as Maintain. Maintain is specifically identified for the two estuarine inlets of Te Wai O Pareira (Henderson creek and Swanson Stream). It is noted that this catchment includes properties, which following the 2023 storm events, are now categorised as high-risk. Decisions on the future use and management of this land is being dealt with separately under the council’s storm-affected land use policy. Shoreline adaptation plans, as living documents, will be updated as decisions are made on this land.

· Taipari Strand reserve, a historic closed landfill and highly used coastal park and coastal access point is identified as Protect for both low and moderate climate scenarios.

· Adaptation priority is identified under a high climate scenario in response to the increasing impacts of inundation from the coast, impacting coastal access and supporting facilities at Taipari Strand, coastal walkways in northern areas of the Te Atatu Peninsula and the Āria / The Concourse area where inundation and increasing erosional pressures, combined with critical assets and cultural values will require further consideration of land use.

10. The Shoreline Adaptation Plan Programme is funded through the Long-term Plan as part of the climate action investment package. Shoreline adaptation plan will be implemented through future decision making with respect to reserve management, operational maintenance and renewal of coastal structures and initiation of new capital works projects. This will be supported by ongoing monitoring of coastal assets and the surrounding coastal environment.

11. The adaptation strategies selected in the Waitematā Harbour West plan do not commit council to any additional investment and no financial investment decisions have been made at this time.

12. Shoreline adaptation plans will be integrated into relevant council plans, including asset management plans that help to inform appropriate maintenance. This also includes local implementation of capital works under the Coastal Asset Renewals Works Programme, and the Making Space for Water the establishment of Blue Green networks and Recovery Office responses.

13. Staff recommend that the Henderson Massey Local Board endorse the Waitematā Harbour West shoreline adaptation plan as a guiding document to manage and adapt council-owned land and assets to the impacts of coastal hazards and climate change over time.

14. The Kaipātiki, Upper Harbour, Rodney, Whau, Albert Eden and Waitematā Local Boards are also being recommended by staff to endorse the Waitematā Harbour West shoreline adaptation plan at their May 2025 business meetings.

15. The Waitematā Harbour West shoreline adaptation plan will be presented to the Planning and Policy Committee for approval in July 2025.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) ohia / endorse the Waitematā Harbour West Shoreline Adaptation Plan (Attachments A, B and C)

Horopaki

Context

16. The Coastal Management Framework adopted by council in 2017 (ENV/2017/116) set the direction for a regionwide shoreline adaptation plan programme and responds to the priority area in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, that ‘communities and individuals are prepared for our changing climate and coastline.’

17. The shoreline adaptation plan work programme focuses on how Auckland Council manages and adapts council-owned land and assets to the impacts of coastal hazards and climate change over time. The entire Auckland coastal region will be covered through a series of 20 plans.

18. Shoreline adaptation plans are non-statutory living plans which guide asset management planning and decision making. The programme is developed collaboratively across Auckland Council including council-controlled organisations, Auckland Transport and Watercare and Eke Panuku.

19. The Auckland Council and council-controlled organisation owned coastal land and assets considered by shoreline adaptation plans fall into four major categories illustrated in Table 1 below:

	· Auckland Council owned land, including regional and district parks and other landholdings held by Auckland Council and council-controlled organisations
	· Community facility assets. Such as buildings, parks infrastructure, facilities or closed landfills
	· Water assets including stormwater, potable water and wastewater
	· Roads, transport networks (such as shared pathways, cycleways busways and ferry and train infrastructure) which are owned or managed by Auckland Council or Auckland Transport

Table 1: Categories used to group Auckland Council and council-controlled organisation owned coastal land and assets

20. Each shoreline adaptation plan responds to the following national and regional policy, plans and work programmes:

· From the early development stage each shoreline adaptation plan supports community-led discussions about natural hazard risk, adaptation and resilience identified as an area of focus in ‘Accelerating a Resilient Tāmaki Makaurau Auckland’ resolved by the Planning, Environment and Parks Committee on 29 June 2023 (PEPCC/2023/81).

· Where applicable, shoreline adaptation plans align with the Making Space for Water programme, with regards to flood hazards in coastal areas.

· The Shoreline Adaptation Plan Programme respond to the policy direction set out in the New Zealand Coastal Policy Statement (2010) which directs councils to identify areas that may be affected by coastal hazards over at least 100 years.

