Agenda of Waitematā Local Board - Tuesday, 20 May 2025

1 Nau mai | Welcome

Chair G Sage welcomed those present and opened the meeting with a karakia.

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Waitematā Local Board:

a) whakaū / confirm the minutes of its orindary meeting, held on Tuesday, 15 April 2025, and the minutes of its extraordinary meeting, held on Tuesday, 6 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 Waitematā 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 - Ritu Choudhary - BreastScreen Auckland Central - Free breast screening services available to women aged 45-69

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the Waitematā Local Board (the local board) during the deputation section of the local board business meeting.

Whakarāpopototanga matua

Executive summary

2. Ritu Choudhary, Community Engagement and Health Promotion Advisor of the BreastScreen Auckland Central, will be in attendance to speak to the Waitematā Local Board.

3. BreastScreen Auckland Central is currently experiencing low screening numbers in several locations. BreastScreen Auckland Central aims to raise awareness about the free breast screening services available to women aged 45–69, and to strengthen their connections within the community to boost participation.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation from BreastScreen Auckland Central, on their free breast screening services available to women aged 45–69 and thank Ritu Choudhary for her presentation.

8.2 Deputation - Simon Thorp and Aaron Martin - Tole Street Bowl Jam

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the Waitematā Local Board (the local board) during the Deputation section of the local board business meeting.

Whakarāpopototanga matua

Executive summary

2. Simon Thorp and Aaron Martin will be in attendance to speak to the local board about the Tole Street Bowl Jam and to thank the local board for their support to the event.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation from Simon Thorp and Aaron Martin, on the Tole Street Bowl Jam, and thank them for their attendance.

8.3 Deputation - Mark Craig - Richmond Rovers Rugby League & Sports Club

Te take mō te pūrongo

Purpose of the report

1. To provide a presentation to the Waitematā Local Board (the local board) during the Deputation section of the local board business meeting.

Whakarāpopototanga matua

Executive summary

2. Mark Craig, on behave of Richmond Rovers Rugby League & Sports Club, will be in attendance to speak to the Waitematā Local Board about their successes from the 2024 season and present the plan of the club for 2025 and beyond.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation from Mark Craig on the Richmond Rovers Rugby League & Sports Club’s successes from the 2024 season and club’s plan for the 2025 season, and thank Mark Craig for his attendance.

8.4 Deputation - Mark Bird - Grafton United Cricket Club - Highlight event impacts on Grafton United Cricket Club

Te take mō te pūrongo

Purpose of the report

1. To provide a presentation to the Waitematā Local Board (the local board) during the Deputation section of the local board business meeting.

Whakarāpopototanga matua

Executive summary

2. Mark Bird, Grafton United Cricket Club, will be in attendance to speak to the Waitematā Local Board about the highlight even impacts on Grafton United Cricket Club and other community users of Victoria Park.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) receive the presentation from Mark Bird on the highlight event impacts on Grafton United Cricket Club and other community users of Victoria Park, and thank Mark Bird for his attendance.

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.”

Waitematā Local Board

20 May 2025

Waitematā Accommodation Support Fund 2024/2025 grant allocations

File No.: CP2025/08472

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline the applications received for Waitematā Accommodation Support Fund for the 2024/2025 financial year.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Waitematā Accommodation Support Fund 2024/2025 (Attachment A).

3. The Waitematā Local Board adopted the Waitematā Local Grants Programme 2024/2025 on 18 July 2023. The document sets application guidelines for contestable grants submitted to the local board (Attachment B).

4. The local board has set a total Accommodation Support Fund budget of $125,000.00 for the 2024/2025 financial year.

5. 33 applications have been received for Accommodation Support Fund 2024/2025, requesting a total of $509,344.32.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) agree to fund, part-fund or decline each application received for the Waitematā Accommodation Support Fund, listed below:

Application ID	Organisation	Accommodation Location	Eligibility	Total Amount Requested
ASF202522	Artspace (Aotearoa) Trust	292 Karangahape Rd Auckland Central Auckland 1010 New Zealand	Yes	$20,000.00
ASF202511	Auckland Youth Orchestra Incorporated	C/- St Peter's College Music Department 23 Mountain Rd Grafton Auckland 1023 New Zealand	No	$1,809.00
ASF202505	Body Positive Incorporated	1/3 Poynton Ter Auckland Central Auckland 1010 New Zealand	Yes	$10,000.00
ASF202536	Common	8 Cargill St Eden Terrace Auckland 1010 New Zealand	Yes	$20,000.00
ASF202514	Fun & Games Toy Library Incorporated	446 Parnell Rd Parnell Auckland 1052 New Zealand	No	$5,820.00
ASF202523	Indian Ink Trust	Level 1, 323 Queen Street Auckland Central Auckland 1010 New Zealand	Yes	$8,000.00
ASF202519	K' Road Chronicle	183 Karangahape Rd Auckland Central Auckland 1010 New Zealand	Yes	$5,200.00
ASF202532	Kick Back Make Change Charitable Trust	307 Karangahape Rd Auckland Central Auckland 1010 New Zealand	Yes	$20,000.00
ASF202538	National Youth Theatre Trust	72a Beach Haven Road Beach Haven Auckland 0626 New Zealand	No	$20,000.00
ASF202507	Objectspace	13 Rose Rd Grey Lynn Auckland 1021 New Zealand	Yes	$16,460.00
ASF202534	Outline Aotearoa Incorporated	31 Hargreaves St Auckland Central Auckland 1011 New Zealand	Yes	$20,000.00
ASF202537	Rainbow Youth Incorporated	11 Edinburgh St Level 1 Auckland Auckland 1010 New Zealand	Yes	$20,000.00
ASF202510	Screen Edge Limited (Doc Edge)	175 Khyber Pass Rd Grafton Auckland 1023 New Zealand	Yes	$15,000.00
ASF202539	Show Me Shorts Film Festival Trust	147 Great North Rd 147 Great North Rd Auckland 1021 New Zealand	Yes	$10,000.00
ASF202520	Tardigrade World Charitable Trust	50 Bright St Eden Terrace Auckland 1021 New Zealand	No	$2,600.00
ASF202506	Tawhiao Limited	559 Great North Rd Piha RD2 Grey Lynn Auckland 1021 New Zealand	No	$20,000.00
ASF202503	Tenants Protection Association (Auckland) Incorporated	147 Great North Rd Grey Lynn Auckland 1245 New Zealand	No	$6,000.00
ASF202516	The Audio Foundation	4 Poynton Ter Auckland Central Auckland 1010 New Zealand	Yes	$20,000.00
ASF202515	The Basement Theatre Trust	1/323 Queen St Auckland CBD Auckland Auckland 1010 New Zealand	Yes	$11,000.00
ASF202535	The Brain Injury Association (Auckland) Incorporated	207 Manukau Rd Epsom Epsom Auckland 1023 New Zealand	Yes	$8,400.00
ASF202508	The Charlotte Museum Te Whare Takatāpuni-Wāhine o Aoteaora	1A Howe St Freemans Bay Auckland Auckland 1010 New Zealand	Yes	$20,000.00
ASF202526	The Foundation for Peace Studies Aotearoa/New Zealalnd (The Peace Foundation)	78 Pit Street Level 2 Auckland Auckland 1010 New Zealand	No	$21,547.80
ASF202502	The Girl Guides Association New Zealand Incorporated	5 Sir William Pickering Drive Burnside Christchurch 8141 New Zealand	Yes	$3,000.00
ASF202512	The Lifewise Trust	124 Vincent St Auckland Central Auckland 1010 New Zealand	Yes	$20,000.00
ASF202504	The Massive Company Trust	PO Box 6071 Victoria St W Auckland Auckland 1142 New Zealand	Yes	$20,000.00
ASF202501	The New Zealand Comedy Trust	Level 1, 321 Queen Street Auckland Auckland 1010 New Zealand	No	$18,843.52
ASF202540	The New Zealand Dance Advancement Trust	113 Wellesley St W Auckland Auckland 1010 New Zealand	Yes	$20,000.00
ASF202533	The Raukatauri Music Therapy Trust	5 Carlton Gore Rd Auckland Auckland 1023 New Zealand	Yes	$20,000.00
ASF202528	The Yes And Trust	51 MacKelvie St Grey Lynn Auckland 1021 New Zealand	Yes	$26,260.00
ASF202521	Toi Ora Live Art Trust	6 Putiki St Grey Lynn Auckland 1021 New Zealand	Yes	$20,000.00
ASF202531	Wingspan Trust	60-64 Upper Queen St St Heliers Auckland Auckland 1071 New Zealand	Yes	$20,000.00
ASF202529	YMCA North	149 - 157 Greys Ave Victoria St West Auckland Central Auckland 1010 New Zealand	No	$20,000.00
ASF202524	Youth Arts New Zealand	Level 4/156 Parnell Road, Parnell Auckland 1052 New Zealand	Yes	$19,404.00
				$509,344.32

Horopaki

Context

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

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

8. The local board grants programme sets out:

· local board outcomes

· lower priorities for funding

· higher priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements.

9. The Waitematā Local Board adopted their grants programme for 2024/2025 on 18 June 2024 and will operate one accommodation grant round for this financial year.

10. Community organisations can apply for Accommodation grant to cover rental and/or lease payments, Auckland Council rates and regular ongoing venue hire costs.

11. Accommodation costs applied for are for the following financial year starting 1 July 2025.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way.

15. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; decreasing access to single-occupancy transport options, home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

18. Local boards are responsible for the decision-making and allocation of local board community grants. The Waitematā Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

19. The local board is requested to note that section 48 of the Community Grants Policy states; ‘we will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time’.

20. A summary of each application received through Waitematā Accommodation Support Fund 2024/2025 is provided (refer Attachment A).

Tauākī whakaaweawe Māori

Māori impact statement

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

22. 14 applicants applying to the Accommodation Support Fund 2024/2025 have indicated that their organisation targets Māori and/or contribute to Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

23. The allocation of grants to community groups is within the adopted Long-term Plan 2023-2033 and local board agreements.

24. The local board has set a total Accommodation Support Fund budget of $125,000.00 for the 2024/2025 financial year.

25. 22 applications have been received for Accommodation Support Fund 2024/2025, requesting a total of $509,344.32.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

28. Following the Waitematā Local Board allocation of funding for the Accommodation Support Fund, staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Waitematā Accommodation Support Fund 2025 - application summary
b ⇨	Waitematā Community Grants Programme 2024/2025

Ngā kaihaina

Signatories

Authors

Arna Casey - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Tristan Coulson - Local Area Manager

Waitematā Local Board

20 May 2025

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

File No.: CP2025/09975

Te take mō te pūrongo

Purpose of the report

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

2. Provide an update on the Watercare lease revenue received in the current financial year and potential reallocation options.

Whakarāpopototanga matua

Executive summary

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

4. The work programme is produced annually and aligns with Waitematā Local Board Plan outcomes.

5. The key activity updates from this quarter are:

· ID 702 Urban Ark strategic plan implementation – Waitematā - Urban Ark Manawa Taiao celebrated its fifth birthday with a networking event, installed a trapline in Basque Park, and held a weeding bee in Wellpark Reserve

· ID 992 Waitematā Full Facilities maintenance contracts - Additional resourcing was allocated during weekends and peak periods to support the increased demand. A targeted investment was made in the replanting of public planter boxes across the local board area

· ID 30696 Campbell Free Kindergarten Building - general renewals – Project completed March 2025

· ID 36934 Leys Institute - seismic strengthening and restoration - Project steering group (PSG) meeting was held Wed 5th March

· ID 3863 Grey Lynn Business Association - Stage 3, BID establishment ballot project - This project is nearing completion. GLBA held their Special General Meeting on March 26 where members approved the BID establishment project, the proposed BID map and BID targeted rate grant amount of $320,000 for 2025/2026 financial year.

· ID 3980 Waitematā Local Board, community and business emergency response plans and resilience programme - The Waitematā Local Board Emergency Readiness and Response Plan was soft launched in 2025 along with other regional launch activities being held over February and March.

· ID 1010 Waitematā - Activation of parks, places and open spaces - Following board reallocating $10,000 in February to top up this line, two activations were delivered at Basque Park in March and one in Albert Park. The remaining activations are to be delivered in April and May.

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

7. The Waitematā local board area’s net operating expenditure of $26.6 million is on budget for the nine months ended 31 March 2025. Operating revenue is 5.5% above budget due to unbudgeted lease revenue, partially offset by lower membership and entrance fees at Tepid Baths. Operating expenses are 0.5% above budget. From the local boards’ Locally Driven Initiatives (LDI) funding, most projects are on track to be completed (or funding has been reallocated) by financial year end. YTD, Capital expenditure is 3% below budget, driven by the timing / phasing of the asset renewals programme.

8. To date, the local board has received lease revenue from Watercare of $480,000 (projected to be $569,000 by financial year end). This revenue relates to temporary leases granted for the following:

· $220,000 12 Alberon Place Parnell (Alberon Reserve), for a construction laydown area (Stage 1).

· $112,000 12 Alberon Place Parnell (Alberon Reserve), for a construction laydown area (Stage 2).

· $148,000 Point Erin Park to be used as a construction laydown area to enable the construction of the Central Interceptor.

9. As the revenue is (i) outside of local board general funding (ii) is unbudgeted this financial year (iii) the leases are restricting access to the parks and the board has expressed an interest in reinvesting the funds back into the community, the local board can seek to have the revenue reallocated.

