Agenda of Albert-Eden Local Board - Thursday, 22 May 2025

Albert-Eden Local Board

22 May 2025

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

File No.: CP2025/09999

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

3. The work programme is produced annually and aligns with Albert-Eden Local Board Plan outcomes.

4. The key activity updates from this quarter are:

· Albert-Eden Local Board, community and business emergency response plans and resilience programme (ID 3952): The Albert-Eden Local Board Emergency Readiness and Response Plan (ER&R Plan) was officially launched in February 2025. On 29 March a Community Civil Defence and Emergency Management Forum was hosted by Auckland Emergency Management to bring together key community groups across the region for a session of networking and collaboration.

· Albert-Eden Ecological Volunteering Programme (Local Parks) (ID 520): Volunteer efforts of eight local groups continued to focus on combating pest plants and animals throughout the quarter, contributing 2,390 volunteer hours. Winter 2025 plantings are planned along the Waitītiko awa, Watea Reserve, Fowlds Park, Chamberlain Park, Gribblehirst Park, Edenvale Reserve and Te Auaunga Awa.

· Windmill Park – improvements – covered courts feasibility study (ID 47582): The feasibility study has been completed.

5. 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). There are no activities with a red status this quarter.

6. The Albert-Eden local board area’s net operating expenditure of $10.5 million was 87 per cent of budget for the nine months ended 31 March 2025. Operating revenue of $2.3 million is 34 per cent above budget due to a combination of increased Chamberlain Park and venue hire / leasing income. Operating expenditure of $12.8 million is 7 per cent below budget with the variance attributable to the Full Facilities Contract and Community Wellbeing library costs. From the local boards’ Locally-driven Initiatives (LDI) funding, most projects are on track to be completed (or funding will be reallocated) by financial year end. Year to date, Capital expenditure is 18 per cent below budget, driven by the later delivery of the new modular library at Point Chevalier.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

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

b) reallocate $26,325 locally-driven initiative operating expenditure from Neighbours Day Grants - Albert Eden (ID 86); Windmill Park – improvements – covered courts feasibility study (ID 47582) and Pt Chevalier library and community service review (ID 3946) to Community grants (ID 76) and/or to Accommodation grants Albert-Eden (ID 82).

Horopaki

Context

7. The Albert-Eden Local Board has an approved 2024/2025 work programme for the following:

· Customer and Community Services

· Local Environmental;

· Plans and Places;

· Auckland Emergency Management.

8. 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

9. 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

10. 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

Outcome 1: Our People

11. Neighbours Day Grants - Albert Eden (ID 86): A total of 30 applications were approved by the local board, along with two community hub applications funded by Auckland Emergency Management for events in March 2025. A total of 24 events took place. Some events were cancelled and did not proceed as planned, leaving a total of $1,600 available for reallocation. An accountability update will be presented to the local board at a future workshop.

12. Albert-Eden Local Board, community and business emergency response plans and resilience programme (ID 3952): The Albert-Eden Local Board Emergency Readiness and Response Plan (ER&R Plan) was officially launched in February 2025 with launch activities being held over February and March. AEM also partnered with the Local Board to support two Neighbours Day events in Pt Chevalier and Sandringham. On 29 March, a Community Civil Defence and Emergency Management Forum was hosted by Auckland Emergency Management to bring together key community groups across the region for a session of networking and collaboration. The Senior Community Planning and Readiness Advisor has also been attending workshops and community emergency hub meetings to promote the plan and provide ongoing support and guidance for preparedness activities.

Outcome 2: Our Environment

13. Albert-Eden Ecological Volunteering Programme (Local Parks) (ID 520): Volunteer efforts of eight local groups continued to focus on combating pest plants and animals throughout the quarter, contributing 2,390 volunteer hours. Winter 2025 plantings are planned along the Waitītiko awa, Watea Reserve, Fowlds Park, Chamberlain Park, Gribblehirst Park, Edenvale Reserve and Te Auaunga Awa. Schools have also been engaged in the area, with plans underway to plant in Windmill Park, Alan Wood Reserve and Watea Reserve.

14. Urban Ark Manawa Taiao (ID 527): The organisation celebrated its fifth birthday with a networking event, installed eight possum traps on Ōwairaka, and advised on post-works planting plans. Work for this quarter included predator, bird, and bat monitoring, weed removal, as well as liaising with STEPS, Friends of Oakley Creek, and Healthy Waters about joining the Community Flood Resilience Programme.

Outcome 3: Our Community

15. Windmill Park – improvements – covered courts feasibility study (ID 47582): The feasibility study has been completed. By the time of writing this report, savings of $4,725 have been identified for reallocation.

16. Pt Chevalier library and community service review (ID 3946): The $20,000 operational budget allocated towards this project is no longer required at this time and can be reallocated as appropriate.

17. Coyle Park - renew – playground (ID 46283): Concept plan has been completed and will be presented to the Albert-Eden Local Board for input. Next steps: Engage with community for feedback on the proposed concept plan.

Outcome 4: Our Places

18. Integrated Area Plan for parts of Albert Eden and Puketāpapa (ID): Earlier this year, the Chief Executive of Auckland Council endorsed the online document to be published as delegated by the Planning Committee on 1 September 2022 (Resolution PLA/2022/110). Steps are currently being taken to have the document published. The Albert-Eden and Puketāpapa Local Boards as well as mana whenua groups which participated in the plan process have been informed.

Activities with significant issues

Activities on hold

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

· Sandringham Community Centre - renew - interior and exterior (ID 24051): Project on hold until the portfolio assessment is completed in May 2025

· Epsom Community Centre Gillies Avenue - renew - interior and exterior (ID 30549): Project on-hold until engagement meeting is held with stakeholders

· Lease for 869 New North Road - Neighbourhood Support Incorporated (ID 3677): Renewal of lease on hold. Council staff is organising a meeting with the group's representatives to discuss leasing matters and delivery of community outcomes

· Lease for 13-17 Raymond Street - Lions Corner Reserve (ID 3048): The site is undergoing investigation through the portfolio review team. The site is currently untenable due to the condition of the building. Options will be discussed with the local board at the conclusion of the portfolio review

· Lease for 18-20 Huia Road - Learning at the Point (ID 3170): This site is part of a wider scope of work being undertaken by Service Investment and Planning. No lease will be progressed until the future use of the site has been assessed

· Albert-Eden Local Board - Local schools Learn-to-Swim programme (ID 1466): Last financial year, Mt Albert Primary School was funded through the ‘Kiwi Swim Safe and Greater Auckland Aquatic Action Plan’ (GAAAP); however, they have recently been advised that this funding is not available for the current year. As a result, the school will utilise funding allocated by the board to ensure delivery of swimming lessons in quarter four, maintaining continuity of access to water safety education for their students.

Changes to the local board work programme

Deferred activities

20. These activities are deferred from the current work programme into future years:

· Fowlds Park Action Plan - renew - pedestrian safety and signage (ID 16654): This project is due to commence in financial year 2025/2026

· Mount Albert Community and Leisure Centre - renew – roof (ID 28134): This project will be scoped in future years

· Leases for Pascoe Quarry Reserve - Auckland Table Tennis Association Incorporated lease (ID 3666) and Olympic Weightlifting lease (ID 3671): Memos for new leases will be workshopped with the local board for their direction, as the site is undergoing a Facility Development Project plan

· Pt Chevalier library and community service review (ID 3946): At the time of writing this report, results of further investigations were shared with the local board at a workshop and direction sought on next steps. The $20,000 operational budget allocated towards this project is no longer required at this time and can be reallocated as appropriate.

Cancelled activities

21. This activity is cancelled:

· Pt Chev library new medium-term library and set up (ID 4360): this funding was redirected from Libraries Services to deliver services on the interim Library in Point Chevalier. As the project has had delays, this funding is no longer required, and staff will present a reallocation report at the 22 May 2025 business meeting.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

23. 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.