· Shoreline adaptation plans follow guidance from the Ministry for the Environment (2024) to apply a best practice method for developing the Dynamic Adaptive Policy Pathways through coastal hazards vulnerability and risk assessment alongside community and mana whenua engagement.

21. The high-level strategies recommended in the shoreline adaptation plans provide a strategic direction for Auckland Council and council-controlled organisations to refer to when considering how council-owned coastal land and assets can be managed, either to the immediate impacts of storm events or the sustainable management of longer-term coastal hazards and climate change. This supports sustainable coastal management decision making, including whether to reinstate or realign (moving back) assets within coastal areas.

22. Shoreline adaptation plans are a first step for a regionally consistent approach to adapting our dynamic coastal areas to future climate change and sea-level rise. Adaptation planning is a proactive journey which will take decades to fully implement.

23. The Shoreline Adaptation Plan Programme considers three hazards (coastal erosion, coastal inundation and catchment (rainfall) flooding where it interacts with the coastal environment). For further information on these hazards refer to Section 4 of Volume 1 (Attachment A).

24. In the original shoreline adaptation consultation material, adaptation strategies were presented over indicative short, medium and long-term timeframes which were reflective of different sea level rise scenarios. Responding to feedback from communities, local boards, elected members and mana whenua, the final shoreline adaptation plan reports have presented final recommended strategies in relation to clearly described coastal change scenarios:

· Low climate change scenario: present day hazards including a one per cent annual exceedance probability catchment flooding and coastal inundation (storm) event) and up to 0.5 metres of sea level rise and a corresponding understanding of coastal erosion and instability susceptibility based on this sea level scenario.

· Moderate climate change scenario: including a consideration of 0.5 and up to one metre of sea level rise (and a one per cent annual exceedance probability event scenario) and a corresponding understanding of coastal erosion and instability susceptibility based on this sea level.

· High climate change scenario: one metre or more of sea level rise (and a one per cent annual exceedance probability storm/rainfall event scenario) and a corresponding understanding of coastal erosion and instability susceptibility based on sea level rise of one metre or more.

25. A one per cent annual exceedance probability event scenario is a way to express the likelihood of a flood of a specific size or greater occurring in any given year, expressed as a percentage. A detailed view of the hazard scape is included in volume 3 for each unit (Attachment C).

26. The shoreline adaptation plans consider four adaptation strategies No Action, Maintain, Protect and Adaptation Priority areas, as summarised in Figure 1 below. The strategies provide high-level guidance on how council-owned land and assets located in coastal areas could be adapted over time to sustainably manage the escalating impacts of coastal hazards and climate change.

Maintain

A blue square with a white and black tool

AI-generated content may be incorrect.

Existing assets and uses are maintained within their general location. Considering design and location to manage risks.

Protect

A purple and white shield

AI-generated content may be incorrect.

The coastal edge and/or uses are protected. The coast is often fixed in location and defences (preferably nature based) are used to achieve this.

No action

A blue square with a logo and a flower

AI-generated content may be incorrect.

Limited or no council assets are exposed to coastal hazards. No action is required to reduce or manage risk.

Adaptation priority area

A blue flag with a white mark on it

AI-generated content may be incorrect.

Action is required to manage risk to council land and assets from coastal hazards and catchment flooding. The values and nature of the coastal area requires further adaptation planning and discussion to confirm the actions required.

Figure 1: Adaptation strategies for the shoreline adaptation plans

27. The final shoreline adaptation plan documents have been structured into three volumes and as outlined in Figure 2 below:

· Volume 1: Details of the overarching programme

· Volume 2: Contextual overview of the specific shoreline adaptation plan area

· Volume 3: Site-specific detail including the recommended adaptation strategies for each area.

A map of the world

AI-generated content may be incorrect.

Figure 1: Depiction of the three volumes of reports for the Waitematā harbour west shoreline adaptation plan

Tātaritanga me ngā tohutohu

Analysis and advice

The Waitematā Harbour West Shoreline Adaptation Plan

28. The Waitematā Harbour West Plan extends from Northcote in the north around the full western extent of the harbour, culminating at the southern end of the harbour bridge. The context, including the key council land and assets, cultural context provided by local iwi and community feedback is addressed in Volume 2 Waitematā Harbour West Area Plan (Attachment B).