10. The following two options have been identified for the reallocation:

i) The Place and Partner Specialist has recommended an operational grant of $100,000 be made to TAPAC for the funding period 1 July to 30 June 2026.

ii) The board can seek an exception to the financing guidelines and convert the remaining Watercare lease money received in FY25 (approximately $469,000) from Opex to Capex, if a specific capex project can be identified and included in the FY25/26 Capex work programme.

TAPAC Operational Grant

11. The local board has previously provided an annual operational grant to the Auckland Performance Arts Centre (TAPAC) through its annual work programme.The purpose of the funding is to provide a contribution towards providing a range of arts programmes and services within the local board area, supporting local board goals around access to and participation in arts and culture, supporting community connections, and celebrating cultural heritage. For the funding period to 30 June 2025, the grant was $75,000. The grant was paid in August 2025.

12. Reallocating $100,000 of the lease revenue to TAPAC, with a funding agreement to cover this period, removes the need for inclusion in the 25/26 work programme. Reporting requirements and updates via this quarterly report would remain unchanged.

Opex to Capex conversion

13. The board can seek an exception to the financing guidelines and convert the remaining Watercare lease money received in FY25 (approximately $469,000) from Opex to Capex, if a specific capex project can be identified and included in the FY25/26 Capex work programme.

14. The conversion will generate consequential opex (yet to be calculated), which will be a permanent cost expense in the local board’s operating budget, reducing available funding for other work programme opex projects going forward.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

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

b) Provide an operational grant of $100,000 to TAPAC, to be funded through a reallocation of the Watercare lease revenue, with the funding agreement and reporting requirements specified for the year ending 30 June 2026.

c) Seek to have the remaining Watercare lease money received in FY25 (approximately $469,000) coverted from Opex to Capex, if a specific capex project can be identified and included in the FY25/26 Capex work programme.

Horopaki

Context

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

· Customer and Community Services

· Local Environmental

· External Partnerships

· Plans and Places

· Auckland Emergency Management

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

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

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

Graph 2: Work programme performance by RAG status

18. The graph below shows the stage of the activities in each departments’ work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme performance by activity status and department

Key activity updates from quarter three

19. ID 1179 Hub Services Waitematā - Honey Cafe is a busy and successful partner adding value to the community offer in the library and visitation is up in the Central City Library with a consistent average of 12,500 visitors a week and growing

20. ID 469 Operational grant for The Auckland Performing Arts Centre (TAPAC) - 18 holiday programmes were delivered for children aged four to 16, with over 300 students participating in January. These programmes covered a wide range of performing arts disciplines, including music, acting, dance, and visual art. Term one classes began in February, with the introduction of a new Advanced Circus Apparatus class and a range of new drama classes for youth aged five to 14.

21. ID 482 Event partnership fund Waitematā - The Documentary New Zealand Trust have yet to submit their application for funding. An email has been sent to follow up. The International Buskers Festival took place from 24-27 January 2025.

22. ID 1010 Waitematā - Activation of parks, places and open spaces - Following board reallocating $10,000 in February to top up this line, two activations were delivered at Basque Park in March and one in Albert Park. The remaining activations are to be delivered in April and May.

23. ID 702 Urban Ark strategic plan implementation – Waitematā - Urban Ark Manawa Taiao celebrated its fifth birthday with a networking event, installed a trapline in Basque Park, and held a weeding bee in Wellpark Reserve. Discussions with the Hakanoa group focused on flood resilience and a potential new park.

24. ID 704 Waipapa Stream restoration - Auckland City Mission's Street Guardians program volunteers dedicated 60 hours over two sessions to remove persistent climbing weeds like blue morning glory and composted the cleared material on site. During the dry summer, City Mission hand-watered recent native plantings and distributed three cubic meters of mulch in February to retain moisture.

25. ID 3482 Bike hub - Queens Wharf - The Queens Wharf Bike Hub had similar visitation to quarter two despite fewer operating days. The behavior of a rough sleeper resulted in one instance of early site closure. Follow-up with Eke Panuku and other stakeholders is underway to prevent recurrence.

26. ID 992 Waitematā Full Facilities maintenance contracts - Additional resourcing was allocated during weekends and peak periods to support the increased demand. A targeted investment was made in the replanting of public planter boxes across the local board area. This included the introduction of new, curated plant species chosen for their visual appeal, environmental resilience, and contribution to pollinator biodiversity.

27. ID 30696 Campbell Free Kindergarten Building - general renewals - Project completed March 2025. Internal refurbishment works compete.

28. ID 32090 Olympic Pools - general renewals - 2023/2024 to 2024/2025 - The Local Board capital renewal funding 'contribution' was reviewed as part of the Olympic Trust Lease extension, which has a 'transition two year phase'. The FY 25 budget will be allocated to critical works only.

29. ID 36934 Leys Institute - seismic strengthening and restoration - Project steering group (PSG) meeting was held Wed 5th March. Developed design stage is on schedule and 90% complete. Retest of mould and indoor air quality conducted 4th March, showed improvement but use of P2 (Covid) mask in library still advised. Heritage and Leys Orchestra items currently being packed.

30. ID 26339 Pukekawa / Auckland Domain - develop pathway connections - Site 1: Titoki St Carpark to Football Road - Design Review Panel (DRP) review for concept design completed. Site 2: Football Road End to The Crescent - Detailed design completed. Community consultation including site 1 and site 2 completed. Additional funding for site 1 and site 2 pathways approved by the board in March 2025.

31. ID 478 Grey Lynn Community Centre - Phoenix Recycling is now considering a biannual e-waste collection event at the centre and the potential of expanding recycling education and community engagement through workshops and awareness campaigns. The centre sees these efforts as important to positioning itself as a sustainability hub.

32. ID 32025 Freemans Bay Community Centre – roof refurbishment - Works were brought forward to deliver earlier as part of the FY2024/2025 work programme. The roof assessment has been completed in advance to proactively manage the scoping process. Roof renewal was pushed out to FY28, and due to proposed building change of use, project scope was changed to focus on interior refurbishment. The plan is to address the long room area, and flooring for the building in this financial year

33. ID 3863 Grey Lynn Business Association - Stage 3, BID establishment ballot project - This project is nearing completion. GLBA held their Special General Meeting on March 26 where members approved the BID establishment project, the proposed BID map and BID targeted rate grant amount of $320,000 for 2025/2026 financial year. A staff report will be prepared for the local board May business

34. ID 3980 Waitematā Local Board, community and business emergency response plans and resilience programme - The Waitematā Local Board Emergency Readiness and Response Plan was soft launched in 2025 along with other regional launch activities being held over February and March. Waitematā Local Board specific launch related activities included helping the local board host a community drop in session end of February mainly for the city centre residents to support growing their communty connectiveness and resilience, especially pertinent with Auckland Emergency Management having signed an Memorandum Of Understanding with Neighbourhood Support to promote key information provided in the Emergency Readiness and Response Plan at the street level and their prominence in the City Centre.

Activities on hold

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

· ID 1330 Grey Lynn Integrated Facility - This project has been on hold pending the local board’s portfolio review. It has been included in the 2025/2026 draft work programme.

· ID 28585 Myers Park - renew entranceway stairs off Greys Avenue – project is on hold until a further decision is made to ensure value for money.

Changes to the local board work programme

Cancelled activities

36. These activities are cancelled:

· ID 4454 Waitematā Digital Heritage Initiatives - Local Board decision at February meeting re-allocated the funding of this project to other work programme lines. Local Board Services staff have recommended departments further consider how best to deliver against digital heritage objectives and advise on options for future work programmes. This project line will be removed from the work programme for quarter four.

· ID 1356 Waitematā Cultural Play Festival – this event was cancelled due to unsuccessful attempts to secure external funding, the board reallocated this funding at the February 2025 business meeting. This project line will be removed from the work programme for quarter four.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

· ID 719 Climate Action Activator – Waitematā: Supported Songwriters for Climate Action in performing at Pasifika Festival and preparing for the release of their Rangatahi Album. They are also creating live videos of song recording sessions. The Equal Justice Project was supported with workshops in preparation for presentations to key stakeholders on climate issues. The Activator continued working with businesses on climate action. Plans for quarter four include Equal Justice engagement with Council Controlled Organisations and Songwriters for Climate Action live video releases.

· ID 726 Climate Action Network – Waitematā: Over 200 community members were reached through 14 events, supported by more than 100 volunteer hours. Highlights included a stall and performances at the Wynyard Quarter Sustainability Expo and Auckland University of Technology Orientation Day, both engaging over 100 people with climate action and the climate network. Additionally, there were 12 pop-up stalls at markets and libraries in Grey Lynn and Parnell. 10 engagement stalls are planned for quarter four.

· ID 3108 Kia rite kia mau - Climate preparedness and resilience for school communities: Almost fully booked, with only one school slot remaining. Bayfield Primary and Grey Lynn Primary are confirmed. Two schools have expressed interest after one school had to withdraw and are reviewing their timetables for the remaining slot.

· ID 4108 Construction Waste Revolution Project: The programme has successfully implemented education, waste separation systems, management systems and waste tracking across four residential and two commercial sites along with an additional site which has been provided resources to make waste diversion changes at their own pace. Creating a “Construction Waste Roadmap” alongside each company showing end destination diversion enterprise and cost comparisons is a key piece of this work. All of the residential sites engaged with are expected to reach at least a 75 per cent diversion from landfill, and the commercial/infrastructure sites are expected to maintain a 70 per cent diversion rate. Additionally, building companies are valuing the benefits from tracking and reporting waste data as a strength to their business offering and providing client satisfaction. This quarter no compliance issues or illegal dumping reported.

· ID 4107 Waiōrea Community Recycling Centre Pū Mātauranga / Education Hub activations: Five youth volunteers have been taken on-board over quarters 2 and 3 at the Community Recycling Center as part of the rangitahi engagement/sustainability leadership workshops component of this programme. Their rangitahi engagement/sustainability leadership placement over multiple months has provided a platform for these individuals to gain hands-on waste minimisation education, be exposed to operations at an active/busy Community Recycling Center and provided them with practical, transferable skills for the workplace. Workshops continue to be delivered, including an upcycling workshop in December with a dozen attendees and further workshops planned and as a focus for quarter 4 (including April’s school holiday programme which will include multiple workshops/events).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

42. The Waitematā Local Board Local Board Plan 2023 acknowledges and celebrates its commitment to te ao Māori by incorporating and delivering on initiatives which enhance these values and relationships.

43. The local board is currently investing in projects that seek to deliver on the values of Māori empowerment, cultural enrichment, and partnership. These include programmes such as:

· ID 4068 Waitematā Youth: spaces and opportunities promoting youth participation, connection and wellbeing- Te Karanga Trust have been contracted to lead a pilot Youth Hub, co-designed with rangatahi. Housed in a former button factory in Newton, the hub will open one day per week and provide a safe alcohol-free space to purposefully connect with peers, grow their creative passions and access opportunities supporting their development and wellbeing.

· ID 472 Māori Responsiveness: Local Māori aspirations in Waitematā- The outdoor exhibition is now live on the phantom billboards outside 20 Ponsonby Road and across six sites on Karangahape Road.

· ID 474 Placemaking: Addressing homelessness Waitematā - WeCare ran a WeCare Community Festival on 15 March attended by 100 people, including the Māori wardens. This annual community event provides an opportunity for street whānau and community to build relationships and address loneliness and isolation.

· ID 466 Operational expenditure for Studio One Toi Tū - We closed Pride month with Beings: Tātou Tātou by Léon Bristow and Frances Carter—a photography exhibition celebrating authentic representation of BIPOC, Rainbow, and Disabled identities. This kaupapa-driven project deeply resonated with visitors, sparking rich and meaningful conversations in the gallery and across social media.

Ngā ritenga ā-pūtea

Financial implications

44. This report is provided to enable the Waitematā Local Board to monitor the organisation’s progress and performance in delivering the 2024/2025 work programme. There are no financial implications associated with the quarterly performance reporting.

45. Under the financing guidelnes, local boards are generally not permitted to convert their unallocated opex budget to capex as the sources of funding for both are different (council capex is debt funded and council opex is funded mainly by general rates, fees and charges). An exception can be sought for the Watercare lease money (i) given the revenue was unbudgeted and not received from general rates, fees and charges (ii) the capex project will have been scoped and be included as part of the FY25/26 work programme.

46. The conversion of opex to capex will generate additional, ongoing consequential opex (the costs to maintain, operate and renew the assets, consequent to the implementation of a project). The amount of consequential opex is yet to be calculated, but will be a permanent cost expense in the local board’s operating budget going forward, reducing available funding for other work programme opex projects. This expense will be advised to the board before any capex project is agreed upon.

Financial Performance

47. YTD Operating Revenue of $2.6 million was $136,000 above budget. Unbudgeted lease revenue of $486,000 was received from Watercare for the use of land at Alberon reserve and Pt Erin Park. This was partially offset by Tepid Baths fitness and aquatic revenue being below budget by $286,000. This variance was the result of membership and entry budgets being incorrectly loaded over and above actual and historical activity.

48. Operating Expenditure of $29.2 million is 0.5% above budget ($138,000) for the nine months. The Parks and Community Facilities department was on budget. Community wellbeing staff costs had a negative variance of $195,000 due to library overtime costs allocated to the local board, but the budget held centrally.