24. 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:

· EcoNeighbourhoods Albert-Eden (ID 535): The programme supported 14 active groups, which held 15 events or engagements, reaching over 100 community members. Key events included Ōwairaka Orchard working bees and Bee Friendly Waterview’s seed distribution. Significant activity is planned for next quarter, with several groups participating in the Albert-Eden Eco Festival.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. 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

26. This report informs the Albert-Eden Local Board of the performance for quarter three ending 31 March 2025.

Tauākī whakaaweawe Māori

Māori impact statement

27. The local board’s work programme contains a number of projects which provide outcomes for Māori, such as:

· Local Māori aspirations Albert-Eden (ID 60): This programme includes ongoing partnerships and connection to diverse communities to increase their understanding of Te Ao Māori and Tikanga. This quarter staff have been in discussion with Sandringham Project in Community Empowerment (SPiCE) regarding their kaupapa, and their projects 'Raranga i ngā whetū – Weaving the Stars: A Matariki Gathering', ‘Pōhū Arts’, and gatherings focused on whakapapa, connection to te taiao, and aspirations for the future.

Ngā ritenga ā-pūtea

Financial implications

28. This report is provided to enable the Albert-Eden Local Board to monitor the organisation’s progress and performance in delivering the 2024/2025 work programme.

29. Reallocation of funding is regarded as a prudent step for the local board to take in order to optimise its local driven initiative operating budget expenditure for the 2024/2025 financial year.

Financial Performance

30. Year to date operating revenue of $2.3 million is $578,000 above budget for the financial year: The majority of this variance is revenue from Chamberlain Park (revenue generated of $1.5m is $390,000 over budget). The other major variance to revenue budget is Venue Hire and leasing ($179,000 above budget), in particular Mt Eden War Memorial Hall, Mt Albert War Memorial Hall, Mt Albert Senior Citizens Hall and Western Springs Garden Community Hall.

31. Operating expenditure of $12.8 million is 7 per cent below budget ($1.0 million) for the nine months. The Parks and Community Facilities department was $695,000 below budget due to a budgeting overallocation relating to the Full Facilities Contract. Community Wellbeing had a variance of $378,000 under budget due to vacancies across the library network and the planned additional operating costs for the new Pt Chevalier library (now not required this financial year).

32. Locally-driven Initiatives (LDI) funded projects were $80,000 below budget (7 per cent). The majority of this variance is in Accommodation Grants ($113,000), a result of budget phasing. The workshop to discuss applications will be held in May with funding fully allocated by financial year end.

33. The Albert-Eden Local Board capital delivery of $2.1 million was $366,000 behind budget (18 per cent) for the nine months. The asset renewals programme is on budget with the variance attributable to the later delivery of the new modular Pt Chevalier Library.

34. The complete Albert-Eden Local Board Financial Performance report is included as Attachment B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. 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.

36. 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.

37. 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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Albert-Eden Local Board - 1 January – 31 March 2025 Work Programme Update	15
b ⇩	Albert-Eden Local Board Local Board - Operating Performance Financial Summary	41

Ngā kaihaina

Signatories

Author	Canela Ferrara - Local Board Advisor
Authoriser	Nina Siers - Local Area Manager

Albert-Eden Local Board

22 May 2025

Albert-Eden Quick Response Round Two 2024/2025 and the Accommodation Support Fund 2025 grant allocations

File No.: CP2025/06422

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline the applications received for Albert-Eden Quick Response Round Two 2024/2025 and the Albert-Eden Accommodation Support Fund 2025.

Whakarāpopototanga matua

Executive summary

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

3. This report presents applications received for the Albert-Eden Quick Response Round Two 2024/2025 (Attachment B) and the Albert-Eden Accommodation Support Fund 2025 (Attachment C).

4. The local board has set a total community grants budget of $140,805 for the 2024/2025 financial year. There was also a reallocation of $1,700 from the Events Partnerships Fund to the Community Grants budget (resolution AE/2025/14). A total of $127,787 was allocated in the previous grant rounds. This leaves a total of $14,718 to be allocated to one quick response round.

5. Twenty-seven applications were received for Quick Response Round Two 2024/2025, requesting a total of $64,352.44.

6. The Albert-Eden Local Board has set a total accommodation budget of $151,334 for the 2024/2025 financial year, with one grant round.

7. Thirty-seven applications were received for the Albert-Eden Accommodation Support Fund 2025, requesting a total of $415,054.05.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

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

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
QR2501-202	Dear Community Charitable Trust	Community	Towards the cost of running the "Dear Community Peer Support Group", including 11 guided journals, facilitator fees, catering, overhead, programme design and planning costs	$1,900.00	Eligible
QR2501-206	Mt Albert Ladies Rebus Club	Community	Towards the annual hireage cost of Ferndale House for the Mt Albert Ladies Rebus Club monthly meetings.	$850.00	Eligible
QR2501-208	Imperfect Parents - Sophie Moskowitz	Community	Towards venue hire costs for the "Imperfect Parents" support groups and antenatal classes.	$1,000.00	Eligible
QR2501-209	The Religious Diversity Centre in Aotearoa New Zealand Trust	Community	Towards venue hire koha, catering, gift vouchers for student presenters and kamatua, and Unitec parking costs for the "Leadership Diversity Workshop".	$1,500.00	Eligible
QR2501-211	Yuan Deng	Arts and culture	Towards cultural performances, workshops, educational materials, and performers, including traditional costumes, Chan Hua materials, venue hire, artist fees, travel, logistics, and marketing costs.	$1,000.00	Ineligible
QR2501-212	The Yes and Trust	Arts and culture	Towards tutor fees, pamphlet design and printing costs for the "Covert Theatre programme production".	$3,000.00	Eligible
QR2501-213	Mt Albert Baptist Church	Community	Towards the hire of two bouncy castles, purchase of toys, face painting supplies and games hire for the "Glow Night" at the Mt Albert Baptist Church on 31 October 2025.	$2,000.00	Eligible
QR2501-215	Harps Aotearoa Foundation	Arts and culture	Towards security costs for the "Harps Fest NZ 2026" to be held from 3 to 6 April 2026 at the Dilworth Senior Campus, Newmarket.	$2,467.44	Eligible
QR2501-220	Afghan Family Services Charity New Zealand	Sport and recreation	Towards the purchase of equipment, goods, food and drinks for the "AFSC Taekwondo" training programme.	$2,800.00	Eligible
QR2501-221	Guardians of Our Children	Community	Towards operational costs for the delivery of the Make Them Proud Seminar, Online Programmes, and Tatou Talatalanoa sessions from 1 June 2025 to 31 May 2026.	$3,000.00	Eligible
QR2501-223	Asthma New Zealand Incorporated	Community	Towards the purchase of an Automated External Defibrillator.	$2,649.00	Ineligible
QR2501-225	The D List	Arts and culture	Towards facilitators, Action Education programme, equipment hires for the final showcase, and staffing costs for the "Spoken Word Poetry Workshop Series" from 3 June 2025 to 15 July 2025.	$3,000.00	Eligible
QR2501-226	Badminton New Zealand Incorporated	Sport and recreation	Towards the venue hire for “the New Zealand Tour Finals”.	$3,000.00	Eligible
QR2501-227	Good Shepherd School (Balmoral) Board	Environment	Towards the school's sustainability initiatives specifically the Kaitiaki of Good Shepherd School resources, badges, materials to build a bee hotel including untreated wood, bamboo, fixtures, paint, and bee-attracting flowers, and nine sets each of Method Recycling landfill and mixed recycling bins.	$3,000.00	Eligible
QR2501-228	Playcentre Aotearoa - Morningside Playcentre	Community	Towards the purchase and installation of an oven and fridge freezer.	$3,000.00	Ineligible
QR2501-229	Lena's Magic Movers Inc.	Arts and culture	Towards dance tutor fees for weekly workshops designed for individuals with disabilities.	$3,000.00	Eligible
QR2501-230	Arts Escape NZ Limited	Arts and culture	Towards art materials for the "Fluid Art" at the "Art In The Park 2025 show" in Mt Eden.	$3,000.00	Eligible
QR2501-231	Auckland Cavy Care Rescue	Community	Towards vet care for pets supported within the local board community.	$3,000.00	Eligible
QR2501-233	Mana Futures Charitable Trust	Community	Towards the purchase of ipads, digitalisation of the hardcopy workbooks, including the costs of software, licensing, content formatting, layout design work and programmes that align the content with Te Ao Māori and Te Reo Māori.	$3,000.00	Eligible
QR2501-235	Emily Wheatcroft-Snape	Arts and culture	Towards the full delivery of the "Record Enable: Healthy Relationships and Boundaries in Studio" workshop, covering all event costs including the costs of venue hire, facilitator fees, workshop outline development, catering, printing, and five hours of administration time.	$1,000.00	Eligible
QR2501-239	Sandringham Project in Community Empowerment (Spice Trust)	Arts and culture	Towards the Kaiako, facilitators, project management, art supplies, decorations. catering and miscellaneous costs.	$3,000.00	Ineligible
QR2501-240	Re-Creators Charitable Trust	Community	Towards free or subsidised classes of Community Upcycling DIY Workshops in the local board area, including creative tutors, project management, tools, equipment, materials, marketing, prep, travel and administration costs.	$1,800.00	Ineligible
QR2501-241	Bhartiya Samaj Charitable Trust	Community	Towards counsellor's fee and volunteer support costs for the "Senior Citizens’ Well-being and Support Program".	$3,000.00	Eligible
QR2501-244	Burundian Association in New Zealand Incorporated	Community	Towards venue hire, transport, catering, costumes and decorations for the "Burundian National Day" on 5 July 2025 at the Mt Roskill War Memorial.	$3,000.00	Eligible
QR2501-247	Crescendo Entertainment Group Limited	Arts and culture	Towards venue hire, two facilitators’ fees, eventbrite booking fees, marketing, project management and administration costs for two "Make a Podcast" workshops.	$2,386.00	Eligible
QR2501-251	Breathe Move Enliven Limited	Arts and culture	Towards venue hire, healthy kai, support crew of four people, including leadership and musicians’ fees for "Voices for Unity" workshops.	$3,000.00	Eligible
QR2501-252	Kelly McCormack	Community	Towards venue hire and marketing costs for "The Kelly Fit" - Community Strength and Balance classes.	$1,000.00	Eligible
Total				$64,352.44