29. Within the shoreline adaptation plan, one of 16 units is located within the Henderson Massey Local Board area (unit 12). This unit is outlined in Volume 3 Waitematā Harbour West (Attachment C)

What is happening? Coastal hazards and climate change

30. Research and analysis were undertaken to inform an understanding of coastal hazards and the resulting risk to council-owned land and assets, along with identified ecological, cultural and historic heritage assets.

31. A detailed view of the hazard scape is included in Volume 3 (Attachment C) for each unit. Key areas of note in relation to unit 12 are as follows:

· A large portion of the coastline is a low energy environment with heavily vegetated coastal edges. Mangrove forests are present within the Manutewhau and Te Wai O Pareira / Henderson creek inlets and the Whau Estuary.

· Coastal inundation and its interaction with catchment flooding includes low lying land within the Te Wai-o-Pareira / Henderson Creek inlets and catchment. Noting the ‘Clover Park’ Blue Green (Making space for Water) catchment is located within this unit area. Coastal inundation exposure is also relevant for the eastern side of the Te Atatu peninsula.

· While more sheltered, the coastlines are still susceptible to coastal erosion and instability. Coast protection structures are present in several areas of this Unit at Kelvin Strand, Spinnaker Strand and in relation to key council facilities and major infrastructure connections.

What matters most? Council assets and local input for coastal areas

32. A detailed overview of council land and assets and the supporting cultural, social and ecological context is provided in Volume 2 and Volume 3 (Attachment B and C).

33. The Waitematā harbour west shoreline adaptation plan area covers a large, well-established urban area, residential development and associated activities as well as more rural land within the western areas of the harbour. For Unit 12, urban areas are predominantly concentrated along the Massey, Henderson, Te Atatu and Glendene areas. Major infrastructure traverses the Unit area including state highway 16 and National Grid Corridors.

34. Auckland council land and assets, within the wider Waitematā Harbour west shoreline adaptation plan include (but are not limited to): 1,645.6 ha of park land, 589.4km of road network, and 3,825.4km of water piped networks. Within Unit 12, council assets include the Waitakere Waste transfer facility at Āria / The Concourse, and 11 areas identified as coastal closed landfill assets, for which Auckland Council is responsible.

35. The Waitematā harbour west shoreline adaptation plan area is noted to include 1,306 sites publicly identified as having cultural and heritage value and significance. Additional cultural landscapes, values and sites may be present and further development of cultural statements, in response to the shoreline adaptation plan programme is anticipated.

Local input into local issues

36. The purpose of community engagement throughout shoreline adaptation plan development is to identify how the community use and value their coastal areas. This has been supported by analysis of publicly available documents (such as local board and local parks plans).

37. Development of the Waitematā harbour west shoreline adaptation plan has included engagement with:

· Ngā iwi o Tāmaki Makaurau nineteen iwi of Tāmaki Makaurau and (recognises that each iwi is wholly autonomous, individual and unique) including Te Kawerau a Maki noting the location of statutory acknowledgement areas within Unit 12 and the cultural significance of sites and landscapes.

· Henderson Massey, Kaipatiki, Upper Harbour, Rodney, Whau, Albert Eden and Waitematā local boards.

· local community; and

· relevant infrastructure providers such as Auckland Transport and Watercare Services.

· acknowledging the location of specific council assets, land uses and third-party infrastructure within this shoreline adaptation plan, engagement has also taken place with the closed landfill and waste solutions teams within Auckland Council, alongside ongoing programme level discussion with Transpower and New Zealand Transport Agency Waka Kotahi.

38. Community engagement was delivered in person and digitally as follows:

· The Waitematā harbour west shoreline adaptation plan ran in parallel with the Weiti Estuary to Devonport peninsula shoreline adaptation plan engagement and included a series of ten in-person, public out-reach events to inform people of the shoreline adaptation plan programme and receive feedback. Public engagement was open from 2 August to 26 September 2024. Events were held at a range of venues as identified in Attachment B.

· Digital engagement for the Waitematā harbour west shoreline adaptation plan was undertaken using Social Pinpoint, AK Have Your Say. Social Pinpoint, an online engagement platform provided 108 comments pinned to an interactive map for the Waitematā Harbour West shoreline adaptation plan. AK Have Your Say received a total of 187 surveys. Feedback also included email submissions and direct discussion the results of which were presented to the local boards.