49. Locally Driven Initiatives (LDI) funded projects were $142,000 below budget (14%). The majority of this variance is in Accommodation Grants ($90,000), a result of budget phasing. The workshop to discuss applications will be held in May with funding fully allocated by financial year end.

50. Waitematā Local Board capital delivery of $8.1 million was $240,000 behind budget (3%) for the nine months. Q3 Capital spend was concentrated on the Ponsonby Civic space, with $2.1 million invested ($4.2 million YTD). Completion is scheduled for the end of April.

51. The complete Waitemata Local Board Financial Performance report is attached as an Appendix.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

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

56. If the board choose to convert the Watercare revenue to capital expenditure, staff will come back to provide further information on potential capital projects to fund before the end of this financial year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Waitematā Local Board Work Programme 2024/2025
b ⇨	Operating performance financial summary

Ngā kaihaina

Signatories

Authors	Ali Keiller - Local Board Advisor
Authorisers	Tristan Coulson - Local Area Manager

Waitematā Local Board

20 May 2025

Appointment of community organisation to manage Freemans Bay Community Centre; and proposed community lease to Societa Dante Alighieri (Auckland NZ) Incorporated at 52 Hepburn Street, Freemans Bay

File No.: CP2025/09245

Te take mō te pūrongo

Purpose of the report

1. To provide a recommendation to the Waitematā Local Board (the local board) on a preferred community organisation to manage Freemans Bay Community Centre, 52 Hepburn Street, Freemans Bay from 1 July 2025.

2. To seek approval from the local board to grant a community lease to Societa Dante Alighieri (Auckland NZ) Incorporated at 52 Hepburn Street, Freemans Bay.

Whakarāpopototanga matua

Executive summary

3. The Waitematā Local Board has a long-held aspiration to see community centre services delivered at Freemans Bay Community Hall.

4. Freemans Bay Community Hall is currently operated by Auckland Council (the council) as a venue-for-hire with community leases on level one and the basement level and some community programming delivered by Ponsonby Community Centre Trust.

5. Council-led venue hire services at the hall receive an estimated income of $145,000 for the financial year 2024/2025, which currently goes to the local board.

6. In July 2024, the local board resolved to shift the delivery model of Freemans Bay Community Hall from a council operated community venue-for-hire space to a community-led community centre.

7. The local board also approved an Expression of Interest (EOI) procurement method to find a community organisation to operate what will become Freemans Bay Community Centre from 1 July 2025 [Resolution number WTM/2024/111].

8. Council’s Community Delivery staff worked with the procurement unit to select and develop a two-stage tender process for this task. The tender had a publicly accessible Request for Expressions of Interest (REOI) and subsequent Request for Proposal (RFP) for successful REOI applicants.

9. The top three REOI applicants were invited to submit for the second Request for Proposal stage. This report considers the three proposals submitted for the final stage of the tender process.

10. Council’s Procurement team oversaw and administered the tender process.

11. Resolution WTM/2024/111 acknowledges transfer of venue hire revenue from council to a community organisation noting the exact investment to be decided on completion of the EOI process. The intention being for the procurement process to inform the level of investment required to deliver services the local board wish to see at this venue.

12. To support the transition to a community-led community centre, staff propose that the selected community organisation delivers services from ground level and level one of the building and that community leases be consolidated to the basement level.

13. Societa Dante Alighieri (Auckland NZ) Incorporated held the lease on level one which reached final expiry on 30 September 2021. The lease is holding over on a month-by-month basis on same terms and conditions until terminated or a new lease is granted.

14. This report recommends terminating the level one lease held by Societa Dante Alighieri (Auckland NZ) Incorporated and granting them a community lease for the currently vacant basement space, comprising an office and the adjoining area known as “the Longroom”, following ongoing lease negotiations with staff.

15. Staff recommend aligning the society’s lease with the existing community tenant’s lease.

16. This report supports four key decisions to operationalise Resolution WTM/2024/111:

· Selection of a community organisation to operate the centre

· Approval of investment required

· Approval of a Community Centre Management Agreement

· Approval of a community lease to Societa Dante Alighieri (Auckland NZ) Incorporated commencing 1 July 2025, with final expiry on 28 February 2028.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaee / approve the access and activation of the Freemans Bay Community Centre by Ponsonby Community Centre Trust, through a Community Centre Management Agreement (CCMA) that includes key performance indicators that meet the criteria as set out in the Expression of Interest.

b) whakaee / agree to transfer the ongoing revenue stream from venue hire activities at Freemans Bay Community Hall, estimated at $145,000 annually, to the account of Ponsonby Community Centre Trust for a 36-month Community Centre Management Agreement from the date of 1 July 2025 to 30 June 2028.

c) tautapa / delegate to staff to negotiate and finalise the details of a Community Centre Management Agreement to administer the service arrangement.

d) terminate the current month by month community lease to Societa Dante Alighieri (Auckland NZ) Incorporated on level one of Freemans Bay Community Centre.

e) karaati / grant under the Local Government Act 2002, a new community lease to Societa Dante Alighieri (Auckland NZ) Incorporated for 100 square meters (more or less) on the land legally described as Lot 2 DP 85433 (as per Attachment C – leased area), subject to the following terms and conditions:

i) term –commencing 1 July 2025, with final expiry 28 February 2028

ii) rent – $1,300 plus GST per annum

iii) operational charge - $4,500 plus GST per annum

iv) Community Outcomes Plan - to be appended to the lease as a schedule of the lease agreement (as per Attachment D – Community Outcomes Plan).

f) whakaae / approve all other terms and conditions to be in accordance with the Local Government Act 2002, the Auckland Council Community Occupancy Guidelines 2012 (Updated July 2023), and the Auckland Council standard form community lease agreement.

g) tuhi ā-taipitopito / note that public notification and iwi engagement for Auckland Council’s intention to grant a new community lease to Societa Dante Alighieri (Auckland NZ) Incorporated located at 52 Hepburn Street, Freemans Bay has been undertaken.

h) tuhi ā-taipitopito / note that no objections to the notified proposal of the new community lease to the Societa Dante Alighieri (Auckland NZ) Incorporated at 52 Hepburn Street, Freemans Bay were received.

Horopaki

Context

The building

17. Freemans Bay Community Hall is a large multi-functional facility situated at 52 Hepburn Street, Freemans Bay. Located in a residential area with parking available at the adjacent Pratt Street carpark, the hall is a single building, spread over three levels with an approximate area of 934m².

18. The hall was built in 1977 and includes a full stage and auditorium. A 2022 condition assessment for the hall identified the building as “in a moderate condition (Condition Grade 3 - CG3), with signs of deterioration and repair required”. Since then, some repairs and renewals have been completed to address water ingress which will continually be monitored until a more significant roof repair project occurs, scheduled for financial year 2026/2027.

19. Freemans Bay Community Hall (FBCH) is operated by council as a venue-for-hire with community leases on level one and basement level and some community programming delivered by Ponsonby Community Centre Trust.

20. Since August 2020, staff have supported the local board to consider a shift in operating model at the hall, from an council venue-for-hire location with community lease spaces toward a community-led operating model.

21. Societa Dante Alighieri (Auckland NZ) Incorporated occupies two rooms on level one at the hall on a month-by-month community lease. Staff are working to ensure that any new lease offer is aligned with the establishment of the new community centre.

Community leases

Societa Dante Alighieri (Auckland NZ) Incorporated

22. Societa Dante Alighieri (Auckland NZ) Incorporated (the society) was established in 1998, its primary purpose is to promote Italy and the Italian language and offer a centre for people to meet, talk and make new friendships.

23. The society has over 200 members who participate in their classes. They also offer free events and gatherings, children’s classes and holiday programmes.

24. The society has been operating from this site since 2005. Their current community lease with the council commenced on 1 October 2006 and expired on the 31 September 2021. The lease to the group is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

25. There is an opportunity to provide the society with a new lease elsewhere in the building that will suit both their needs and the functioning of the new community centre.

26. On 10 September 2024, Community Delivery and Community Leasing staff presented a joint workshop to the local board seeking feedback on the future of the society’s community lease. The local board indicated in principle support of the lease proposal.

27. Staff have progressed talks with the society regarding a new lease for the basement level which would include occupancy of a vacant office and the adjacent area known as “the Longroom”.

28. Approval of the community lease to the society would result in all community leases being consolidated on a single level of the building, with separate external access provided for each lessee. Additionally, the recent renovations including installation of heating and cooling systems and bathroom improvements may be more comfortable for the group.

Assessment of lease application

29. The society has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver Italian language and social services.

30. The society has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

31. The society has all necessary insurance cover, including public liability in place.

32. A site visit has been undertaken by staff and the proposed lease area has recently undergone a renewal project and is well presented.

33. A Community Outcomes Plan has been negotiated with the society to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment D.

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

35. Staff recommend that a community lease be granted to the society for a term commencing 1 July 2025, with final expiry on 28 February 2028, to align with the existing community lease.

Community Centre Management Agreement

Formal decisions

36. On 23 July 2024, the local board resolved to shift the delivery model of Freemans Bay Community Hall from a remotely controlled, council operated community venue-for-hire to a community-led centre – Freemans Bay Community Centre (FBCC).

37. At the same time, the local board approved an Expression of Interest (EOI) process to find a community organisation to deliver services at the centre from 1 July 2025 (Resolution number WTM/2024/111).

38. The decision included in-principle approval to transfer the ongoing revenue stream from venue hire activities to the incoming community provider. The amount estimated in financial year 2024/2025 is $145,000. Investment of the income stream is to support a community organisation to deliver a community-led venue hire service (Access services) and provide onsite staff and locally focussed activations (Activation services).

39. The actual amount of funding required was noted to be confirmed following the EOI process.

Proposed service levels

40. The above resolution indicates a local board aspiration to have Access and Activation service levels delivered in exchange for the transfer of the forecast venue hire revenue at the hall (see table one).

Table one: Auckland Council community centre service level delivery descriptions

Access	Activation	Intervention programming
Provide fair, easy and affordable access to a safe and welcoming venue in your local community.	Enable and co-ordinate a wide range of activities that cater to the diversity of your local community.	Identify, develop and deliver intentional targeted programmes that respond to strategic needs in your local community.
ü	ü	Does not apply

41. The local board currently fund three different community-led centres in their area to deliver Access and Activation service levels as described in table one. They include the:

· Ponsonby Community Centre ($56,677)

· Grey Lynn Community Centre ($75,648); and

· Parnell Community Centre ($66,129).

42. Services at all centres are administered via Community Centre Management Agreements (CCMA) with respective community organisations retaining revenue for Access (venue hire) services.

The tender process

43. To find an organisation to operate the community centre, staff from Community Delivery and Procurement developed a procurement plan, selected a two-stage tender process and assembled an evaluation team (for further detail, see Attachment A).

44. The two-stage tender process included:

· Request for Expressions of Interest (REOI) – open to general public

· Request For Proposal (RFP) – for successful REOI applicants.

45. Council’s Procurement team oversaw and administered the entire tender process.

46. On 11 October 2024, staff hosted a site visit to Freemans Bay Community Hall to familiarise local board members with the location, building condition and layout.

47. During a local board workshop on 22 October 2024, staff presented the two-stage tender process alongside assessment criteria for each stage and gathered local board feedback on the purpose and focus for the centre.

48. Staff made a tender process specific to Freemans Bay, adjusting standard assessment criteria using feedback from local board workshops, site visits, and the Waitematā 2023 Local Board Plan.

49. Assessment criteria for stage one (REOI) included:

· connection to and understanding of local communities (Freemans Bay and surrounding area)

· resource capacity

· affordability and access for community

· robust usage, responsiveness and connection to community

· commitment to Te Tiriti o Waitangi.

50. Assessment criteria for stage two (RFP) included:

· organisational capacity and financial capability

· Māori outcomes

· delivering access and activation

· community outcomes

· alignment to the local board plan and other local board priorities.

51. During the REOI stage, 27 November to 20 December 2024, the procurement unit received seven applications, five met the preconditions and were assessed by the evaluation team against the assessment criteria. Applications were assessed from:

· Kura Cares Charity

· Migrant Heritage Charitable Trust (Inc.)

· Asian Community Engagement Trust

· Grey Lynn Community Centre Trust

· Ponsonby Community Centre Trust.

52. The three highest ranking applicants invited to the RFP stage were:

· Asian Community Engagement Trust (ACET)

· Grey Lynn Community Centre Trust (GLCCT)

· Ponsonby Community Centre Trust (PCCT)

53. Between 10 February and 3 March 2025, applicants prepared proposals detailing how they would operate the centre. During this time, applicants could ask procurement staff questions.

54. Criteria and weighting were communicated to applicants in the application process.

55. From 7 to 20 March 2025, three evaluators independently assessed proposals against the criteria before meeting to consider results as a group. All aspects were overseen and moderated by the procurement unit.

56. The evaluation results form the basis of recommendations in the report.

Tātaritanga me ngā tohutohu

Analysis and advice

Criteria for RFP analysis

57. Each RFP application was evaluated against the criteria in the table below (further detail in Attachment B). The percentages for each attribute reflect the significance of respective areas to the local board as emphasised in their feedback over several workshops.