b) agree to fund, part-fund or decline each application received in Albert-Eden Accommodation Support Fund 2025, listed in Table Two below:

Application ID	Applicant	Accommodation Location	Amount requested	Eligibility
ASF2501-101	Ponsonby Community Toy Library Incorporated	Subud Hall 19 Formby Avenue Point Chevalier Auckland 1022 New Zealand	$8,000.00	Eligible
ASF2501-102	Auckland Central Budgeting	8 Rocklands Ave Shop 6 Mount Eden Auckland 1024 New Zealand	$20,000.00	Eligible
ASF2501-105	Belong Aotearoa	875 New North Rd Eden Terrace Auckland Auckland 1021 New Zealand	$20,000.00	Eligible
ASF2501-106	Te Tari Tuhi Kupu A Whakaahua Script to Screen	21 Taylors Rd Mount Albert Auckland 1025 New Zealand	$12,500.00	Eligible
ASF2501-108	The Mt Albert Community Club Incorporated	831 New North Rd Mount Albert Auckland 1025 New Zealand	$8,000.00	Eligible
ASF2501-109	Mt Albert Art Group	14 Mount Albert Rd Mount Albert Auckland 1025 New Zealand	$3,100.00	Eligible
ASF2501-110	Auckland Youth Orchestra Incorporated	C/- St Peter's College Music Department 23 Mountain Rd Grafton Auckland 1023 New Zealand	$8,144.00	Eligible
ASF2501-111	Big Buddy Mentoring Trust	300 Great South Road, Greenlane Auckland	$10,000.00	Eligible
ASF2501-112	Music Association Of Auckland	31 Dudley Rd Mission Bay Auckland 1071 New Zealand	$3,740.00	Eligible
ASF2501-113	Friends of Oakley Creek Te Auaunga Incorporated	4/65 Woodward Rd Mount Albert Auckland 1025 New Zealand	$3,900.00	Eligible
ASF2501-114	Point Chevalier Bowling Club	25 Dignan St Pt Chevalier Auckland Auckland 1022 New Zealand	$4,331.46	Eligible
ASF2501-115	Somerville Hockey Club Incorporated	3 Normanby Rd Mount Eden Auckland 1024 New Zealand	$20,000.00	Eligible
ASF2501-116	Central Auckland Chinese Association	489 Dominion Rd Mount Eden Auckland 1024 New Zealand	$9,700.00	Eligible
ASF2501-117	Everlasting Clothing New Zealand Ltd	52 Richardson Rd Mt Albert Auckland Auckland 1025 New Zealand	$20,000.00	Eligible
ASF2501-118	The Knox Home Trust	10 Ranfurly Rd Epsom Auckland 1051 New Zealand	$20,000.00	Eligible
ASF2501-119	New Zealand Nejashi Trust Incorporated	166 Stoddard Rd Top Floor Mount Roskill Auckland 1041 New Zealand	$14,400.00	Eligible
ASF2501-120	Royal New Zealand Plunket Trust	Level 3, Simpl House 40 Mercer Street Wellington Central Wellington 6011 New Zealand	$5,000.00	Eligible
ASF2501-121	Action Education Incorporated	4 Kitchener Rd Sandringham Auckland 1025 New Zealand	$10,000.00	Eligible
ASF2501-122	Carlton Croquet Club Incorporated	333 Manukau Rd Epsom Auckland 1023 New Zealand	$2,777.50	Eligible
ASF2501-125	Rape Prevention Education Whakatu Mauri Trust	1021 Dominion Rd Mount Roskill Auckland 1041 New Zealand	$10,000.00	Eligible
ASF2501-126	Auckland Basketball Services Limited	Level 4 Sport Auckland House, Greenlane Rd (West) Epsom Auckland 1051 New Zealand	$15,000.00	Eligible
ASF2501-127	Asthma New Zealand Inc	581 Mount Eden Rd Mount Eden Auckland 1024 New Zealand	$20,000.00	Eligible
ASF2501-128	Epsom Chinese Association Inc.	3/43 Epsom Ave Epsom Auckland 1023 New Zealand	$8,625.00	Eligible
ASF2501-129	Disha New Zealand	258 Balmoral Rd Sandringham Auckland 1025 New Zealand	$20,000.00	Eligible
ASF2501-135	Anxiety NZ Trust	77 Morningside Dr Mount Albert Auckland 1025 New Zealand	$20,000.00	Eligible
ASF2501-136	Mapura Studios Division of Panacea Arts Charitable Trust	Fowlds Park, Rocky Nook Avenue, St Lukes, Auckland 1022	$6,500.00	Eligible
ASF2501-138	Afghan Family Services Charity NZ	12 New Windsor Rd Avondale Auckland 0600 New Zealand	$3,120.00	Eligible
ASF2501-139	Sandringham Community House Playgroup	20 Kitchener Rd Sandringham Auckland 1025 New Zealand	$4,550.00	Eligible
ASF2501-140	Access Community Radio Incorporated Auckland	New North Rd Mount Albert Auckland 1025 New Zealand	$16,134.09	Eligible
ASF2501-141	Earth Action Trust - Nuku Nuku A Papatuanuku	c/- Waiorea CRC 990 Great North Road, Western Springs, Auckland 1022 990 Great North Road, Western Springs Mt Albert Auckland 1022 New Zealand	$6,532.00	Eligible
ASF2501-143	The Brain Injury Association (Auckland) Incorporated	207 Manukau Rd Epsom Epsom Auckland 1023 New Zealand	$20,000.00	Eligible
ASF2501-144	Auckland Swords Club Incorporated	55 Mountain Rd Epsom Auckland 1023 New Zealand	$13,000.00	Eligible
ASF2501-145	Mount Albert Community Playgroup Incorporated	773 New North Rd Mount Albert Auckland 1025 New Zealand	$5,000.00	Eligible
ASF2501-146	Pt Chevalier Tennis Club	335 Point Chevalier Rd Point Chevalier Auckland 1022 New Zealand	$3,000.00	Eligible
ASF2501-147	Mylaunchpad Limited	607 New North Road, Morningside, Auckland	$15,000.00	Eligible
ASF2501-148	Affirming Works	597 Mount Eden Rd Mount Eden Auckland 1024 New Zealand	$20,000.00	Eligible
ASF2501-149	The Greater Auckland Chapter of Sweet Adelines International Inc	77 The Drive Epsom Auckland 1023 New Zealand	$5,000.00	Eligible
Total			$415,054.05

Horopaki

Context

8. 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.