39. Feedback has been analysed and used to develop community objectives and guide the development of the adaptation strategies. Community objectives are included in Volume 2 (Attachment B) and location-specific feedback is identified in Volume 3 (Attachment C).

40. Engagement with local iwi and asset owners has been undertaken through separate workstreams and is outlined in Volume 2 and respective Volume 3 documents (see Attachments B and C).

What can we do about it? Adaptation strategies for the Henderson Massey Local Board area

41. The shoreline has been divided into several coastal units, defined by the driving coastal processes. Within these, stretches have been developed to reflect the varying distribution of assets and the subsequent, appropriate management strategies.

42. The Waitematā harbour west shoreline adaptation plan includes 123 coastal stretches, of which 14 are located within unit 12, which corresponds to the Henderson Massey Local Board Area. The recommended adaptation strategies are represented as pathways across the three coastal change scenarios previously outlined.

43. A comprehensive overview of the recommended strategies for each stretch and supporting rationale is provided in Volume 3 (Attachment C). In summary, development of adaptation strategies within the Henderson Massey Local Board area has demonstrated that:

· The majority of coastline can be managed, under a low climate scenario, as Maintain, managing risk to council land and assets through design and location of assets and infrastructure. For highly vegetated coastal edges, this supports ecological outcomes, as well as community and iwi aspirations to support natural coastal values and ecosystems. Maintain is also identified to recognise key coastal connections and ensure safe access to the coast, in more developed areas, for increasing population and users.

· Maintain is identified for the two estuarine inlets of Te Wai O Pareira (Henderson creek and Swanson Stream). It is noted that this catchment includes properties, which following the 2023 storm events, are now categorised as high-risk. Decisions on the future use and management of this land is being dealt with separately under the council’s storm-affected land use policy. Shoreline Adaptation Plans, as living documents, will be updated as decisions are made on the land.

· Taipari Strand reserve, a historic closed landfill, and highly used coastal park and coastal access point is identified as Protect for both low and moderate climate scenarios.

44. Adaptation priority is identified under a high climate scenario for coastal stretches within the Te Atatu area in response to the increasing impacts of inundation from the coast. At Taipari Strand increased inundation will impact coastal uses (such as boat access) and supporting facilities and recreational areas for this highly valued reserve. in northern areas of the Te Atatu Peninsula coastal walkways are anticipated to be increasingly exposed to inundation alongside ecologically significant areas and areas providing for a diversity of community use. Āria / The Concourse includes critical assets, ecological values and cultural values, inundation and increasing erosional pressures result in the need for further adaptive actions. Noting that this area is traversed by significant regional (and national) infrastructure and future engagement will be required with these parties.

45. Adaptation strategies and pathways do not preclude further investment or planned asset management. As living documents, the shoreline adaptation plans may be updated to reflect land use change, investment in assets, community values and environmental change. For both units 12 and 13 the development of the Whau pathway is acknowledge as a future key connection with the design and location of this pathway enabling adaptive actions to manage risk, located and designed to be located within coastal marine areas.

Tauākī whakaaweawe āhuarangi

Climate impact statement

46. The shoreline adaptation plan work programme is funded as part of the council’s climate action package and is a core climate adaptation workstream. As global temperatures rise, Tāmaki Makaurau is predicted to experience between 0.6 metre and 1.5 metre of sea level rise by 2130, depending on the future CO2 emissions scenario. The impacts of climate change and sea-level rise are expected to increase the frequency, intensity and magnitude of natural hazards including coastal erosion, coastal inundation, and rainfall flooding.

47. To prepare for the future with climate change, we need to plan adaptively. Shoreline adaptation plans will help reduce asset exposure and signal the need to work with nature by developing natural systems (such as wide beaches, well vegetated dunes, and tidal marshes) that are more resilient to the impacts of climate change.

48. Shoreline adaptation plans assist in educating the public about the impacts of climate change and the need to adapt. Building awareness and signalling the need to be prepared for coastal hazard events is an important part of long-term resilience and preparedness. For that reason, shoreline adaptation plans report under the Community and Coast priority area of Tāruke-ā-Tāwhiri – Auckland’s Climate Plan 2020.