Table two: Criteria for analysis of RFP submissions

Attribute	Definition
Organisational capacity and financial capability (20 percent)	Demonstrates the financial capability and organisational strength to successfully run the community centre over time.
Māori outcomes (10 percent)	Able to deliver on Māori outcomes important to Auckland Council and the Waitematā local board.
Delivering access and activation (25 percent)	Shows how they will use knowledge of and connection to the area to plan and deliver Access and Activation services.
Community outcomes (25 percent)	Responsive to local board wishes to encourage inclusion and connection between varied groups, increase tolerance and enhance community wellbeing through activities. Able to deliver on Ngā Hapori Momoho / Thriving Community objectives: · Increase financial security. · Improve health outcomes. · Increase access and participation. · Grow community and intercultural connection. · Enable local leadership and innovation · Increase local climate resilience and sustainability.
Alignment to the local board plan and other local board priorities (20 per cent)	Service proposal aligns with local board priorities: · Partnering for positive community outcomes and recognising expertise. · Support and facilitate community-driven action · Our network of facilities and services deliver for our current and future communities. · Partner with mana whenua and mataawaka to celebrate Māori culture and identity. · Engage with our vulnerable and diverse communities, such as people experiencing homelessness, seniors, and ethnic communities.

RFP Applicants

58. Three applicants were invited to the RFP stage: Asian Community Engagement Trust (ACET), Grey Lynn Community Centre Trust (GLCCT) and Ponsonby Community Centre Trust (PCCT).

59. ACET is a non-profit organisation based on the North Shore. The trust is established to “foster a sense of belonging among Asian migrants through good interactions, assisting recent Asian migrants in making New Zealand their home, and actively engaging in and contributing to the local community”. ACET programmes include employment support, youth development, and a sustainability community.

60. GLCCT are a charitable trust currently operating Grey Lynn Community Centre at 510 Richmond Road, Grey Lynn. The trust’s mission is to “connect and support diverse communities, build resilience through sustainable practice, facilitate programmes for well-being, serve as an accessible community hub”.

61. PCCT are a charitable trust currently operating Ponsonby Community Centre at 20 Ponsonby Terrace, Ponsonby. They have also been delivering free to community activations at Freemans Bay Community Hall since 2020. The purpose of this not-for-profit organisation is to provide social, educational and recreational activities for the community.

Applicant ranking

62. The table below gives an overview of how each applicant scored against the RFP criteria.

Table three: overview of evaluation as percentages of weighted criteria

Criteria	Asian Community Engagement Trust (ACET)	Grey Lynn Community Centre Trust (GLCCT)	Ponsonby Community Centre Trust (PCCT)
Organisational capacity & financial capability (of 20 per cent)	11.4	10.6	17.4
Māori outcomes (of 10 per cent)	5.3	7	8
Delivering access and activation (of 25 per cent)	14.25	19.25	22.5
Community outcomes (of 25 per cent)	15	15	23.25
Alignment to the local board plan & other local board priorities (of 20 per cent)	12	14	17.4
Percentage (rounded to nearest number)	58 per cent	66 per cent	88 per cent
Ranking	3	2	1

Recommended applicant

Ponsonby Community Centre Trust

63. PCCT ranked highest as the preferred applicant with an overall score of 88 per cent, significantly ahead of the other applications with consistently higher scores across all evaluation criteria.

64. PCCT scored particularly well for ‘organisational capacity and financial capability’. The group had clear reasoning on how to operate the community centre within the forecast amount of venue hire income ($145,000) and presented strategies to evolve the enterprise over time, including progressively increasing staffing and activations. The organisation clearly articulated ways their community knowledge would be applied to this new venture.

65. PCCT ranked highly across ‘delivering access and activation’. Drawing on their experience as a service provider, PCCT demonstrated how they would manage community venue bookings and implement a partnership-based approach to activation that included trialling and assessing existing activities alongside new pilot programmes. The organisation offered practical strategies for managing noise, parking and rubbish dumping issues together with plans to target gaps in user demographics.

66. For the ‘community outcomes’ criteria, PCCT ranked substantially highest. The application set out achievable plans to provide activation services with a curated mix of fee-based and free classes lead by hirers and the trust. PCCT presented feasible strategies for encouraging participation between centre users and pragmatic solutions for working with existing regular hirers. The group cohesively described ways to cater to elderly communities and practical steps to meet community wellbeing objectives and deliver community leadership.

67. PCCT applied their knowledge from operating Ponsonby Community Centre and activating Freemans Bay Hall and provided examples of how they will deliver services at this location without compromising their existing activities. The group built on their existing experience and relationships while suggesting specific steps to take this further at FBCC.

68. To summarise, PCCT demonstrated a thorough understanding of managing a community-led venue. They explained how to establish services over time while remaining financially viable in ways that align with the local board’s wishes.

Other applicants

Grey Lynn Community Centre Trust

69. GLCCT ranked second at 66 per cent with areas of strength in ‘Māori outcomes’, ‘delivering access and activation’, and ‘alignment to the local board plan and other local board priorities’.

70. GLCCT placed second in criteria for ‘Māori outcomes’ providing suggestions of Māori-led / centred activities alongside strategies for increasing Māori representation in their governance and in procurement of services.

71. The criteria ‘delivering access and activation’ was the highest scoring area for GLCCT. The group’s existing booking system and offer of multilingual bookings provided an advantage as did proposals to track participation trends and develop a “community priority system”. GLCCT provided a list of activation ideas and strategies for managing day-to-day issues.

72. In the area of ‘alignment to the local board plan and other local board priorities’, GLCCT presented many wide-ranging ideas for supporting local leadership and encouraging community-driven action. However, it was not always clear to evaluators how these initiatives would be resourced.

73. GLCCT scored lowest for ‘organisational capacity and financial capability’. The annual cost breakdown was within the forecast venue hire income of $145,000, however some key costs were overlooked. The amount of staffed hours and whether this would increase over time was unclear to evaluators as was the responsibilities of the ‘custodial role’.

74. Overall, the application may have benefited from further examples of GLCCT’s experience as a service provider.

Asian Community Engagement Trust

75. ACET ranked last among applicants at 58 per cent and scored lowest for most assessment criteria aside from ‘organisational capacity and financial capability’ and ‘community outcomes’.

76. ACET proposed strategies to serve diverse populations in the area and solutions to gauge community interests. However, evaluators saw the breadth of ideas as challenging to implement even for an experienced operator and were unclear on how activations (activities) would interact with access services (venue hire) in financially sustainable ways.

77. The group provided an in-depth response on how to align services with the local board plan and priorities. However, the evaluation team were unclear on ACET’s organisational capacity to deliver.

78. While ACET have event planning experience to support delivery of activations and initiatives, the group are new to facility management and service provision. This lack of experience was a drawback without links to current skills in the organisation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

79. Local community services and venues create a stronger sense of place and foster localism and place-based approaches. This has a positive impact on our resilience to climate change and mitigates increased greenhouse gas emissions.

80. Under a Community Centre Management Agreement (CCMA), the community operator for Freemans Bay Community Centre will adhere to the Sustainable Places initiative, a framework for community-led places to take sustainable action and becoming climate champions for Tāmaki Makaurau. Accordingly, they will develop and implement an action plan to set sustainable goals for Freemans Bay Community Centre.

81. Freemans Bay Community Hall previously incurred water ingress during extreme weather events. Parks and Community Facilities have completed watertightness repairs and will mitigate further ingress with a roof repair project planned for financial year 2026/2027.

82. It is unlikely that climate change related flooding events will impact the management of the building as no part of the proposed Community Centre area is in a flood-sensitive or coastal inundation zone. It should be noted that the carpark servicing the community centre on Pratt Street is in a flood prone area as per the Auckland Council Flood viewer (see image below).

Figure 1: Image from Auckland Council Flood Viewer of 52 Hepburn Street, Freemans Bay and adjacent Pratt Street carpark.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

83. A shift to a community-led delivery model primarily impacts the Customer and Community Venues unit who coordinate venue hire operations. This unit will step away from delivering services at the hall and instead have a role supporting a new partner to take over regular bookings and troubleshoot potential issues at the site. Staff from this unit have expressed a desire for regular community hirers to retain existing bookings and affordable access to the building.

84. Digital and Customer Experience staff currently receive and manage bookings for the hall. Under a community-led model, the hall will remain advertised on the council website but be removed from council booking system.

85. Financial units will have a role transferring funds received by council for future hall bookings to the new community operator

86. Area operations staff manage maintenance and renewal works at the hall and will continue to do so under a community-led model. This unit work with other community-led centres, are familiar with interacting with community providers and discerning aspects of maintenance under council responsibility. Council’s Community Delivery team will work with this unit to ready the space.

87. Council’s Procurement Services and Financia Advisory teams have provided information in this report including staff from:

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

Local impacts and local board views

88. The local board has continually indicated a desire for Freemans Bay Community Hall to operate as a community-led community centre, a goal supported by some members of Freemans Bay Residents Association (FBRA). FBRA have expressed support for both PCCT and GLCCT to manage the hall, asserting this will increase community use, improve upkeep of the building, and address issues such as illegal dumping, parking and noise.

89. Regular community hire groups with storage inside the hall will likely need to renegotiate these arrangements with the new community provider.

90. Community leases are provided within the building. Another community lease tenant occupies two lease spaces in the basement level with final lease expiry in 2028 and the society currently occupy two spaces on level one of the building on a month-by-month basis. Following the local board’s verbal offer of the spaces downstairs to the society, staff have been working to align any offer of a new lease to the society with the establishment of the new community centre.

91. Change in service delivery may impact lessees in the near to medium term. Council staff will inform impacted groups and work with them to mitigate this.

Tauākī whakaaweawe Māori

Māori impact statement

92. 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.

93. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan 2050, the 10-year Budget Plan 2024-2034 (Long-term Plan), the Auckland Unitary Plan, individual local board plans and in Whiria Te Muka Tangata, the council’s Māori Responsiveness Framework.

94. In developing the procurement process for Freemans Bay Community Centre, Community Delivery staff worked with kaimahi from the Māori Outcomes delivery unit. Together, staff devised criteria and questions related to the Māori outcomes imbedded in strategies and plans named above alongside those stated in the Waitematā Local Board plan 2023.

95. PCCT scored well in RFP application areas related to Māori outcomes. They suggested practical strategies to work with Māori via collaboration with the local school Māori immersion unit, increasing Māori participation on the PCCT governance Board and setting measures to track and evaluate efforts to achieve Māori outcomes. Evaluators noted that while such plans seem practical and achievable they will take care, time and attention as PCCT did not evidence ways they already work with Māori.

Ngā ritenga ā-pūtea

Financial implications

96. Establishing a community-led centre requires the local board to transfer existing revenue from council-led venue-hire services to a community provider (estimated at $145,000 for the financial year 2025/2026).

97. As the community organisation takes on management of the building, they assume utility cost of approximately $32,500 meaning the local board will no longer have this outgoing.

98. A new community lease to the society will have a net positive effect of circa $4,000 to council.

99. Annually, the local board needs to balance their budget within the funding envelope provided by the Governing Body. With the allocation of funding remaining unchanged for the local board over the proposed term of the CCMA, the transfer of revenue (offset by a reduction in utilities and new lease to the society) will create a budget shortfall of approximately $108,500.This shortfall will need to be met through a reduction in other work programme projects / expenses, an increase in local board revenue or a combination of both.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

100. The following risks have been identified in the table below:

Risk	Mitigation
Staff unable to negotiate favourable terms with PCCT	Revisit other applicants
Site or PCCT not ready for 1 July 2025	Move contract start date
PCCT unable to deliver access and activation services due to lower than anticipated hire use	Reduce service level to access only + staff support PCCT to attract customers
Impact on regular hirers	Ensure CCMA includes provision for working with existing hire groups including locking hire fee charges for 12 months
Building condition	Work with the local board through outer year work programmes to ensure the building is fit for new service delivery model

Ngā koringa ā-muri

Next steps

101. Should the local board resolve to grant a new lease to the society, staff will finalise documentation.

102. Should the local board resolve to offer Ponsonby Community Centre Trust (PCCT) management of the Freemans Bay Community Centre staff will:

· Inform all RFP applicants of the outcome.

· Begin negotiations with PCCT regarding terms and conditions of Community Centre Management Agreement to commence 1 July 2025.

· Work with PCCT to understand their needs for the building from 1 July 2025 and beyond.

· Prepare the hall for PCCT to assume management of the space from 1 July 2025.

· Communicate this change to all impacted stakeholders, such as local community, existing hall hirers, current community lessees, where possible, seek to mitigate any potential consequences.

· Work with internal units to transfer existing bookings and related funds to PCCT.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Appendix 1: Summary of Freemans Bay Community Centre Tender proces
b ⇨	Appendix 2: Detailed summary of Freemans Bay Community Centre Request For Proposal (RFP) evaluation
c ⇨	Site Plan- Societa Dante Alighieri (Auckland NZ) Incorporated lease space
d ⇨	Community Outcomes Plan

Ngā kaihaina

Signatories

Authors

Lisa Waldner - Place & Partner Specialist

Authorisers

Kevin Marriott - Head of Community Delivery

Tristan Coulson - Local Area Manager

Waitematā Local Board

20 May 2025

Endorsing the establishment of the Grey Lynn Business Improvement District (BID) programme and targeted rate 2025/2026

File No.: CP2025/01155

Te take mō te pūrongo

Purpose of the report

1. To approve the establishment of the new Grey Lynn Business Improvement District (BID) programme.

2. To seek endorsement to recommend that the Governing Body sets the targeted rate for the Grey Lynn BID programme for the 2025/2026 financial year.

Whakarāpopototanga matua

Executive summary

3. Business Improvement Districts (BID) are areas within Auckland where local businesses and property owners have agreed to work together to improve their business environment and attract new businesses and customers.