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

10. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

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

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

13. The local board has set a total community grants budget of $140,805 for the 2024/2025 financial year. There was also a reallocation of $1,700 from the Events Partnerships Fund to the Community Grants budget (resolution AE/2025/14). A total of $127,787 was allocated in the previous grant rounds. This leaves a total of $14,718 to be allocated to one quick response round.

14. The Albert-Eden Local Board has set a total accommodation budget of $151,334 for the 2024/2025 financial year, with one grant round.

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

· local food production and food waste reduction

· decreasing use of single-occupancy transport options

· home energy efficiency and community renewable energy generation

· local tree planting and streamside revegetation

· education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. 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.

18. 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

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

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

21. A summary of each application received through Albert-Eden Quick Response Round Two 2024/2025 (Attachment B) and the Accommodation Support Fund 2025 (Attachment C) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

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

23. Fifteen applicants applying to Albert-Eden Quick Response Round Two 2024/2025 indicate projects that target Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

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

25. The local board has set a total community grants budget of $140,805 for the 2024/2025 financial year. There was also a reallocation of $1,700 from the Events Partnerships Fund to the Community Grants budget (resolution AE/2025/14). A total of $127,787 was allocated in the previous grant rounds. This leaves a total of $14,718 to be allocated to one quick response round.

26. Twenty-seven applications were received for Quick Response Round Two 2024/2025, requesting a total of $64,352.44.

27. The Albert-Eden Local Board has set a total accommodation budget of $151,334 for the 2024/2025 financial year, with one grant round.

28. Thirty-seven applications were received for the Albert-Eden Accommodation Support Fund 2025, requesting a total of $415,054.05.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

31. Following the Albert-Eden Local Board allocating funding for round two of quick response, and the accommodation support round grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Albert-Eden Local Board Community Grants Programme 2024/2025	59
b	Albert-Eden Quick Response Round Two 2024/2025 - Grant Applications (Under Separate Cover)
c	Albert-Eden Accommodation Support Fund 2025 - Grant Applications (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Moumita Dutta - Senior Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Nina Siers - Local Area Manager

Albert-Eden Local Board

22 May 2025

Reallocation proposal for Point Chevalier Library operational budget

File No.: CP2025/10320

Te take mō te pūrongo

Purpose of the report

1. To re-allocate underspend from the 4360 - Pt Chev library new medium-term library to services that support similar outcomes.

Whakarāpopototanga matua

Executive summary

2. The Pt Chevalier Library was closed in October 2022 due to ongoing water tightness problem.

3. Staff were working toward an opening date for interim library services in the 2024/2025 summer, and had made provision for increased operational costs in the 2024/2025 local board work programme line:

· 4360 - Pt Chev library new medium-term library - $70,000.

4. Due to delays in the installation of the new temporary library service this funding will not be required in 2024/2025.

5. Staff recommend redirecting the funding from operational costs to supporting services delivered by the Community Wellbeing – Community Delivery department in the Albert-Eden Local Board area that deliver on similar outcomes as the library operations:

· supporting active and eventful library and community spaces

· increasing use and satisfaction with Sandringham Community Centre

· creating an activation toolkit for libraries, community centres and town centres across the local board area.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) Whakaae / approve the reallocation of the $70,000 locally driven initiative operating expenditure from work programme line 4360 - Pt Chev library new medium-term library, to fund:

i) Sandringham Community Centre repaint - $42,000

ii) Activation toolkit - $28,000.

Horopaki

Context

6. Due to ongoing water ingress issues, the Pt Chevalier Library was closed in October 2022.

7. Investigations confirmed that the ongoing issues with the library building could not be remediated or resolved without significant capital investment, due in part to the design of the internal guttering and water ingress through the external joinery.

8. As a result, staff initiated a review of library and community services in Pt Chevalier. The initial analysis confirmed the ongoing requirement for library services in this area.

9. The sudden closure of the library was initially addressed by the provision of a mobile library at the site and then the use of the annex at the back of the Pt Chevalier Community Centre. Neither of these solutions are sustainable in the medium or long-term.

10. Staff have been working on developing medium-term options to provide sustainable library services to the Pt Chevalier community.

11. A temporary, modular library will be installed on the site of the old library in the Pt Chevalier Square on the corner of Great North and Pt Chevalier Roads.

12. Staff have been working toward an opening date in the 2024/2025 summer, and had made provision for increased operational costs in the 2024/2025 local board work programme:

· 4360 - Pt Chev library new medium-term library - $70,000.

13. Due to delays in the installation of the new temporary library service this funding will not be required in 2024/2025.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Staff propose redirecting the funding from operational costs to supporting services delivered by the Community Wellbeing – Community Delivery department in the Albert-Eden Local Board area that deliver on similar outcomes as the library operations, including:

· supporting active and eventful library and community spaces

· increasing use and satisfaction with Sandringham Community Centre

· creating an activation toolkit for libraries, community centres and town centres across the local board area.

Sandringham Community Centre repaint

15. Sandringham Community Centre is a well-used centre and is popular with playgroups and children’s parties.

16. The centre is due renewal of the internal and external painting in 2027/2028.

17. Staff recommend bringing the painting work forward to May/June 2025, by reallocating budget from the above explained operational underspend.

18. The repaint will increase customer satisfaction and utilisation of the centre.

Activation toolkit

19. The Albert-Eden Local Board currently fund a Thriving Town Centre programme and has expressed a desire to increase events and activation in these areas, as well as at their community centres and libraries.

20. Staff recommend purchasing events and activation equipment including branded ezi-ups, bean bags, folding chair and speaker.

21. This equipment will be stored centrally in the local board office and in the downstairs area of the Pt Chevalier Community Centre and be available for library and community centre staff, town centre coordinators and volunteers groups to utilise to run activities in the local board area.

Table 1 – options for funding reallocation

Reallocation options	Option 1	Option 2
Recommendation		Recommended
Description	Underspend fully allocated to savings	Underspend reallocated to invest in two recommended items
Underspend to savings	$70,000	0
Sandringham Community Centre repaint	0	$42,000
Activation toolkit	0	$28,000
Total	$70,000	$70,000

22. Staff recommend option two, as this retains the investment to deliver similar outcomes.

23. The libraries and community spaces in Albert-Eden contribute to place-making and community connection; vibrant, accessible and welcoming open places for meeting, learning and inspiration; spaces for creativity and participation.

24. Reallocating the Pt Chevalier Library underspend to Sandringham Community Centre and creation of an activation toolkit investment continues to delivery on these outcomes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25. 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.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. Auckland Council staff from different departments have been consulted in the creation of this advice and are involved in ongoing work regarding the implementation:

· Parks and Community Facilities provided the quotes and will oversee and manage the repaint of the Sandringham Community Centre.

· Library and community centre staff will work together on the purchase and management of the Activation toolkit.

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

Local impacts and local board views

27. The options were workshopped with the Albert-Eden Local Board on Thursday, 3 April 2025.

Tauākī whakaaweawe Māori

Māori impact statement

28. Māori comprise 10 per cent of the population in the Albert-Eden Local Board area.

29. The Albert Eden Local Board Plan 2023 has the following key initiative which is often delivered by libraries:

· Support local initiatives that celebrate Māori identity and culture and te reo Māori e.g. celebrating Matariki.

30. Libraries provide welcoming, safe and inclusive environments that deliver digital, facility and community-based services and programmes to promote te reo Māori and te ao Māori. Libraries also recognise significant events through programmes and activities including the celebration of Matariki.