49. The Waitematā harbour west plan outlines how council-owned land and assets can be managed to mitigate the impacts of coastal hazards and climate change. Implementation of the shoreline adaptation plans will increase resilience by reducing exposure and vulnerability of assets in hazards zones.

50. Greenhouse gas emissions are not directly considered within the shoreline adaptation plans, which focuses on the strategic goal of adapting the shoreline to build long-term resilience.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

51. Considering the broad extent of council-owned coastal land and assets and the non- statutory nature of the shoreline adaptation plans, implementation will be a collaborative effort across council departments. The project team has worked in partnership with relevant departments to co-develop the Waitematā harbour west plan.

52. Strategies will be considered and integrated into all relevant council strategic plans and documents including reserve management plans, regional parks management plans and open space network plans. This will support associated decision making, such as landowner and leasehold approvals.

53. Adaptation strategies will also be integrated into targeted asset management plans to inform appropriate outcomes, including ongoing operational maintenance and future capital renewal work programmes. For example, assets that provide a coastal defence or amenity function will be considered through council’s regionally funded Coastal Assets Renewals Programme and Shoreline Adaptation Plan Implementation Programme.

54. The completion of all 20 shoreline adaptation plans will confirm regionally consistent themes, challenges and opportunities. This will inform the future implementation strategy including prioritisation and funding.

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

Local impacts and local board views

56. Initial workshops with the Henderson Massey Local Board commenced in June 2024, prior to the planning for community engagement. Follow-up workshops were held to provide an update on what was heard through community engagement in late 2024. In March 2025 workshops were held to seek feedback and direction on the development of adaptation strategies.

57. Through workshops the Local Board identified a specific interest in ensuring engagement with local iwi was undertaken and that community engagement considered local views to ensure that plans were responsive to these uses, values and aspirations. A summary of the iwi and community engagement undertaken has been included in Volume 2 (Attachment B). Community engagement outcomes for the Henderson Massey area (Unit 12), highlighted the experiences of the local community following the 2023 storm events, particularly in relation to catchment flooding. Key community values identified related to environmental protection and sustainability, seeking to safeguard natural landscapes and ecosystems (shorebird habitats, native bush) and concerns around continued asset maintenance (following damage), the need for improved coastal connections to and along the coast and provision of access to the water.

58. Overall, matters raised have been responded to through amendment to strategies and the inclusion of implementation notes in the Volume 3 Unit 12 (Attachment C). The shoreline adaptation plan confirms key interest areas of the board and community including supporting access to the coast in highly valued locations (such as Taipari Strand and the coastal walkways within the Te Atatu Peninsula) and, ensuring the early identification of a need for adaptation planning to support cultural, ecological, social and economic outcomes (such as the eastern and northern areas of the Te Atatu Peninsula).

59. Following endorsement from the Henderson Massey Local Board (along with Kaipatiki, Upper Harbour, Rodney, Whau, Albert Eden and Waitematā Local Boards) the Waitematā harbour west plan will be presented to the Planning and Policy Committee for approval in July 2025.

Tauākī whakaaweawe Māori

Māori impact statement

60. From the programme’s inception in 2021, the shoreline adaptation plan programme has been designed and developed with ngā hapū me ngā iwi o Tāmaki Makaurau. The programme principles which underpin this approach are included in Volume 1 at Attachment A.

61. Multiple hui and hikoi with local iwi have been held to support the development of the shoreline adaptation plan Programme, including the Waitematā Harbour West shoreline adaptation plan. The project team also presents regularly to the Interim Kaitiaki Forum (formerly the Infrastructure and Environmental Services kaitiaki forum).

62. The Waitematā harbour west plan area includes statutory acknowledgement areas, numerous known (and unknown) sites of significance, situated amongst the diversity of coastal tributaries/ streams, headlands and portages to inland areas. The iwi who whakapapa to the area and/or expressed an interest in the Waitematā Harbour West shoreline adaptation plan kaupapa are:

Te Kawerau ā Maki,

Ngāti Whātua o Kaipara

Ngāti Whātua Or0ākei,

Ngaati Whanaunga

Ngāti Maru

Ngāti Wai

Ngāti Tamaterā

Te Ākitai Waiohua,

Ngāti Pāoa

Ngāti Manuhiri,

Te Patukirikiri

Ngāi Tai ki Tāmaki,

63. The project team has worked with iwi representatives of the group to provide cultural statements and cultural commentary to help guide the adaptation approaches set out within this shoreline adaptation plan. Acknowledging each iwi have their own kōrero and may choose to share this in a manner which protects each iwi intellectual property, the Waitematā harbour west shoreline adaptation plan includes content which iwi have approved to be included (see Attachment B). Further information may be included in cultural statements, to be held by iwi, which once finalised will inform implementation of the shoreline adaptation plans.