4. Auckland Council supports business associations operating BID programmes by collecting a targeted rate from commercial properties within a defined geographical area. The funds from the targeted rate are then provided by way of a BID grant to the relevant business association.

5. Under Auckland Council governance arrangements, local boards are allocated several decision-making responsibilities in relation to BIDs. These include:

a) the establishment of new BID programmes

b) changes to existing BID programmes

c) recommending the BID programme’s targeted rate to the Governing Body.

6. The business associations operating BID programmes are incorporated societies that are independent of the council.

7. Auckland Council Business Improvement District (BID) Policy 2022 (Hōtaka ā-Rohe Whakapiki Pakihi), known as the BID Policy, sets out the requirements to establish a new BID programme, boundary area, BID targeted rate and the governance and reporting requirements for an operational BID programme.

8. The Waitematā Local Board approved the proposed Grey Lynn BID establishment map, identified as Attachment A, at its business meeting held on 21 May 2024 (WTM/2024/76).

9. The council draft annual budget 2025/2026 consultation documents included the proposal to establish a new Grey Lynn Business Improvement District programme and targeted rate. Due to error, specific information on the Grey Lynn BID establishment was not included in the local board consultation material.

10. The Grey Lynn Business Improvement District programme will represent 753 business ratepayers and owners, with a proposed BID targeted rate collection utilising the hybrid mechanism of a flat rate of $500 + GST per rateable property, plus a percentage multiplied by capital value per BID rateable property. This will equate to a BID targeted rate grant amount of $320,000, effective from 1 July 2025.

11. The BID Policy sets out the mandate for a successful ballot; ballots must achieve a threshold of at least 25 per cent of the total voting forms returned. Of the returned votes, at least 51 per cent of the voters must support the proposition raised on the voting form.

12. The BID Policy sets out a clear framework for engagement and information sharing with all parties involved in the ballot for a new BID establishment. The use of dedicated resources by the Grey Lynn Business Association with a focus on engagement and consultation provides confidence that this aspect of the BID establishment process was achieved.

13. The Grey Lynn ballot resulted in 230 ballot papers returned (a 30.5 per cent return) from the total 753 votes. Of the votes returned, 77.39 per cent (178) voted in support of the establishment of the new BID programme and targeted rate and 22.61 per cent (52 respondents) voted ‘no’.

14. Staff propose the local board approves the establishment of the new Grey Lynn Business Improvement District programme and recommends the setting of the BID targeted rate. Staff are satisfied Grey Lynn Business Association has complied with the BID Policy requirements to establish the new Business Improvement District programme.

15. Staff will advise the Governing Body of the local board’s decision as part of the Annual Budget 2025/2026 deliberations in June 2025.

16. After the Annual Budget is approved, the council collects BID targeted rate funds and distributes them in quarterly Business Improvement District grant payments, effective from 1 July 2025, to allow the Grey Lynn Business Association to implement programmes that improve the local business environment.

17. If the establishment of the Business Improvement District programme is approved, council staff will regularly monitor BID Policy compliance and provide assistance to the Grey Lynn Business Association as part of an active risk management programme to minimise the possibility of inappropriate use of the funds.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) approve the establishment of Grey Lynn Business Improvement District programme and boundary area

b) recommend to the Governing Body to set the Grey Lynn Business Improvement District targeted rate as shown in the Annual Budget 2025/2026 using the hybrid mechanism of a flat rate of $500 + GST plus a percentage multiplied by capital value per rateable property, equating to a Business Improvement District grant amount of $320,000 for the Grey Lynn Business Association Incorporated.

Horopaki

Context

18. Business Improvement Districts (BID) are areas within Auckland where local businesses and property owners work together, with support from the council, to improve their business environment and attract new businesses and customers.

19. BID programmes are operated by independent business associations registered as incorporated societies under the Incorporated Societies Act 2022. The BID-operating business association BID programmes and services are provided according to their members’ stated priorities. In recognition of their independent status, the BID Policy does not prescribe standards for programme effectiveness. That is a matter for the business association members to determine. Staff, therefore, have no view on these factors. Staff assess whether the BID programme meets the BID Policy’s requirements.

20. BID programmes provide the opportunity for the council family to work with business associations to seize on the opportunities from Auckland’s growth and respond locally to changing economic conditions.

21. BID programmes encourage collaboration to achieve greater local outcomes. They provide a mechanism to enable local boards to engage with the business sector in local town centres and business areas in a co-ordinated way.

22. If the Grey Lynn Business Association Incorporated (GLBA) has its BID programme and targeted rate approved, they will be required to accept and sign a three-year BID Targeted Rate Grant Agreement. This agreement, signed by both the council and the business association, requires the parties to fulfil the responsibilities and meet the processes and reporting requirements contained in the BID Policy.

Tātaritanga me ngā tohutohu

Analysis and advice

The BID Policy sets out the process for establishing a new BID programme and BID targeted rate

23. The BID Policy outlines the principles behind the council’s BID programme; creates the process for establishing new programmes, expanding, and disestablishing existing BIDs; determines rating mechanisms; identifies areas of responsibility; and sets accountability requirements.

24. Included in the BID establishment process are a range of outputs the business association must develop and agree on:

· a list of eligible BID voters

· a BID business plan and operating budget, including the annual BID grant income needed to deliver the BID programmes to the BID area and BID members

· the BID boundary map area

· the rating mechanism to be used to calculate the targeted rate

· hosting at least three public meetings, encourage eligible voters to attend and take part in an information briefing and question-and-answer session

· hold an independent ballot to determine the level of support for the BID programme and targeted rate.

25. The BID Policy sets out the mandate for a successful ballot; ballots must achieve a threshold of at least 25 per cent of the total voting forms returned. Of the returned votes, at least 51 per cent of the voters must support the proposition raised on the voting form.

BIDs are funded by a targeted rate on business rated properties

26. BID programmes are funded by a targeted rate applied to all business rated properties within a designated area.

27. Auckland Council supports business associations operating BID programmes by collecting the targeted rates and providing these funds, in their entirety, by way of a BID targeted rate grant to the business association.

The Governing Body sets the targeted rate when it approves the Annual Budget

28. The recommendation in this report is to put into effect the Governing Body’s approval of the Annual Budget 2025/2026 and its setting of the Grey Lynn BID targeted rate.

29. In accordance with the provisions of the Local Government (Rating) Act 2002, the Governing Body is authorised to make the final decisions on BID programme targeted rates.

Grey Lynn Business Association Inc progress towards BID status

30. There has been a business association in the Grey Lynn area since 2010. GLBA, in its present form, has been working towards the strengthening of a local business association and considering BID establishment from 2021.

31. GLBA has focused on identifying actions to be done to strengthen the establishment project and ensure there was a strong foundation for a successful ballot before 31 March 2025.

32. A GLBA Special General Meeting (SGM) held in March 2024 provided the forum for members to vote to approve the proposed BID area establishment map (Attachment A) prior to the BID ballot scheduled in October 2025.

Local boards have allocated authority

33. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BIDs. In the case of a new BID programme, the local board:

a) Approves the establishment of new BID programmes, including the BID programme boundary map

b) Recommends the BID programme targeted rate to the Governing Body

34. The Waitematā Local Board approved the proposed BID establishment map (Attachment A) at its meeting held on 21 May 2024 (resolution number WTM/2024/76).

35. Staff are satisfied that local board members have adequate information to understand the views and preferences of the parties involved in the BID establishment. Alongside the BID ballot information (Attachment C) there is a comprehensive post ballot report demonstrating how the GLBA reached out and engaged with all relevant parties, Attachment B.

The table below shows the reporting path for a BID establishment project.

36. This report provides a summary of the completed GLBA BID establishment process and, confirms if the requirements set out in the BID Policy have been successfully completed.

Grey Lynn Business Association BID establishment project

37. GLBA will play a significant role in facilitating and creating local economic development in the Waitematā Local Board area.

38. The decision to progress a BID establishment followed growing interest from the Grey Lynn business community, including business owners, keen to be part of a collective group.

39. GLBA successfully executed a comprehensive project plan to engage with all eligible voters. The plan included:

· A communications programme to highlight the opportunities, and benefits of a BID programme to the wider Grey Lynn business community.

· A detailed database of eligible voters (business owners and property ratepayers) located within the proposed BID programme boundary area.

· Consultation with council staff regarding the approach to the establishment project and ballot.

· Holding the required number of public meetings, encouraging eligible voters to attend and take part in an information briefing and question-and-answer session.

40. Full details of the project are outlined in the GLBA establishment report as Attachment B.

GLBA sets the BID boundary map, BID targeted rate mechanism and the BID targeted rate grant amount needed to deliver its work programme

41. The GLBA board (executive committee) prepares the proposed BID boundary map, the inaugural BID plan and operating budget for the following financial year, based on the feedback collected from those local businesses and property owners who qualify as eligible BID voters.

42. Staff worked within the BID Policy to help GLBA to identify the BID establishment boundary map (Attachment A) which defines the BID programme and targeted rate area at the time of establishment. The purpose of the BID map is to capture:

· The geographical area council defines as the collection area for the BID targeted rate and the delivery of the BID programme activities

· The ratable properties for setting the BID targeted rate – these are the properties currently zoned business/industrial who will be paying a business rate at the time of the BID ballot

· The BID eligible voters – being business/industrial ratepayers and business owners only.

43. Once the map was agreed, staff provided GLBA with a rate modelling spreadsheet to help with their budget decision-making and identify the BID grant amount needed to deliver the BID programme activities and services.

44. When considering a BID grant amount and rating mechanism, GLBA must consider:

· A fair and balanced targeted rate across BID ratepayers.

· The benefit each BID member will receive from the BID programme spend.

· What the local business and property owners can reasonably afford

45. The GLBA BID programme will represent 753 business ratepayers and owners, made up of 299 rateable properties and 454 business owners. The proposed BID hybrid rate mechanism of $500 + GST plus a percentage multiplied by capital value per rateable property, was agreed by members. The hybrid rate mechanism will collect a BID grant of $320,000 excluding GST, effective from 1 July 2025.

Deciding on the hybrid rate mechanism

46. The BID Policy provides three targeted rate mechanisms for setting the BID targeted rate:

a) Flat rate – up to a maximum of $900 per BID rateable property

b) Percentage against capital value of the commercial rated property – a calculation that identifies the rate in the dollar required to raise the BID grant amount

c) Hybrid – a combination of the flat rate and percentage options – this is the preferred mechanism chosen by BID-operating business associations. This method manages the variances across property sizes/capital value and balances out the larger and smaller property BID targeted rates.

47. Options b and c above allow the BID operating business associations to adjust (as per the BID Policy) their BID grant amount each year to better manage any increased costs to implementing and delivering their business plan and work programme.

The voting results achieved the required mandate supporting the establishment of the new BID programme and targeted rate

48. GLBA was responsible for distributing, sharing all relevant BID information, and managing the engagement process with all eligible voters to ensure they have the information to make an informed voting decision. Support from the Waitematā Local Board assisted with the provision of expert resources to assist in the engagement process.

49. Election Services Ltd, the independent polling service provider, was commissioned by GLBA to undertake the ballot. The ballot was held between 21 October 2024 to 5pm 22 November 2024. Election Services Ltd provided a full report outlining the ballot process, results and voting documents, Attachment C.

50. The GLBA BID ballot was conducted by post and email and included an online voting option. A total of 753 envelopes were lodged with NZ Post on 18 October 2024.

51. The question on the GLBA voting form asked: Do you support the establishment of the Grey Lynn Business Improvement District (BID) programme delivered by Grey Lynn Business Association, and accordingly support the paying of a targeted rate?

52. The result of the BID establishment ballot when voting closed showed that 230 of the 753 eligible voters (30.5 per cent) had returned their vote. Of the 230 votes returned 77.39 per cent (178) voted yes to the question. 22.61 per cent (52) voted no.

53. Independently run BID ballots are a key mechanism to provide confidence in decision-making on recommendations to establish new BID programmes and targeted rates.

GLBA member approval

54. Following the close of the ballot, GLBA held a Special General Meeting (SGM)
on 19 March 2025 to present to GLBA members for their approval, the ballot results and any amendments to the BID programme, the budget, and the BID boundary map.

55. The SGM agenda included special resolutions approving:

· The BID boundary map (Attachment A)

· The 2025/2026 and 2026/2027 budget and business plan

· The BID rating mechanism of $500 + GST plus a percentage multiplied by capital value per rateable property

· The ballot results.

56. A copy of the GLBA SGM Minutes, where members accepted the ballot result and approved the establishment of the Grey Lynn BID Programme, commencing 1 July 2025, are included as Attachment D.

57. The results of the GLBA BID establishment ballot have identified there is a sufficient level of support from local businesses and property owners to establish this new BID programme and targeted rate.

58. Staff are satisfied GLBA has sufficiently met the requirements of the BID Policy and advise the local board to recommend to the Governing Body the setting of the Grey Lynn BID targeted rate.

Tauākī whakaaweawe āhuarangi

Climate impact statement

59. There are no impacts on emissions or increase resilience of communities to climate change resulting from the decision to establish this new BID programme and recommend to the Governing Body to set the BID targeted rate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

60. Advocacy is a key service provided by business associations and those with BID programme-funded personnel are at an advantage. The GLBA BID programme will ensure the views of its members are provided to council teams, including CCOs, on those plans and programmes that impact them.