Ngā ritenga ā-pūtea

Financial implications

31. Repainting of the Sandringham Community Centre has accounted for financial year 2027/2028. By bringing these works forward and funding from the reallocation the board will have access to additional renewal funds in 2027/2028.

32. The Library Services line in the 2025/2026 local board work programme account for fully resourcing the new Pt Chevalier Library from its opening date, so no additional funding will be required.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. There are no identifiable risks to the current reallocation options.

Ngā koringa ā-muri

Next steps

34. If the board adopts the decision to reallocate, next steps will be:

· Parks and Community Facilities will work with contractors to deliver the repaint of the Sandringham Community Centre.

· Community Delivery staff at Pt Chevalier Community Centre will order activation equipment and initiate processes for use across the local Community Wellbeing portfolio.

35. If the board does not go ahead with the reallocation, underspend will be fully allocated to savings.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Kat Teirney – Lead and Coach, Community Wellbeing

Authorisers

Kevin Marriot - Head of Community Delivery Central and East, Community Wellbeing

Nina Siers - Local Area Manager

Albert-Eden Local Board

22 May 2025

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

File No.: CP2025/02954

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 Dominion Road, Kingsland, Uptown and Mt Eden Village 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. Albert-Eden Local Board Local Board has four 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
Dominion Road Business Association Inc.	$275,782.00	Yes
Kingsland Business Society Inc.	$245,067.90	Yes
Mt Eden Village Inc.	$106,035.00	Yes
Uptown Business Association Inc.	$841,050.00	Yes

8. Staff recommend that the local board supports Dominion Road, Kingsland, Uptown and Mt Eden Village Business Improvement Districts receiving their targeted rate grant for 2025/2026 set by the Governing Body.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden 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) $275,782.00 for Dominion Road BID

ii) $245,067.90 for Kingsland BID

iii) $841,050.00 for Uptown BID

iv) $106,035.00 for Mt Eden Village 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. 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.

Albert-Eden Local Board BID Targeted Rates 2025/2026

26. Albert-Eden Local Board has four 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
Dominion Road Business Association Inc.	$275,783.00	$267,750.00	3%
Kingsland Business Society Inc.	$245,067.90	245,067.90	0%
Mt Eden Village Inc.	$106,035.00	$99,035.00	7.07%
Uptown Business Association Inc	$ 841,050.00	$787,500.00	6.80%

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.

28. BIDs who currently receive, less than $120,000 targeted rate grant per annum must under BID Policy Requirement 4 - increase their total ongoing income received (including the BID targeted rate grant) to at least $120,000 per annum by 1 July 2028 (6 years).

29. There are now nine BIDs with income under the $120,000 minimum (down two from May 2024) as of 10 March 2025 under BID Policy Requirement 4:

· South Harbour BID has engaged with and contracted Otahuhu BID to manage and deliver the South Harbour BID programme under BID Policy Requirement 20 as of 10 March 2025.

· Six BIDs have increased their BID Targeted rate grant and are on track to meet Requirement 4 by 1 July 2028.

· Two have made no comment towards increasing their income.

Decision-making

Auckland Council

30. 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.

31. 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

32. 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

33. 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.

34. 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.

35. 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.

36. 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.

Albert-Eden Local Board BIDs

37. Using the documents and information submitted, the BID Team is satisfied that Dominion Road, Kingsland, Uptown and Mt Eden Village BIDs have sufficiently met the BID Policy Requirements and the BID Policy for setting of the BID targeted rates for 2025/2026.

38. 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

39. 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

40. 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.

41. 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

42. 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.

43. Dominion Road, Kingsland, Uptown and Mt Eden Village BID programmes best align with the Albert-Eden Local Board Plan 2023, Outcome: Our Economy: Our town centres thrive and support a varied business landscape. Albert-Eden is a vibrant and exciting place to visit.

44. Recommending that the Governing Body sets the targeted rates for Dominion Road, Kingsland, Uptown and Mt Eden Village 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

45. 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

46. 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.

47. 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

48. 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.

49. 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.

50. 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.

51. 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.

52. 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.

53. 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

54. 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.

55. 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 Dominion Road, Kingsland, Uptown and Mt Eden Village BIDs.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	BID Policy Requirements Policy	81
b ⇩	Dominion Road BID Governance Declaration	85
c ⇩	Kingsland BID Governance Declaration	87
d ⇩	Mt Eden Village BID Governance Declaration	89
e ⇩	Uptown BID Governance Declaration	91

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

Nina Siers - Local Area Manager

Albert-Eden Local Board

22 May 2025

Asset recycling: 135 Dominion Road, Mount Eden

File No.: CP2025/08801

Te take mō te pūrongo

Purpose of the report

1. To endorse the disposal of 135 Dominion Road, Mount Eden as part of council’s asset recycling programme.

Whakarāpopototanga matua

Executive summary

2. 135 Dominion Road is a 556 m² property with a single storey office building that was acquired by the Auckland City Council in 2008 for road widening purposes.

3. The Auckland Transport (AT) Board has declared this property no longer required for transport and infrastructure purposes.

4. Eke Panuku has engaged with council and its council-controlled organisations (CCOs), iwi authorities and the Albert-Eden Local Board regarding this property. No public work requirement has been identified for this property through this engagement.

5. A resolution approving the proposed disposal of this property is required from the Governing Body before the proposed divestment can be progressed. Sales proceeds from the proposed disposal will be allocated towards the asset recycling target contained in council’s Long-Term Plan 2024-2034.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) endorse the disposal of 135 Dominion Road, Mount Eden being Part Lot 152 DP 196, contained in Record of Title NA128/113.

Horopaki

Context

6. Asset recycling is an important lever for Auckland Council, providing capital to be invested into the most strategically important activities. Auckland Council’s Long-Term Plan 2024-2034 includes a target of $300 million to be realised from asset recycling. This is to be achieved from proceeds of sale of surplus council owned property and alternative commercial arrangements.

7. For all properties that are potentially no longer required for public work purposes, Eke Panuku engages with council departments and its CCOs through an expression of interest process to establish whether the property must be retained for a strategic purpose or is required for a future funded public work. Once a property has been internally cleared of any public work requirements, Eke Panuku then consults with local boards, mana whenua and ward councillors.

8. The Governing Body makes the final decision to approve non-service property for disposal.

Tātaritanga me ngā tohutohu

Analysis and advice

9. 135 Dominion Road is a single storey office building on 556 m² (formerly the Albert-Eden Local Board Office), located between a boarding house (Dominion Lodge) to the south and a modern 2 storey office block to the north (no.123).

10. Its legal description is Part Lot 152 DP 196, contained in Record of Title NA128/113. The Auckland Unitary Plan (AUP) zoning is Business - Mixed Use. The current CV is $2,900,000.

11. The property was acquired in 2008 by the Auckland City Council from Cromer (NZ) Limited/Orthotech Orthopaedics (NZ) Limited, to facilitate the widening of Dominion Road. Part of the property required for the project has been incorporated into the road and title NA128/113 part cancelled.

12. When 135 Dominion Road was acquired for the future widening of Dominion Road, the front of the building was located on the road boundary. The road widening in 2023 has resulted in the building now encroaching over the road land.

13. The AT board resolved in October 2020 that this property is no longer required for transport and infrastructure purposes.

14. AT has proposed that if the property were to be sold, the building should be demolished instead of cut-back. Preliminary engineering advice obtained raised concerns regarding the structural integrity of the balance of the building, and the potential costs in strengthening the building to comply with standards.

15. The property is managed by Eke Panuku on behalf of council. It is currently leased to the I Am Hope Foundation and is not being used to deliver or support a council service, use or public work purpose.

16. The property was acquired for a public work. The former owner did not waive offer back rights; therefore the property is subject to offer back obligations under S40 Public Works Act 1981.

17. The disposal of the subject properties is not deemed significant under Auckland Council’s Significance and Engagement Policy.

18. Images of the properties are in Attachment A.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. The proposed sale of this property may lead to land use changes. It is acknowledged that any form of construction and development can increase carbon emissions.