64. Engagement with the above iwi and ngā hapū me ngā iwi o Tāmaki Makaurau who express an interest, will continue throughout completion of the shoreline adaptation plan programme and its implementation.

Ngā ritenga ā-pūtea

Financial implications

65. Delivery of the shoreline adaptation plan work programme is regionally funded through the climate action package. No additional funding is sought from local boards to deliver the reports.

66. Mitigating coastal hazards will become increasingly expensive for Auckland and wider Aotearoa. It will not be affordable or feasible to defend everywhere. Shoreline adaptation plans and the supporting coastal asset management plan will ensure that coastal projects consider the escalating future risk of climate change and respond in both an environmentally and economically sustainable manner.

67. No financial investment decisions have been made through the Waitematā harbour west shoreline adaptation plan. The adaptation strategies will be given effect to across relevant council decision-making. This includes the future management, maintenance and renewal of council assets and land located along the coast through existing work programmes and associated budgets. Over time, this will result in cost savings as assets are moved out of coastal hazard areas and incur less damage due to coastal erosion and flooding.

68. Once all shoreline adaptation plans across Auckland are completed, a regional funding prioritisation approach will be developed. The framework and process for undertaking this exercise will need to be agreed with the Governing Body. This will assist in budgetary requirements and support an equitable approach for areas where managed realignment or other major coastal works have been recommended.

69. Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

70. The risks and mitigations associated with the local boards endorsing the Waitematā Harbour West Plan are outlined in Table 2 below:

Table 2: Risk identification and mitigations

Main risk	Mitigation
Coastal asset decisions are at risk of being made on an ad-hoc basis and may not adequately consider the escalating risk of climate change.	· Adopting the shoreline adaptation plan for the Waitematā harbour west area will provide for future implementation of the plan. · Asset management across multiple asset classes will require multiple departments across council to continue to work together. As a strategic document, the shoreline adaptation plan provides a coordinated and holistic approach, alongside other relevant council policies and regulatory mechanisms.
Potential opposition to the proposed adaptation strategies (noting a high level of public interest in council management of assets in response to climate change and natural hazard risk)	· The development of the shoreline adaptation plans has been undertaken in collaboration with local iwi and with extensive engagement with the local community, wider public and infrastructure providers. · These shoreline adaptation plans remain living documents, revisions to the shoreline adaptation plan can be advanced to respond to further engagement with iwi, communities and in response to other programmes such as the Closed Landfill Asset Management Plan development.
Due to uncertainty in emission reductions, coastal hazards may increase in frequency and intensity earlier than expected.	· Shoreline adaptation plans have been developed using conservative climate change scenarios in the long term. · Shoreline adaptation plans are adaptive and advancement to the next timeframe can be considered based on the observed impact of coastal and climate change.
As multiple teams are required to work together to implement the shoreline adaptation plan, there is potential that the shoreline adaptation plan is not applied across all business areas.	· The project team have worked collaboratively with departments across council and council-controlled organisations to develop the shoreline adaptation plan and will maintain relationships to support implementation. · A governance group oversees the development and implementation of the shoreline adaptation plan work program and supports strategic relationships.

Ngā koringa ā-muri

Next steps

71. Following endorsement from the Henderson Massey Local Board and Kaipatiki, Upper Harbour, Rodney, Whau, Albert Eden and Waitematā Local Boards, the Waitematā Harbour West Plan will be presented to the Planning & Policy Committee for approval in July 2025.

72. Once approved, the Waitematā Harbour West Plan will be released to the public and to stakeholders across Auckland Council. Local implementation will include capital works under the Coastal Asset Renewals Works Programme. The adaptation strategies will then be integrated into key council plans, such as asset management plans.