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

Local impacts and local board views

61. The new BID programme supports the Waitematā Local Board Plan 2023 and will contribute, specifically the outcome: Our economy.

62. The proposed Grey Lynn BID establishment information was included in the annual budget 2025/2026 consultation documents.

63. The Waitematā Local Board approved the original proposed Grey Lynn BID establishment map at its business meeting on 21 May 2024 (resolution number WTM/2024/76).

64. The new Grey Lynn BID programme will be funded from a BID targeted rate on business-rated properties located within the BID area map. The BID targeted rate grant will enable GLBA to provide services in accordance with their members’ priorities as stated in their BID programme plan and budget.

65. The local board’s views will be expressed by its appointed representative on the board (executive committee) of the GLBA. This liaison board member attends BID board meetings to ensure there is a direct link between the council and the operation of the BID programme.

66. Waitematā Local Board has previously supported BID programmes, as it brings together local businesses to invest collectively in improvements that enhance the local business environment, such as improved security for business centres. A BID can also advocate to, and collaborate with, the council on behalf of local businesses.

Tauākī whakaaweawe Māori

Māori impact statement

67. 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 under the BID Policy.

Ngā ritenga ā-pūtea

Financial implications

68. There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from commercial ratepayers in the district and used by the business association for improvements within that area.

69. The council’s financial role is to collect the BID targeted rates and pass them directly to the association every quarter. The local board financial accounts will include the payments made to the GLBA (and corresponding budget), offset by the collected targeted rate.

70. The BID targeted rate is payable by the owners of the business rated properties within the geographic area of the individual BID programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

71. There are no direct financial risks to the council that could result from this recommendation to endorse the BID targeted rate for GLBA.

72. The governance and operation of the GLBA BID programme will be subject to the BID Policy. The annual requirements of the BID Policy are intended to help minimise the potential for BIDs to misuse funds, by requiring each BID to plan for the intended use of funds, report on its activities to its members and to have its accounts audited.

73. Council staff will regularly monitor compliance with the BID Policy and provide an annual report to the local board as part of an active risk management programme to minimise inappropriate use of funds.

74. Whilst included in the Auckland Council draft budget 2025/2026 consultation documents, due to an error consultation on the establishment on the Grey Lynn BID was omitted from the local board consultation documents. Staff are confident that all requirements set out in the BID Policy for establishing the new Grey Lynn BID programme and targeted rate have been completed in full.

Ngā koringa ā-muri

Next steps

75. If the local board support this report, it will recommend to the Governing Body that the Grey Lynn BID targeted rate be set as part of the Annual Budget 2025/2026.

76. After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2025 to GLBA.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Grey Lynn BID Map
b ⇨	Grey Lynn Business Association BID establishment report
c ⇨	Election Services Limited report
d ⇨	Grey Lynn Business Association - SGM minutes March 2025

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

Tristan Coulson - Local Area Manager

Waitematā Local Board

20 May 2025

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

File No.: CP2025/02947

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 Heart of the City, Karangahape Road, Newmarket, Parnell, Ponsonby and Uptown 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. Waitematā Local Board has six 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
Heart of the City Business Association Inc	$5,122,180.00	Yes
Karangahape Road Business Association Inc	$558,237.00	Yes
Newmarket Business Association Inc	$2,077,047.00	Yes
Parnell Business Association Inc	$1,143,049.00	Yes
Ponsonby Business Association Inc	$877,211.00	Yes
Uptown Business Association Inc	$841,050.00	Yes

8. Staff recommend that the local board supports Heart of the City, Karangahape Road, Newmarket, Parnell, Ponsonby and Uptown Business Improvement Districts receiving their targeted rate grant for 2025/2026 set by the Governing Body.

Ngā tūtohunga

Recommendation/s

That the Waitematā 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) $5,122,180.00 for Heart of the City BID

ii) $558,237.00 for Karangahape Road BID

iii) $2,077,047.00 for Newmarket BID

iv) $1,143,049.00 for Parnell BID

v) $877,211.00 for Ponsonby BID

vi) $841,050.00 for Uptown 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, C, D, E, F and G. 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.

Waitematā Local Board BID Targeted Rates 2025/2026

26. Waitematā Local Board has six 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
Heart of the City Business Association Inc	$5,122,180.00	$5.021,745.00	2%
Karangahape Road Business Association Inc	$558,237.00	$539,359.00	3.5%
Newmarket Business Association Inc	$2,077,047.00	$2,006,809.00	3.5%
Parnell Business Association Inc	$1,143,049.00	$1,104,395.00	3.5%
Ponsonby Business Association Inc	$877,211.00	$835,439.00	5%
Uptown Business Association Inc	$841,050.00	$787,500.00	6.8%

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.

Waitematā Local Board BIDs

35. Using the documents and information submitted, the BID Team is satisfied that Heart of the City, Karangahape Road, Newmarket, Parnell, Ponsonby and Uptown 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 council-controlled organisations (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 CCOs.

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. Heart of the City, Karangahape Road, Newmarket, Parnell, Ponsonby and Uptown BID programmes best align with the Waitematā Local Board Plan 2023, Outcome: Our economy. Successful and resilient Business Improvement District (BIDs) and business associations.

42. Recommending that the Governing Body sets the targeted rates for Heart of the City, Karangahape Road, Newmarket, Parnell, Ponsonby and Uptown 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 Heart of the City, Karangahape Road, Newmarket, Parnell, Ponsonby and Uptown BIDs.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	BID Policy Requirements Summary
b ⇨	Heart of the City Governance Declaration
c ⇨	Karangahape Road Governance Declaration
d ⇨	Newmarket Governance Declaration
e ⇨	Parnell Governance Declaration
f ⇨	Ponsonby Governance Declaration
g ⇨	Uptown Governance Declaration

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

Tristan Coulson - Local Area Manager

Waitematā Local Board

20 May 2025

Point Erin Park - proposed partial surrender and new lease to Watercare

File No.: CP2025/06530

Te take mō te pūrongo

Purpose of the report

1. To seek approval for the partial surrender of a lease of approximately 1440m²at Point Erin Park, Ponsonby to Watercare Services Limited under section 17 Public Works Act 1981 for public works for the Central Interceptor.

2. To decide whether to grant a new lease of up to approximately 2000m²at Point Erin Park, Ponsonby to Watercare Services Limited under section 17 of the Public Works Act 1981 for public works for the Central Interceptor and Herne Bay Trunk Sewer upgrade.

Whakarāpopototanga matua

Executive summary

3. Point Erin Park at 94 Shelley Beach Road, Ponsonby (the park) is held by Auckland Council in fee simple subject to the Local Government Act 2002 (LGA).

4. On 19 March 2024, the Waitematā Local Board approved (under resolution WTM/2024/29) the granting of a lease to Watercare Services Limited (Watercare) under section 17 of the Public Works Act 1981 (PWA) for public works of two distinct areas of the park (shown in Figure 1) for a term of 36 months commencing on or about 1 May 2024.

5. Council and Watercare entered into a ground lease under section 17 of the PWA dated 17 June 2024 (Lease) of two areas of the park land described in the lease as Lease Area A (approximately 3,150 m^2.) and Lease Area B (approximately 1440m²) as shown in Figure 1.

6. Watercare has informed council that additional works for its Herne Bay Trunk sewer upgrade project are now required to be constructed within Lease Area B. This additional work necessitates an increase in Watercare’s existing Lease Area B by approximately 560 m² (proposal) as shown on the plan in Figure 2.

7. The proposal requires council to agree to grant a partial surrender of the Lease, in respect of existing Lease Area B (approximately 1440 m²) and simultaneously agree to grant a new lease of between approximately 1850m²and 2000 m² (shown in Figure 2, shaded yellow) to Watercare incorporating the increased land area.

8. The local board are delegated to make decisions for leases of park land held under the LGA.

9. Council is required to consult on a proposal to grant a lease of land held under section 138 of the LGA where the proposed lease term is longer than six-months in duration and has the effect of excluding or substantially interfering with the public’s access to the park.

10. In late 2023 and early 2024, council staff carried out consultation under the LGA for a proposal to consider granting a lease of a total area of approximately 6000 m² of the park to Watercare for a period of 36 months. On 19 March 2024, the local board accepted public submissions received during public consultation (under resolution WTM/2024/29).

11. There is no material change between the current proposal and the original lease proposal that was previously consulted on because the combined lease area will not exceed 6000m² and the proposed term of occupation will remain at 36 months. In these circumstances further consultation under section 138 of the LGA is not likely to be triggered.

12. Watercare will be required to engage with the local community, park stakeholders and mana whenua over the proposal, provide regular updates and promptly respond to feedback.

13. Staff recommend that the local board approves the proposal to partially surrender the Lease in respect of Area B (1440m²) and simultaneously grant Watercare a new lease of approximately 2000 m²(as shown in Figure 2) for a term of approximately 36 months commencing on or about 1 September 2025.

14. If the local board approves the proposal, council and Watercare will enter into a partial surrender of Lease in respect of Area B and a new ground lease of the park under section 17 of the PWA for and area of up to approximately 2000m²(as per Figure 2) providing for rental adjustments and otherwise on the same terms and conditions as the existing Lease

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae / approve the proposed partial surrender of ground lease dated 17 June 2024 to Watercare Services Limited of the land at Point Erin Park, 94 Shelley Beach Road, Ponsonby being legally described as part Allotment 9 -10 Section 8 Suburbs of Auckland, Part Deposited Plan 501 and Lot 3 Deposited Plan 48893 comprising an area of 4.2896 hectares, more or less, contained in ROT NA26B/385 under section 17 Public Works Act 1981 (Lease) as follows:

i) Affected Land described as Lease Area B (approximately 1440 m2) as shaded yellow on the plan in Figure 1.

b) whakaae / approve the proposed grant of ground lease (contemporaneously on partial surrender of the Lease under resolution a above) to Watercare Services Limited of the land at Point Erin Park, 94 Shelley Beach Road, Ponsonby being legally described as part Allotment 9 -10 Section 8 Suburbs of Auckland, Part Deposited Plan 501 and Lot 3 Deposited Plan 48893 comprising an area of 4.2896 hectares, more or less, contained in ROT NA26B/385 under section 17 Public Works Act 1981, as follows:

i) area – between approximately 1850m² and 2000 m²(subject to final measurement) as shown on the land requirement plan in Figure 2, shaded yellow

ii) compensation - market rental rate per square meter as determined under the Lease dated 17 June 2024 (as referred to in resolution a) above).

iii) term - approximately 36 months commencing on or about 1 September 2025 (to be confirmed)

iv) use/public works - Construction area for the Central Interceptor project and the Herne Bay Collector shaft 1 (permanent infrastructure to be recorded under an easement agreement)

v) reinstatement - full reinstatement and landscaping mitigation with above ground infrastructure to be incorporated into the park.

c) tuhi tīpoka / note that public consultation was previously undertaken in late 2023 and early 2024 for the Lease proposal to Watercare Services Limited at Point Erin Park, at 94 Shelley Beach Road, Ponsonby as required under section 138 Local Government Act 2002.

Horopaki

Context

Central Interceptor and Herne Bay Trunk Sewer upgrade

15. Watercare’s Central Interceptor (CI) project is a major public work designed to provide for future wastewater needs of Auckland due to population growth and existing combined water and sewerage systems.

16. Watercare is also working on the Western Isthmus Water Quality Improvement Programme (WIWQIP) to improve infrastructure and reduce wastewater overflows and improve water quality at local beaches.

17. The proposed Herne Bay Trunk Sewer upgrade forms part of the WIWQIP which will, on completion, connect to the CI tunnel terminating at Point Erin Park.

18. Background details to the CI project and Herne Bay Trunk Sewer upgrade project and the statutory approval process in relation to the original Lease proposal at Point Erin Park are contained in the local board report dated 19 March 2024 (Attachment A) and a memorandum to the local board dated 29 September 2023 (Attachment B).

Original Lease Approval Process

19. In late 2023 and early 2024 public consultation on Watercare’s initial draft proposal for a lease of a total area of approximately 6000 m²of the park was undertaken by council staff.

Figure 1: Point Erin Park –existing land requirement plan in Lease and access licence

20. The current areas subject to the Lease dated 17 June 2024 are described in the Lease (now shown in Figure 1) as follows:

· Lease Area A – that part of the land being approximately 3150m² as shown in orange on the plan.

· Lease Area B – that part of the land being approximately 1,440m² shown in yellow on the plan.

· Licence Area C – that part of the land being approximately 650m²as shown in blue on the plan.

21. Watercare served a final notice of desire under section 18 of the PWA (Notice) dated 8th February 2024 to acquire a temporary lease of approximately 4590 m² of Point Erin Park for public work purposes required for the CI.

22. The Waitematā Local Board approved (under resolution WTM/2024/29) granting a lease to Watercare for public works purposes for temporary occupation of Lease Area A, Lease Area B and a non-exclusive access licence at Area C, as shown in Figure 1.

23. Watercare’s occupation of Lease Area B (1,440m²) was deferred by Watercare and is anticipated to commence on or about 1 September 2025 (actual date to be confirmed) for construction of the CI control chamber and plant room.

Proposed Changes to Lease for shaft construction

24. Since the Lease was signed in June 2024, the design and location of certain works for Watercare’s Herne Bay Trunk Sewer upgrade project has changed. The location of the shaft for the project is now proposed to be shifted from the busy road intersection (already containing several existing infrastructure providers) and onto the south-western corner of Point Erin Park as indicated by the red hatched circle in Figure 3.