20. Emissions associated with any potential redevelopment can be reduced through development standards agreed through a future development agreement, application of Eke Panuku’s Homestar 6 policy and requirements to reduce carbon emissions in commercial developments.

21. The property is not in a flood prone area and is not a coastal property likely to be impact by coastal inundation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. Consultation was undertaken with council departments and CCOs for 135 Dominion Road in January 2025.

23. No alternative public work requirements were identified. Further details of the internal council consultation that forms part of the rationalisation process in in Attachment B.

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

Local impacts and local board views

24. Eke Panuku provided the board with an information memorandum regarding the property and attended a workshop in February 2025.

25. This report provides the board with an opportunity to formalise its views regarding this property.

Tauākī whakaaweawe Māori

Māori impact statement

26. Nineteen mana whenua iwi authorities were consulted regarding any issues of cultural significance associated with 135 Dominion Road. This consultation took place in March 2025.

27. No issues of cultural significance were raised in response.

Ngā ritenga ā-pūtea

Financial implications

28. Capital receipts from the sale of properties not required by Auckland Council contribute to the goals of the Long-Term Plan 2024-2034 by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. No significant risks associated with the recommendation contained in this report have been identified.

30. The property’s market value may be lower than anticipated, or it may fail to sell in the current market. If the property fails to sell in the first instance, it can be brought to market again when market conditions improve.

Ngā koringa ā-muri

Next steps

31. Subject to the local board’s endorsement, a recommendation to dispose of 135 Dominion Road, Mount Eden will be reported to the Governing Body for a decision.

32. The terms and conditions of any disposal would be approved under appropriate financial delegation.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Property images	97
b ⇩	Internal Auckland Council consultation process for property rationalisation	99

Ngā kaihaina

Signatories

Author

Carl May - Team Leader Portfolio Review

Authorisers

Marian Webb - General Manager Assets and Delivery, Eke Panuku

Nina Siers - Local Area Manager

Albert-Eden Local Board

22 May 2025

Proposed new ground lease for Epsom/Remuera Croquet Club Incorporated at Melville Park, 249-259 Gillies Avenue, Epsom, Auckland

File No.: CP2025/07380

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Albert-Eden Local Board on the proposed new community ground lease for Epsom/Remuera Croquet Club Incorporated for the tenant-owned building at Melville Park, 249-259 Gillies Avenue, Epsom, Auckland.

Whakarāpopototanga matua

Executive summary

2. The Epsom/Remuera Croquet Club Incorporated (the club) is seeking a new ground lease to continue occupation and operation from the tenant-owned building located at Melville Park, 249-259 Gillies Ave, Epsom (Attachment A – Site Plan Melville Park, Epsom/Remuera Croquet Club Incorporated).

3. The club’s lease expired on 25 April 2023 and is holding over on a month-to-month basis until terminated or a new lease is entered into.

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

5. The progression of a new lease was identified and approved by the local board as part of the Community Facilities: Community Leases Work Programme 2022/2023 at the Albert-Eden 21 June 2022 local board meeting (resolution AE/2022/103).

6. A site visit was undertaken by the staff on 9 August 2023, and the facility appears to be in good condition and well maintained. The premises are well-utilised.

7. The club aims to promote and advance the game of croquet. These activities align with the Albert-Eden Local Board Plan 2023: “Our Community – Our communities have the places and activities that enhance their lifestyles”.

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

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

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

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

12. The club’s activities and occupation of the park is recognised and approved by the Melville Park Management Plan 1995. Public notification and iwi engagement are not required.

13. Croquet has been played at this location since the 1930’s and the current club has existed since 1995 when Remuera and Epsom Croquet Clubs amalgamated. The club has approximately 60 members as of 2023 and it provides its facilities for social and business house croquet on a casual basis.

14. The site has been subject to a water leak caused in part due to councils’ tree roots. On the direction of the local board staff have organised for funds to be paid to the club to contribute towards the large Watercare invoice.

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

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

17. This report recommends that the community ground lease to Epsom/Remuera Croquet Club Incorporated for tenant-owned at Melville Park, 249-259 Gillies Avenue, Epsom, Auckland be granted for a term of three years commencing from 1 June 2025 with one three-year right of renewal.

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

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) whakaae / grant, a new community ground lease to Epsom/Remuera Croquet Club Incorporated for the tenant-owned building and part of council-owned land of a leasing area comprising of 6799 square metres (more or less) located at Melville Park, 249-259 Gillies Avenue, Epsom, Auckland on a portion of the land legally described as Lot 182 Section 10 Suburbs of Auckland and contains 4.6944ha as shown in certificate of title NA24B/167 (Attachment A), subject to the following terms and conditions:

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

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

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

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

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

Horopaki

Context

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

20. The club has applied for a new ground lease for the tenant-owned building and improvements located at Melville Park, 249-259 Gillies Avenue, Epsom to continue occupation and operation from the premises (Attachment A – Site Plan Melville Park, Epsom/Remuera Croquet Club Incorporated).

21. The current lease commenced on 26 April 2017 and provided for one three-year right of renewal with final expiry on 25 April 2023. The club has exercised this right of renewal and is seeking a new lease. As this is a tenant-owned building, they have an automatic right to reapply for a new lease at the end of their occupancy term.

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

Land, building condition and lease

23. The land occupied by the club is legally described as Lot 182 Section 10 Suburbs of Auckland and contains 4.6944ha as shown in certificate of title NA24B/167. The land is held by the Crown through the Department of Conservation as a classified recreation reserve and vested in Auckland Council, in trust, for recreation purposes.

24. The Melville Park Management Plan was approved in March 1995. The plan recognises and approves the location of the club at the park.

25. Croquet has been played at the park since the 1930’s when the croquet lawns were levelled using unemployed labour for the work. A croquet club has been present at the park since that time.

26. The management plan notes that Melville Park is one of seven public recreation reserves that cater for organised sports in the area and provides an important facility to the area. The management plan notes it is the council’s intention that this predominant type of usage for the park continue.

27. The club has had issues with a water leak at site since January 2024 which has now been resolved. The Albert-Eden Local Board resolved to contribute to the large Watercare invoice resulting from the leak (resolution AE/2024/183). Staff have organised for these funds to be paid out to the club.

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

Epsom/Remuera Croquet Club Incorporated

29. The club was incorporated in 1995 when two former clubs, Remuera Croquet Club and Epsom Croquet Cub merged. Remuera had been in existence since 1897 and Epsom since 1906.

30. The club has approximately 60 full members and 650 causal users in 2022 and 2023. The members are made up of 50/50 male and female, with 15 members between the age group of 22-65, and 35 senior members.

31. To encourage new membership and attract players to the sport, the club participates in a range of activities including:

· croquet Auckland open days

· their own social day to encourage people in the neighbourhood

· school holiday programmes

· advertising both in print media and the internet

· brochures in schools, libraries and community centres.

32. The club is also available to other groups to play croquet socially.

33. Over 650 people attended private functions since August 2022. Ages ranged from children through to adults.

34. The club share their facility and a local book club uses the clubrooms once a month.

35. They welcome visitors and onlookers and encourage them to try croquet.

36. The club is well utilised and during the summer playing season there are activities at the club seven days per week. The club is also used for Auckland and national tournaments throughout the year.

37. Members also regularly compete in interclub team competitions, as well as in tournaments at other clubs, both Auckland and nationwide.

38. The club has eight members who play in Croquet NZ Premier Grade tournaments (for players with minus handicap). Several of these players have represented Aotearoa NZ at international level, playing the MacRoberston Shield (Association Croquet), and World Championships.

39. The club is the only one in Auckland/Northland region with enough lawns of the required standard to host national and international tournaments.

40. The club is run by 30 plus volunteers and there are no paid staff.

Tātaritanga me ngā tohutohu

Analysis and advice

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

42. The progression of a new lease was identified and approved by the local board as part of the Community Facilities: Community Leases Work Programme 2022/2023 at the Albert-Eden 21 June 2022 local board meeting (resolution AE/2022/103).

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

44. This report recommends that the community ground lease to Epsom/Remuera Croquet Club Incorporated for tenant-owned at Melville Park, 249-259 Gillies Avenue, Epsom, Auckland be granted for a term of three years commencing from 1 June 2025 with one three-year right of renewal.