73. The Clover Park catchment is located within the wider Waitematā Harbour West area and may be subject to further actions funded under the Blue Green/ Making Space for Water catchment programme to respond to flood risk in this catchment.

74. Regional implementation of shoreline adaptation plans will commence in late 2025 once all shoreline adaptation plans are completed. Implementation will be supported via existing work programmes and Long Term Plan budgets, whilst the shoreline adaptation plan team prepare guidance on future budget requirements to be considered as part of the next Long Term Plan. In the interim, there will be an ongoing opportunity for iwi and other programme partners to collaborate in the implementation of the shoreline adaptation plan programme.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Shoreline Adaptation Plan Programme Volume 1 Understanding the Shoreline Adaptation Plans	73
b ⇩	Volume 2 Waitemata Harbour West Introduction to the Shoreline Adaptaion Plan area	143
c ⇩	Shoreline Adaptation Plan Programe Volume 3 Waitematā Harbour West Unit 16	231

Ngā kaihaina

Signatories

Authors

Lara Clarke - Principal Coastal Adaptation Specialist

Sage Vernall - Senior Coastal Adaptation Specialist

Authorisers

Barry Potter - Director Resilience and Infrastructure

Adam Milina - Local Area Manager

Henderson-Massey Local Board

20 May 2025

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

File No.: CP2025/02950

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 Business West (previously Central Park Henderson) and Te Atatū Peninsula 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. Henderson-Massey 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

Business West Inc

$499,219.20

Yes

Te Atatū Peninsula Business Association Inc

$126,000.00

Yes

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

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey 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) $499,219.20 for Business West BID

ii) $126,000.00 for Te Atatū Peninsula 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 association’s 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.

Henderson-Massey Local Board BID Targeted Rates 2025/2026

26. Henderson-Massey 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

Business West Inc

$499,219.20

$466,560.00

Te Atatū Peninsula Business Association Inc

$126,000.00

$120,000.00

27. 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

28. 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.

29. 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

30. 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

31. 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.

32. 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.

33. 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.

34. 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.

Henderson-Massey Local Board BIDs

35. Using the documents and information submitted, the BID Team is satisfied that Business West and Te Atatū Peninsula BIDs have sufficiently met the BID Policy Requirements and the BID Policy for setting of the BID targeted rates for 2025/2026.

36. 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

37. 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

38. 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.

39. 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

40. 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.

41. Business West and Te Atatū Peninsula BID programmes best align with the Henderson-Massey Local Board Plan 2023, Outcome: Our economy. Prosperous town centres. People working and shopping locally. Local employment opportunities for rangatahi.

42. Recommending that the Governing Body sets the targeted rates for Business West and Te Atatū Peninsula 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

43. 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

44. 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.

45. 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

46. 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.

47. 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.

48. 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.

49. 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.

50. 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.

51. 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

52. 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.

53. 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 Business West and Te Atatū Peninsula BIDs.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	BID Policy Requirements Summary	261
b ⇩	Business West Governance Declaration	265
c ⇩	Te Atatū Peninsula Governance Declaration	267

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

Adam Milina - Local Area Manager

Henderson-Massey Local Board

20 May 2025

Reporting back decisions under delegation: Proposed amendments to the Wastewater Environmental Performance Standards

File No.: CP2025/09561

Te take mō te pūrongo

Purpose of the report

1. To report back a decision of the Henderson-Massey Local Board made under delegation to provide feedback to inform Auckland Council submissions.

Whakarāpopototanga matua

Executive summary

2. On 6 December 2022 the Henderson-Massey Local Board delegated authority to the local board Chairperson to submit the local board's formal views for inclusion in Auckland Council submissions to Central Government, select committees and other councils, where this feedback is due before a local board meeting (resolution number HM/2022/160) as follows:

That the Henderson-Massey Local Board:

a) tautapa / delegate authority to the Chair to approve and submit the local board’s input into Auckland Council submissions on formal consultation from government departments, parliament, select committees and other councils.

b) tuhi ā-taipitopito / note that the local board can continue to use its urgent decision process to approve and submit the local board’s input into Auckland Council submissions on formal consultation from government departments, parliament, select committees and other councils, if the Chair chooses not to exercise the delegation sought in recommendation (a).

c) tuhi ā-taipitopito / note that this delegation will only be exercised where the timeframes do not allow for local board input to be considered and approved at a local board meeting.

d) tuhi ā-taipitopito / note all local input approved and submitted for inclusion in an Auckland Council submission is to be included on the next local board meeting agenda for the public record.