25. As a result of the proposed change in shaft location from the road into the park, the laydown work area available for Watercare’s construction of the CI control chamber and plant room within existing Lease Area B will be reduced.

26. To enable the construction work for the additional shaft, Watercare requires between approximately 450m2 to 560m²(subject to final measurement) of additional land to be included in the Lease of Area B (see Figure 2 and Figure 3). The inclusion of this additional land into the Lease will result in the total area of Lease Area B of between approximately 1850m² to2000 m²as shown shaded yellow in Figure 2.

Area required by Watercare (between approximately 1850 m² and 2000 m²) shaded yellow on the plan.

Figure 2: Point Erin Park (south-western corner) – proposed land requirement plan for new lease

27. The proposed new lease to Watercare is located at the south-western corner of the park comprising an area of between approximately 1850 m² and 2000m²(subject to measurement) as shaded yellow on the plan in Figure 2.

28. The proposed new lease area in Figure 2 includes the existing Lease Area B shown in Figure 1 (approximately 1,440 m²) plus an additional area of between approximately 450 m² to 560 m² as roughly indicated in blue in Figure 3 below.

Additional land (approx 450 to 560 m²) required by Watercare indicatively shaded blue in the plan.

Indicative location of the proposed shaft for Herne Bay Sewer upgrade as shown by the red hatched circle on the plan.

Figure 3 - Point Erin Park (south-western corner)

29. The location of the shaft for the Herne Bay Trunk Sewer upgrade project has been shifted from within the road intersection at Curran Street and Sarsfield Street into the south west corner of the park, as shown by the hatched red circle on the plan in Figure 3.

Tātaritanga me ngā tohutohu

Analysis and advice

Current Lease Occupation Status

30. The current Lease to Watercare dated 17 June 2024 permits Watercare to occupy Lease Areas A and B (as shown in Figure 1) which together total an area of 4590 m2 of the park for public work purposes associated with the CI project.

31. On 24 June 2024, Watercare commenced occupation of Lease Area A (area 3,150 m2) as shown in orange on the plan in Image 1.

32. The commencement date for occupation of Lease Area B has been deferred until it is needed by Watercare for the proposed construction works, currently anticipated in September 2025.

The Proposal

33. As a result of changes to the design and location of infrastructure for Watercare’s Herne Bay Sewer Upgrade project connecting to the CI, an additional area up to 560m2 of park land is required for use by Watercare as a construction laydown area.

34. Watercare requests that council makes this additional land available for the CI and Herne Bay Sewer upgrade project to accommodate the design changes prior to commencing construction in the area described in the Lease as Area B.

35. On 21 March 2025 Watercare served a fresh notice of desire under section 18 of the PWA to acquire a lease for an area of approximately 1850m2 (subject to final measurement) as shown in Figure 2 for a term of 36 months from approximately 1 September 2025 for public works for the CI and Herne Bay Sewer upgrade works.

36. This proposal requires council to agree to a partial surrender of Lease of Area B and grant a new lease to Watercare for an area between approximately 1850m2 to 2000m2 (subject to final measurement) shaded yellow as shown in Figure 2 for a term of 36 months from approximately 1 September 2025 (actual date to be confirmed).

Occupation of Local Government Act 2022 (LGA) Land under the Public Works Act 1981(PWA)

37. The PWA provides statutory powers for essential public works to be undertaken on third party land. Under the Section 18 PWA Notice Watercare requires a lease of the LGA park land for its essential public works. The resulting permanent infrastructure requires an easement to facilitate access and maintenance.

38. Section 18(1)(d) of the PWA requires that Watercare must in the first instance make every endeavour to negotiate in good faith with the owner of the required land in an attempt to reach an agreement. Watercare’s Section 18 PWA Notice invited the council to enter into a lease agreement.

39. To make such a decision, the council is required to publicly notify a proposal to grant a lease of land held under the LGA under section 138 where the proposed lease term is longer than six-months in duration and has the effect of excluding or substantially interfering with the public’s access to the park. Public consultation on a proposed section 138 lease is undertaken by council in accordance with the statutory requirements set out in Part 6 of the LGA.

40. Where a section 18 PWA notice is issued, the landowner can object to the taking of the land for a lease and easement under the PWA by opposing the proposal in the Environment Court under section 24 PWA.

41. If council does not support the taking of the land under the PWA, section 23 PWA would apply and Watercare is able to serve a section 23 PWA notice of intention to compulsory ‘take’ a lease of the land and easement, unless council chooses to object under section 24 PWA, a lease is effectively ‘taken’ under the PWA. Watercare can request Land Information New Zealand to issue a proclamation taking the land in the NZ Gazette.

Background of Lease Statutory Approval Process

42. The background details of Watercare’s original proposal and indicative land requirement plans are contained in the memorandum to the local board dated 29 September 2023 in attachment B.

43. On 9 May 2023 council received a draft section 18 PWA notice from Watercare indicating its desire to lease a total area of approximately 6000 m2 of the park for essential public works required for the CI project.

44. As the park is subject to the LGA, the original Lease proposal triggered the requirement for council to consult with the public pursuant to section 138 of LGA.

45. Public consultation and iwi engagement on the proposal to lease the area (6000m2) for the term (36 months) specified in Watercare’s draft section 18 PWA notice was undertaken by council staff between October 2023 and March 2024.

46. Following public consultation pursuant to section 138 LGA and iwi engagement, the local board resolved (under resolution WTM/2024/29) to accept the submissions received following public notification of the proposal to grant a lease to Watercare at Point Erin Park.

47. Watercare’s finalised Section 18 PWA Notice was served to the council on 8 February 2024 with the final proposed total lease area of approximately 4590 m 2 (two shaded areas in orange and yellow respectively as indicated in Figure 1 above).

Prior Consultation under the LGA

48. As the park is subject to the LGA, and the current proposal relates to a lease of land for more than six months, council must make a judgement on how to “give consideration to the views and preferences of persons likely to be affected by, or have an interest in, the matter” (LGA, ss 78 and 79).

49. As noted in paragraphs 19 and 45 above, the previous consultation for the Lease was based on a proposed lease area totalling 6000m 2 for a term of approximately 36 months.

50. Staff consider that the prior consultation which was concluded on 19 March 2024 may be relied on by the local board in its decision to approve the proposal in this report because there are no material changes to the original Lease proposal, noting that:

· the total area of the park now required to be leased is up to approximately 5,150m² which is less than the total lease area of 6000m² as originally proposed by Watercare in May 2023

· the proposed lease term remains the same as the original proposed term of 36 months.

51. Staff note that the original proposal anticipated that the occupation of the park was to commence in May 2024. If approved, the new lease will not commence until about September 2025. This will result in Watercare occupying part of the park for a further 15 months than was originally proposed in the consultation.

52. There is a potential risk that this delayed or staggered occupation of the two areas of the park by Watercare may be perceived by members of the local community as having an additional effect of excluding or substantially interfering with the public’s access to the park triggering a further requirement to consult under section 138 of the LGA.

53. To minimise this potential risk, staff recommend, as a condition of the partial surrender of Lease, that Watercare are required to notify the local community and park stakeholders, including mana whenua, on the proposed changes to the Lease and construction programme. The obligation on Watercare to keep the local community informed about the project is contained in the Lease and will be carried over to the proposed new lease.

54. Watercare has advised that there will be no above ground structures associated with the shaft site, but there will be a standard sized manhole sitting above it in case access was ever contemplated.

55. An easement agreement will be required for any permanent infrastructure remaining in the park. The local board has approved the grant of an easement for any permanent infrastructure to remain in the park under Resolution WTM/2024/29.

Tauākī whakaaweawe āhuarangi

Climate impact statement

56. The lease proposal is an administrative matter and does not in itself trigger any climate change impacts.

57. Environmental impacts of the proposed use of the land by Watercare will be addressed through the regulatory resource consent process.

58. The Lease contains a requirement for Watercare to comply with resource consent conditions which has the effect of a breach of those terms also becoming a breach of the Lease. The proposed new lease will incorporate all existing terms and conditions of the Lease.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

59. Specialist staff in the Parks and Community Facilities department support the proposal on the basis that the existing Lease terms and conditions will continue to apply under the new lease of the area shaded yellow in Image 2, including (but not limited to) Watercare’s obligations to:

· pay commercial rental for use of the land at the same rate per square meter as determined under the Lease

· maintain safe public access to the Point Erin Pools and playground

· provide alternative temporary access/path connections through the park to mitigate disruption to the public

· comply with the requirements of the council approved arboricultural reports and plans

· park reinstatement – reinstate the land and park assets and provide mitigation landscaping to incorporate permanent above ground infrastructure into the park, the final design to be approved by the local board

· continue to keep the local community and park stakeholders regularly informed of construction progress and timelines throughout the term.

60. Staff recommend, as a condition of the surrender of the Lease of Lease Area B, that Watercare undertake appropriate community engagement to consult and update park stakeholders and users, mana whenua and the local community of the proposed changes to the project and to promptly respond to feedback and resolve any complaints.

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

Local impacts and local board views

61. The local board has previously indicated its support for the CI and Herne Bay Sewer Upgrade projects which are essential public works for the benefit of Aucklanders.

62. On 19 March 2024, following public consultation under section 138 LGA, the Waitematā Local Board resolved (Resolution number WTM/2024/29) as follows:

a) accept the submissions received following public notification of the proposal to grant a lease to Watercare Services Limited at Point Erin Park.

b) to approve the proposal to grant Watercare Services Limited a lease at Point Erin Park, 94 Shelley Beach Road, Ponsonby being legally described as part Allotment 9 -10 Section 8 Suburbs of Auckland, Part Deposited Plan 501 and Lot 3 Deposited Plan 48893 comprising an area of 4.2896 hectares, more or less, contained in record of title NA26B/385 under an agreement under section 17 Public Works Act 1981, subject to resource consent being granted, on the following terms:

· term - 36 months commencing on or about 1 May 2024 (date to be confirmed)

· area – two locations totalling approximately 4590 m² as shown on the land requirement plan in Figure 1

· public work/use - construction area for the Central Interceptor project.

· compensation/rental - current market value

· reinstatement - full reinstatement and landscaping mitigation with above ground infrastructure to be incorporated into the park.

c) approve the grant of a non-exclusive access licence of approximately 650m² at Point Erin Park (shown on the land requirement plan in Figure 1) to Watercare Services Limited to the main construction area under the lease referred to in b) above.

d) approve the proposed Central Interceptor works within Point Erin Park and the grant of an easement for the resulting permanent infrastructure, and request staff to negotiate appropriate terms and conditions (including compensation) with Watercare Services Limited.

e) note the principle outlined in the Waitemata Local Board Urban Ngahere strategy for tree retention as a first consideration where possible.

63. The public will be unable to access the additional land area (between 450 m2 and 560 m2) proposed to be included in the new lease during the term. Alternative public access through parts of the park will be provided by Watercare.

64. There are no significant changes to the original Lease proposal (as approved under the above resolution) arising from the proposed partial surrender of Lease Area B and proposed new lease of additional area of up to 560 m2. That is, the existing terms and conditions of the Lease (as outlined in paragraphs 59 and 60 of this report) will apply to the proposed new Lease.

Tauākī whakaaweawe Māori

Māori impact statement

65. In January 2024 Land Advisory Services staff engaged with mana whenua on the proposal to lease a total land area of approximately 6000m²of the park to Watercare for the CI project for a term of 36 months. This involved an email to the iwi groups identified as having an interest in the park land.

66. No objections or concerns in relation to the proposal were raised by mana whenua.

67. As noted in paragraph 65 above, prior mana whenua engagement was based on Watercare’s original Notice to lease a total land area of approximately 6000m². This area was for a larger area than under the current proposal and is for the same term. Staff consider that the previous mana whenua engagement carried out in 2024 is sufficient for the purposes of this report because there is no material change from the original proposal.

68. Since October 2022 Watercare has engaged with mana whenua on the project and will continue to do so particularly in relation to reinstatement of the park. As a condition of the partial surrender of Lease, Watercare will be required to engage with mana whenua on the proposed changes to the Lease and the construction programme for the CI and Herne Bay Sewer upgrade projects.

69. Further details of Watercare’s iwi engagement are contained in paragraphs 69 to 73 of the memorandum to the local board dated 29 September 2023. (see Attachment B)

Ngā ritenga ā-pūtea

Financial implications

70. Watercare will be required to compensate the council under the proposed new lease during the term by paying market rental for use of the additional land (between 450m²and 560m^2-subject to final measurement) at the same rental rate per m² as payable under the Lease.

71. Compensation paid to the council as lease revenue is coded to the relevant local board. The local board determines the allocation of the funds.

72. The local board Lead Financial Adviser has approved the financial implications section of this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

73. Should the local board decide not to approve the lease for the proposed works, Watercare may serve a section 23 PWA notice of its intention to compulsory ‘take’ a lease of the land and, unless the council chooses to object under section 24 PWA, a lease is effectively ‘taken’ under the PWA. Watercare can request Land Information New Zealand to issue a proclamation taking the land in the NZ Gazette.

74. Delays in commencement of the work within this area of Point Erin Park will have a significant impact on Watercare’s ability to complete the CI project and the Herne Bay Sewer Upgrade project within the scheduled timeframes, which will attract significant costs for council.

75. Council does not wish to cause delays in the delivery of this major public infrastructure project which will benefit all of Auckland.