Public notification and engagement

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

46. The club’s activities and occupation of the park are recognised and approved by the Melville Park Management Plan 1995. Croquet has been played at this location since the 1930’s and the current club has existed since 1995 when Remuera and Epsom Croquet Clubs amalgamated. The club provides its facilities for social and business house croquet on a casual basis.

Assessment of the application

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

48. A site visit was undertaken by the staff on 9 August 2023, and the facility seems to be in good condition and well maintained. The premises are well utilised.

49. The club has provided financials which identify that its accounts and funds are being managed appropriately, and it has sufficient funds to meet its liabilities.

50. Material provided with the application for a new lease shows the club is in good financial order and is well managed with $30,000 in reserve.

51. The club’s financials are through membership fees, hireage and grants. The main source of income is member subscriptions. The club does not hold a club licence for the sale of liquor.

52. In 2023, the club refurbished the lawns at a cost of $8000. Significant expenditure items for the club are lawn maintenance and mowing. There is intermittent grants funding to pay for capital items such as new mowers.

53. Additionally, the club also makes their facilities available for corporate and other functions which supports the running of the club.

54. The club has the necessary building insurance cover, including public liability insurance, in place.

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

· use sustainable waste, energy, and water efficiency systems

· use eco labelled products and services

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

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

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

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

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

62. Council staff from Parks and Community Facilities Area Operations, Parks and Places Specialist, Community Broker and Finance were consulted in the initial process and were supportive of the proposed lease as it would include positive outcomes for the community and would allow for increased usage of the site.

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

64. Public notification and formal iwi consultation is not required as the the club’s activities and occupation of the park are recognised and approved by the Melville Park Management Plan 1995.

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

Local impacts and local board views

65. The proposed lease will benefit the community by enabling initiatives that promote and provide the game of croquet and related sport activities. This benefits the community through increased levels of wellbeing and social inclusion for the Albert-Eden Local Board area and its surrounding communities.

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

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

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

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

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

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

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

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

74. The club’s activities and occupation of the park are recognised and approved by the Melville Park Management Plan 1995. Croquet has been played at this location since the 1930’s and the current club has existed since 1995 when Remuera and Epsom Croquet Clubs amalgamated. The club provides its facilities for social and business house croquet on a casual basis.

Ngā ritenga ā-pūtea

Financial implications

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

76. On the 8 June 2023 the annual budget was approved by the governing body which included changes to the Community Occupancy Guidelines of the rent fee for a community ground lease from $1 per annum to $1,300 plus GST per annum effective from 1 July 2023.

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

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

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

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

81. The following table contains brief details on the group’s latest financials including accumulated funds to the end of 30 April 2024:

Table 2: Epsom/Remuera Croquet Club Incorporated – summary of accounts 2024

Income for the financial performance ended 30 April 2024

Operating Expenditure

Accumulated Funds as at 30 April 2024

Income less Expenses (Deficit)

$53,537

$59,715

$72,276

($6,158)

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

82. Should the local board resolve not to grant the proposed community ground lease for the land at Melville Park, 249-259 Gillies Avenue, Epsom, the ability of Epsom/Remuera Croquet Club Incorporated to undertake all their current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome.

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

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

Ngā koringa ā-muri

Next steps

85. Subject to the Albert-Eden Local Board’s decision, staff will work with Epsom/Remuera Croquet Club Incorporated on a new community ground lease terms and conditions at Melville Park, 249-259 Gillies Avenue, Epsom, Auckland.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A: Site Plan Melville Park - Epsom Remuera Croquet Club	111
b ⇩	Atttachment B: Epsom Remuera Croquet Club Financial - Statement 30 April 2024	113

Ngā kaihaina

Signatories

Author

Jeimy Figueros - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Nina Siers - Local Area Manager

Albert-Eden Local Board

22 May 2025

Albert-Eden Local Board – Local Board Capital Fund Update – Bike Shelters

File No.: CP2025/09833

Te take mō te pūrongo

Purpose of the report

1. Approve the proposal to install three bike shelters within the Albert-Eden Local Board area.

Whakarāpopototanga matua

Executive summary

2. The Local Board Capital Fund enables local boards to progress transport related projects that would not otherwise be constructed within Auckland Transport’s Budget.

3. For the FY2024/25, the board progressed a number of projects, some of which had been delayed due to COVID-19 and subsequent budget and resourcing constraints.

4. One such project was a proposal to install bike shelters in appropriate locations in the Albert-Eden Local Board area.

5. At its meeting on 27 July 2023, the board allocated $200,000 for the provision of up to five shelters (AE/2023/99) within their area.

6. Five potential sites were initially identified with the board:

· Sandringham shops

· Kingsland car park

· Mt Albert Town Centre

· Phyllis Reserve

· Pt Chevalier near Woolworths Supermarket and Huia Road Car park.

7. Three sites were progressed for further work and initial targeted engagement: Mt Albert; Phyllis Reserve and Pt Chevalier. Sandringham and Kingsland sites have been set aside to not progress.

8. The feedback from the business community brought up concerns around the identified site for Mt Albert.

9. Rather than report to the April 2025 meeting, the project team re-visited the Kingsland car park and Sandringham Road shops sites. After this process, a second Kingsland site was assessed.

10. This report provides analysis of feedback and recommendations to progress with three sites.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) approve the installation of bike shelters at the following three sites:

i) Phyllis Reserve

ii) Pt Chevalier/Huia Road (Woolworths) Car park, and

iii) Kingsland Car park (440 New North Road, Kingsland).

Horopaki

Context

11. The Local Board Transport Capital Fund (LBTCF) is an AT fund established in 2012 to allow local boards to deliver small projects in their local area that would not normally be prioritised by Auckland Transport.

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

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

· delivers transport safety

· does not compromise the transport network

· is not part of an asset renewal programme

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

13. For the FY2024/25, the board progressed several projects, some of which had been delayed due to COVID-19 and subsequent budget and resourcing constraints.

14. At its meeting on 27 July 2023, the board allocated $200,000 for the provision of up to five shelters (AE/2023/99) within their area. Funding for the project was also endorsed at a board meeting on 23 November 2023 (AE/2023/180):

“That the Albert Eden Local Board

a) approve the allocation of the Local Board Transport Capital Fund 2022-2025 as follows:

ii) Priority 2 projects to be progressed after Priority 1 projects and in no particular order:

B) $200,000 to bicycle shelters in Pt Chevalier Town Centre, Phyllis Reserve and in other locations to be discussed and in a style agreed to by the Local Board”.

15. A series of engagements opportunities with the board identified the following five potential sites:

· Sandringham shops

· Kingsland car park

· Mt Albert Town Centre

· Phyllis Reserve

· Pt Chevalier near Woolworths Supermarket and Huia Road Car park.

16. This was initially reduced to the three sites at Mt Albert, Phyllis Reserve and Pt Chevalier for further work and initial targeted engagement.

17. Following negative feedback regarding the Mt Albert site, the project team re-visited the Kingsland car park and Sandringham shops sites. After that process, another Kingsland site was assessed near the entrance to Kingsland train station (referred to as Edendale Square site in this report).

Tātaritanga me ngā tohutohu

Analysis and advice

18. Staff undertook a high-level review of possible locations for bike shelters and began with a long list of 80 locations. Through a series of workshops with the local board this has been reduced.

19. At the workshop held on 12 December 2024 the board stressed the need for AT staff to urgently engage with key stakeholders on the three sites.

20. Due to the nature of the three sites, the level of engagement changed, however feedback from local cycle groups was varied. They supported increased amenities for cyclists.

Locations assessment

Pt Chevalier, near Woolworths

21. The main local stakeholder is Woolworths, with management raising minor issues relating to the actual installation methodology and no issue was raised regarding the design/positioning of the proposed bike shelter. Their issues can be addressed through the usual construction and site management.

A map of a parking lot

AI-generated content may be incorrect.