3. On 4 April 2025, the Chairperson signed off under delegation feedback from the Henderson-Massey Local Board to be appended to Auckland Council’s submission on the Proposed wastewater environmental performance standards.

4. The Water Services Authority – Taumata Arowai, on behalf of the Minister of Local Government, has made available for consultation until 24 April 2025 a discussion document on proposed wastewater environmental performance standards (Help shape New Zealand’s wastewater future - Taumata Arowai - Citizen Space).

5. The purpose of the wastewater standards, proposed under regulation-making powers of the Water Services Act 2021, is to set nationally consistent requirements for all public wastewater networks and operators through resource consents as these are renewed or issued for new wastewater infrastructure.

6. The proposed wastewater standards in this initial package will cover discharges to water, discharges to land, beneficial reuse of biosolids, and arrangements for wastewater network overflows and bypasses of wastewater treatment plants.

7. The initial set of proposed wastewater standards (Help shape New Zealand’s wastewater future - Taumata Arowai - Citizen Space) cover areas where performance improvements are stated to be the most effective for essential infrastructure and cover most consents for wastewater treatment plants. The rationale for the proposed wastewater standards recognises that 57 per cent of the public wastewater network plant infrastructure will require reconsenting over the next decade. Further, a significant proportion of the wastewater plant infrastructure is 30-40 years old, and the current capacity is not aligned to expected population growth and urban development. The state and operation of wastewater plants in the Auckland region is better than in most other regions. However, there are still significant pressures affecting the future operation of these plants (e.g. capacity in areas of urban growth).

8. In this context, central government wishes to see nationally consistent standards that will: support environmental outcomes, drive cost and time efficiencies, support owners of networks to better plan for the cost of infrastructure, and save time for territorial authorities as owners of the public infrastructure, and regional councils as regulators.

9. The initial package of proposed wastewater standards specifically include:

a) discharges to water for a range of parameters and receiving environments, alongside a tailored standard for small wastewater treatment plants

b) discharges to land

c) beneficial reuse of biosolids

d) arrangements for wastewater network overflows and bypasses of wastewater treatment plants.

10. Other activities associated with wastewater (e.g. onsite wastewater treatment systems) will continue to be regulated through the existing resource consenting process. The Water Services Authority intends to establish an ongoing work programme to evaluate how standards have been implemented and to consider where additional standards may be appropriate or whether amendments are necessary.

11. Wastewater standards are intended to reduce the regulatory burden from consenting processes, and lead to greater standardisation in plant design, performance and operation, while providing service providers with greater certainty of costs for their wastewater network investments.

12. The Local Government (Water Services) Bill (currently before Select Committee) proposes changes that impact how wastewater standards are made and implemented, largely as it affects resource management processes. Proposed legislative amendments are designed to ensure that regional councils must implement any requirements imposed as part of a wastewater standard in a new consent and cannot include any conditions in a consent that are any more or less restrictive. The Bill also proposes that, where the infrastructure proposed in a new consent meets the relevant wastewater standard, a 35-year consent must be issued.

13. Accordingly, the proposed new wastewater standards, made under the Water Services Act, of are of consequence to meeting several environmental outcomes expected under current resource management legislation. From a regional council’s perspective, there is a need to consider the implications of the proposed wastewater standards on achieving environmental outcomes at place, while similarly acknowledging the merits of the proposal from a territorial authority perspective.

Ngā tūtohunga

Recommendation/s

That the Henderson-Massey Local Board:

a) whiwhi / receive the decision made under delegation on 4 April 2025 providing feedback from the Henderson-Massey Local Board to be appended to Auckland Council’s submission on the Proposed Wastewater Environmental Performance Standards.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A – Memorandum	273

Ngā kaihaina

Signatories

Authors	Sophie Wylie - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager

Chairperson	Chris Carter, JP
Deputy Chairperson	Dr Will Flavell
Members	Brenda Brady, JP
	Peter Chan, JP
	Dan Collins
	Oscar Kightley
	Brooke Loader
	Ingrid Papau

Authors	Laura Hopkins - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager

Exclusion of the Public: Local Government Official Information and Meetings Act 1987