76. Any significant project risks are required to be managed and addressed by Watercare through the relevant construction and consent processes.

77. The construction areas will be fenced for site security and health and safety reasons. Operating time restrictions will be imposed on Watercare to minimise disruption to neighbouring properties and park stakeholders and facilities.

78. Staff consider that the local board can rely on the prior public consultation and iwi engagement that was previously undertaken in 2024 because there is no material change to the original Lease proposal.

79. There is a potential risk that a judicial review could be undertaken of a decision to grant the proposed new lease to Watercare due to the delayed commencement date of occupation of the south-west corner of the park and consequential delays in completion of the work by 15 months. This can be mitigated by requiring Watercare to notify the local community and park stakeholders of the proposal as a condition of the grant of surrender of Lease.

Ngā koringa ā-muri

Next steps

80. Subject to the local board’s decision, council and Watercare staff will negotiate the appropriate terms and conditions for the proposed new lease of the additional land area and works and rental adjustments.

81. The parties will enter into a partial surrender of Lease of Area B and simultaneously enter into a new lease to Watercare for the area of between approximately 1850m²and 2000m²at Point Erin Park for public work purposes for the CI and Herne Bay Sewer upgrade projects.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Report to Local Board dated 19 March 2024
b ⇨	Local Board Memorandum dated 29 September 2023

Ngā kaihaina

Signatories

Authors

Katerina Marinkovich - Principal Property Advisor

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Tristan Coulson - Local Area Manager

Waitematā Local Board

20 May 2025

Endorsement of Waitematā Harbour West Shoreline Adaptation Plan for the Westmere and Herne Bay area

File No.: CP2025/08231

Te take mō te pūrongo

Purpose of the report

1. To 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 work 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 Waitematā Local Board: initiated prior to the community engagement in June 2024, with follow-up workshops held in late 2024 and 29 April 2025 to update and seek feedback on the draft report and adaptation strategies

· engagement with mana whenua/iwi; 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–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 16 of the Waitematā Harbour West Shoreline Adaptation Plan (Attachment C) is within the Waitematā 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 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 16 within the Waitematā Local Board area, the following shoreline adaptation strategies are proposed to respond to the three climate change scenarios.

· No action is identified for Motu/ Island of Te Kakawhakaara and areas of the coast which is predominately in private ownership with limited council assets exposed to coastal hazard risk

· the majority of coastline can be managed through the Maintain pathway across all climate scenarios, with access to the coast being prioritised for highly valued community connections, recreational areas and walking connections around Meola Reef and the Herne Bay coast

· Protect is identified under low and moderate climate scenarios for the modified coastal edge (Cox Bay and the coast adjacent to Point Erin)

· Adaptation priority is identified under a high climate scenario for areas of the coast which are low lying, at Cox Bay the western areas of Westmere), to identify the need for further discussion with iwi, communities and key stakeholders.

10. The shoreline adaptation programme is funded through the Long-term Plan as part of the climate action investment package. The Shoreline Adaptation Plans 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. The 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 Waitematā 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. Kaipatiki, Henderson Massey, Upper Harbour, Rodney, Whau, and Albert Eden Local Boards are also being recommended by staff to endorse the Waitematā Harbour West Shoreline Adaptation Plan at their May 2025 business meeting.

15. The Waitematā Harbour West Shoreline Adaptation Plan will be presented to the Planning & Policy Committee for approval in July 2025.

Ngā tūtohunga

Recommendation/s

That the Waitematā 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 the 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 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 council including council-controlled organsiations, Auckland Transport and Watercare and Eke Panuku.

19. The council and Council Controlled Organsiations-owned coastal land and assets considered by the Shoreline Adaptation Plans fall into four major categories illustrated in below:

	· Council owned land, including regional and district parks and other landholdings held by Auckland council and the Council Controlled Organsiations
	· 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 Organisations-owned coastal land and assets considered within each Shoreline Adaptation Plan

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 responds 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

· the 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 council and Council Controlled Organsiations 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 0.5metre 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 1metre 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: 1metre+ 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 a sea level of 1metre+.

25. A one per cent Annual Exceedance Probability (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. 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.

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:

· Volume 1: Details of the overarching programme (see Attachment A)

· Volume 2: Contextual overview of the specific Shoreline Adaptation Plan area (see Attachment B)

· Volume 3: Site-specific detail including the recommended adaptation strategies for each area (see Attachment C)

A map of the world

AI-generated content may be incorrect.

· Figure 2: Depiction of the three volumes of reports applicable to the Waitematā Harbour West Shoreline Adaptation Plan

Tātaritanga me ngā tohutohu

Analysis and advice

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 sixteen (16) ‘units’ are located within the Waitematā Local Board’s area (unit 16). Each unit is outlined in Volume 3 Waitematā Harbour West (Attachment C). Noting that the Waitematā Local Board has areas located with two further shoreline adaptation plans, Central Auckland and Ōrākei to Tahuna Torea.

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 16 are as follows:

· the inner harbour location means this units shoreline considered to be a relatively low energy environment, exposed to locally generated wind waves from the north through west that impact on the toe of the cliffed areas and weathered areas of shore platform. The coastal cliff margin is generally well vegetated with mature pōhutukawa. The Waitematā sandstone cliffs are subject to slow ongoing weathering and erosion, and occasional episodic failures or slips

· Meola Reef is a significant feature in this unit, formed from basalt lava flowing in a northerly direction into the Waitematā Harbour with catchments Creek and Meola Creek discharge to the harbour either side of Meola Reef. This stretch also includes a closed landfill which has a degree of historic rock armouring and tidal inlets fringed with mangroves

· Cox’s Bay embayment is more sheltered with wider intertidal flats and fringed with mangroves reflecting the lower energy environment. Coastal inundation flooding has the greatest predicted impact on low lying land adjacent to Cox’s Creek, Motions Creek and Meola Creek

· areas of road end and coastal reserves (West End Road, Garnet Road, Rawene Street Hamilton Beach Reserve, Sentinel Road reserve, Home Bay Beach Wallace Street, Herne Bay Beach, Short Street reserve for example) are modified and armoured by masonry seawall along with areas of Westmere Park. With beach nourishment undertaken at Herne Bay Beach, Sentinel Road Reserve beach and Hamilton Road reserve beach

· this unit includes properties, primarily within the Cox Creek stretch/catchment 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.

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 16, urban areas include the coastal suburbs of Westmere and Herne Bay. Key roading connections (Meola Road) traverse the unit, providing critical inner city connections.

34. Council’s land and assets, within the wider Waitematā Harbour West Shoreline Adaptation Plan include (but are not limited to): 1,645.6 hectares of park land, 589.4 kilometers of road network, and 3,825.4 kilometers of water piped networks. Key council facilities and landholdings are located within this Unit area, including the Auckland Zoo, Western Springs, Seddon Fields and Cox Bay Reserve.

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, with over 100 of these sites located in coastal areas of unit 16. 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) and the cultural significance of sites and landscapes

· local boards

· local community

· 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 Tataki Auckland Unlimited in relation to Auckland Zoo and the closed landfill team in relation to various assets located within the Shoreline Adaptation Plan area.

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 locationally 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 Waitematā 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 eight are located within unit 16 of the Waitematā 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 Waitematā Local Board area has demonstrated that:

· the majority of coastline can be managed over all climate scenarios through the Maintain pathway, with access to the coast being prioritised for highly valued community connections, recreational areas and walking connections around Meola Reef and the Herne Bay coast. This strategy supports the continued management of access to the coast managing risk to assets in balance with locally important values through design and location of assets and uses

· Maintain, over all climate scenarios, for the catchments of Motions Creek / Waiorea and Meola Creek / Waititiko supports the management of coastal and catchment hazard risk though design and location of assets and infrastructure. This aligns with asset specific adaptive action for council landholdings located within these coastal stretches

· No action is identified for Motu/ Island of Te Kakawhakaara and areas of the coats which is predominately in private ownership with limited council assets exposed to coastal hazard risk

· Protect is identified, under low and moderate climate scenarios, for the modified coastal edge (Cox Bay and the coast adjacent to Point Erin). This is reflective of the modified nature of this coast and the critical transport links and uses landward of the coast at these locations. Noting in the case of the Cox Creek catchment (Grey Lynn) this unit includes properties, primarily within the Cox Creek stretch/catchment 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

· Adaptation priority is identified under a high climate scenario for areas of the coast which are low lying, at Cox Bay the western areas of Westmere, to identify the need for further discussion with iwi, communities and key stakeholders.

44. These identified 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.

Tauākī whakaaweawe āhuarangi

Climate impact statement

45. 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 metres and 1.5 metres 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.

46. 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.

47. Shoreline adaptation plans assist in educating the public about the impacts of climate change and the need to adapt. Building awareness and signaling 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.

48. 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.

49. 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

50. 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.

51. 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.

52. 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 defense or amenity function will be considered through council’s regionally funded Coastal Assets Renewals Programme and Shoreline Adaptation Plan Implementation Programme.

53. 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.

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

Local impacts and local board views

54. Workshops with the Waitematā 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 April 2025 workshops were held to seek feedback and direction on the development of adaptation strategies.

55. Through workshops the Waitematā Local Board identified a specific interest in the need for community engagement considered local views to ensure that plans were responsive to these uses, values and aspirations. Areas of interest also included:

· consideration and interest for how closed landfill assets may be managed in response to climate change

· how further consideration of the cost and implication for areas where ‘protect’ is identified could be explored. Particularly where areas are low lying and protection in relation to inundation from coastal and catchment sources may be increasingly challenging under moderate and high climate scenarios. For Unit 16 areas this includes Seddon Fields, Cox Bay and Point Erin areas

· the desire to develop a better understanding, as both council and communities, of the likely impacts of climate change and sea level rise at a local level. Supported by the need to develop locally relevant signals and triggers, which can be used to implement consideration of change to another adaptation pathway. In developing local signals and triggers the board also identified a need to consider land and uses, beyond that which is council owned or managed

· support for socialisation of the plan, as a living document, once complete and continuation of conversations with communities in relation to the management of risk from coastal hazards and in relation to the impacts of climate change and the role of adaptation.

56. A summary of the iwi and community engagement undertaken has been included in Volume 2 (Attachment B) community engagement outcomes for the Waitematā area (Unit 16), highlighted the experiences of the local community following the 2023 storm events, particularly in relation to catchment flooding and coastal instability and erosion. Including observed impacts at Weona- Westmere path networks, the need for maintenance of coastal structures. Key community values identified related to:

· coastal walkways and water access points and community spaces. Used for and by a diverse range of users. Including beaches ramps & jetties for recreation and wellbeing and coastal areas for bird and nature watching

· sports fields at Coxs Bay access to coastal areas for community and youth groups such as the Sea Scouts

· aspirations for future walking connections to extend the current network, extension of dog friendly spaces, maintenance of sports fields in highly popular and centrally accessible locations

· advocacy for better catchment management, ‘sponge city’ approach, daylighting streams and other environmental initiatives to support water quality outcomes which in turn support the use of coastal waters.

57. Overall, matters raised have been responded to through amendment to strategies and the inclusion of implementation notes in the Volume 3 Unit 16 (Attachment C). Confirming the key interest of the Waitematā local board and community in supporting access to the coast in highly valued locations such as Meola Reef, Seddon Fields and Cox Bay and the coastal walkways and connections within the Westmere and Herne Bay coastal areas ensuring the early identification of a need for adaptation planning to support cultural, ecological, social and economic outcomes, such as the western areas of Westmere where access along the coast is highly valued.

58. Following endorsement from the Waitematā Local Board (along with Henderson Massey, Upper Harbour, Rodney, Whau, Albert Eden and Kaipātiki 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

59. From the programme’s inception in 2021, the Shoreline Adaptation Plan Programme has been designed and developed in the spirit of partnership with ngā hapū me ngā iwi o Tāmaki Makaurau. The programme principles which underpin this approach are included in Volume 1 Understanding the Shoreline Adaptation Plan Programme at Attachment A.

60. 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 (formally the Infrastructure and Environmental Services kaitiaki forum).

61. 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. Those 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 Orākei

· Ngaati Whanaunga

· Ngāti Maru

· Ngāti Tamaterā

· Te Ākitai Waiohua

· Ngāti Pāoa

· Ngāti Te Ata Waiohua

· Te Patukirikiri

· Ngāi Tai ki Tāmaki.

62. 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.

63. 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

64. 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.

65. 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.

66. 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.

67. 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.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

68. 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 Pla 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 · The 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 also supports strategic relationships.

Ngā koringa ā-muri

Next steps

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

70. 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.

71. 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	Volume 1 Understanding the Shoreline Adaptation Plans (Under Separate Cover)
b	Volume 2 Waitemata Harbour West Introduction to the Shoreline Adaptaion Plan area (Under Separate Cover)
c	Volume 3 Waitemata Harbour West Unit 16 (Waitemata Local Board) (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Lara Clarke, Sage Vernall

Authorisers

Barry Potter - Director Resilience and Infrastructure

Tristan Coulson - Local Area Manager

Chairperson	Genevieve Sage
Deputy Chairperson	Greg Moyle, (JP, ED)
Members	Alexandra Bonham
	Allan Matson
	Richard Northey, (ONZM)
	Anahera Rawiri
	Sarah Trotman, (ONZM)

Authors	Katherine Kang - Democracy Advisor
Authorisers	Tristan Coulson - Local Area Manager