Phyllis Reserve, Mt Albert

22. This site is on a local park.

23. During workshops, the local board requested advice on the following points:

· Feedback from Metro FC

· Natural Hazard Concerns

· Space to manoeuvre bikes near the existing cycle way.

24. The Chairman of Metro FC communicated there are no issues with the proposed shelter and location.

25. The shelter is to be installed right on the edge of the flood plain (see below indicative location). The whole car park recently installed is located within the flood plain, as well as the existing shared path. The concrete foundation and bike shelter are extremely durable and won’t be damaged if this area experiences adverse weather or flooding. It is unlikely that the bike shelter will be used during adverse weather, when the reserve may be flooded, and the football grounds may be closed.

26. With regard to bikes backing out of the shelter into the path of other cycles, a minor change has been made. The ‘hardstand’ area separating the cycle lane from the bicycle shelter footprint was extended from 1.3m to 2.0m to allow more space for cyclists to stop and manoeuvre their bicycles into the shelter/stands, while having enough clearance from the cyclists coming on the cycle lane at speed.

27. Please refer to the two diagrams below. The first diagram shows the hard-stand area being extended to a width of 2.0m. The second diagram shows safe approach site distances for cyclists coming from either end, showing that cyclists have enough approach site distances to allow them to react in time and come to a stop if required.

Mt Albert town centre

28. Staff engaged with the local retail area and key businesses. Below is a summary of the feedback:

· The proposed bike shelter is located right next to a loading zone which is used frequently by nearby businesses. The other loading zone is at the other end of the street, which is not practical for businesses close by.

· Concerns around the shelter potentially blocking visibility and light for the shop it sits in front of.

· Many businesses were not keen on the proposal and felt like they were not consulted before a decision was made on the shelter.

· Some businesses expressed that they did not see how the proposed shelter would benefit local businesses. Increased footfall was important to them but they did not see how this would bring people into the town centre.

· They expressed concerns that existing anti-social behaviour in the town centre may be increased by using the shelter for other activities, as a collection of bikes in the shelter may provide a target for theft.

· Concern that cyclists may ride on the footpath rather than the designated bike path, which poses a safety risk to pedestrians.

29. The proposed location is below:

Sandringham

30. The Sandringham town centre site was reconsidered.

31. This location was found to be located quite a distance away from the town centre, away from foot traffic and will cause the loss of car parks. Therefore, this option was set aside and the investigation focused on two other site options in Kingsland.

Kingsland area (Kingsland car park and Edendale Square)

32. Below is the aerial image showing the proposed 2 sites in Kingsland area; Edendale Square site and Kingsland car park (440 New North Road).

Location: Edendale Square

33. Staff liaised with the Chair of the Kingsland Business Improvement District (The Fringe), who raised concerns about the use of the “square” for Christmas and sporting celebrations. They strongly preferred the Kingsland car park (440 New North Road) site. Four of the closest businesses were also engaged regarding 440 New North Road, and all preferred this idea over the Edendale Square site.

Assessment of remaining options to identify final site

34. The table below shows an analysis to select a third and final location. Four locations are assessed using a risk and opportunities matrix to determine which is the best location. Green cells indicate an opportunity, while red cells indicate a known risk.

Opportunities and Risks Matrix

Opportunity Description	Option 1 - Edendale Rd Square	Option 2 - Kingsland car park (440 New North Rd)	Option 3 - Sandringham Shops (12 Kitchener Rd Car park)	Option 4 - Mt Albert Shops (923 New North Road (Outside SPCA)
No Parking Losses	Y	N	N	Y
Low Likelihood for LOA Requirement	Y	Y	Y	Y
Does Not Attract Loitering	Y	Y	Y	N
Near Public Facilities Such as Train Stations	Y	Y	N	Y
Low Safety Risk to Public	Y	Y	Y	N
Bicycle Shelter Stands Out to Public (Not Hidden)	Y	Y	Y	Y
Easy Access for Bicycles	Y	Y	Y	N
No Businesses or Special Events Impacted	N	Y	Y	N

35. Based on the above assessment, the two Kingsland town centre sites score higher than the Sandringham town centre or the Mt Albert town centre sites.

36. Given the use of the Edendale Square site by the local business association for events, bands and a Christmas tree, and their feedback on a preference for the car park location, Option 2 – 440 New North Road car park is the recommended third location.

37. In summary, the recommendation is for the local board approve installing the shelters at the three sites:

· Pt Chevalier/Huia Road (Woolworth car park),

· Phyllis Reserve, Mt Albert

· 440 New North Road, Kingsland car park.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

As this project enhance an amenity for cyclists this make a positive contribution to Council climate goals.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

40. The Phyllis Reserve site does require landowner approval and this is being progressed.

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

Local impacts and local board views

41. This is a Local Board Capital Fund project, and the board is collaborating with the AT. This project is consistent with the board’s plan outcomes and initiatives:

“Outcome: Our Places. Initiative: Build infrastructure which allows people to use alternative travel options easily and safely, whatever the weather, such as:

· walking and cycling paths

· bike parking and bike shelters

· bus shelters”.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

44. In this case, the decision does not involve a significant decision in relation to land or a body of water so specific Māori input was not sought.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

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

Ngā koringa ā-muri

Next steps

49. AT engagement staff will prepare an inform campaign for nearby properties, where relevant and update stakeholders that staff have already been in contact with.

50. As the shelters are a standard construction procurement should be relatively straight forward.

51. The board will be kept updated through the process.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Bruce Thomas – Elected Members Relationship Partner

Authorisers

Martha Arifin – Principal Project Manager

Nina Siers - Local Area Manager

Albert-Eden Local Board

22 May 2025

Endorsement of Waitematā Harbour West Shoreline Adaptation Plan for the Point Chevalier and Waterview areas

File No.: CP2025/08276

Te take mō te pūrongo

Purpose of the report

1. To seek ohia/endorsement of the Waitematā Harbour West Shoreline Adaptation Plan, specifically for Units 14 and 15 of the Albert-Eden Local Board area (as set out in Volume 1, Volume 2 and Volume 3; Attachments A, B and C).

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 Albert-Eden Local Board: initiated prior to the community engagement in June 2024, with follow-up workshops held in late 2024 and February 2025 to update and seek feedback on the draft report and adaptation strategies.

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

· community engagement: ran in parallel with the Waitematā Harbour West Shoreline Adaptation Plan between June and September 2024. This included digital and in-person events to identify community use and values and seek feedback on draft strategy consultation documents.

6. The Waitematā Harbour West Shoreline Adaptation Plans Volume 3 (Attachment C) includes adaptation strategies for each ‘stretch’ of shoreline. It provides guidance on how council-owned land and assets can be adapted over a range of change scenarios (low, moderate and high) to sustainably manage the escalating impacts of coastal hazards and climate change. Responses vary depending on levels of risk, exposure, and the types of assets present in each area of coast.

7. Units 14 and 15 of the Waitematā Harbour West Shoreline Adaptation Plan (Attachment C) are within the Albert-Eden Local Board area.

8. 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).

9. 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

10. Across the four coastal units within the Albert-Eden Local Board area, the following shoreline adaptation strategies are proposed

· The majority of coastline within the Albert-Eden Local Board area can be managed through a Maintain approach over all climate scenarios. With No Action for private property or areas of coast with limited council owned or assets exposed.

· The coastal margin of Raymond Reserve and Point Chevalier Beach are identified as Protect (over all climate scenarios) with respect to coastal erosion and coastal flooding, with a protect approach reflective of existing coastal protection measures and/ or the need to maintain existing infrastructure and critical roading connections.

· Under a moderate to high climate change scenario, Adaptation Priority is identified for sections of coastline within Waterview, along with Coyle Park (Te Whakaihu a Raurangi) and low- lying areas of Eric Armishaw Park (Pari-one-taka) to signal the need for proactive discussion where increasing risk from coastal hazards will impact the long-term feasibility of maintaining all uses within a specific area.

11. 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.

12. 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.

13. 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.

14. Staff recommend that the Albert-Eden 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.

15. The Henderson-Massey, Kaipātiki, Rodney, Upper Harbour, Waitematā and Whau Local Boards are also being recommended by staff to endorse the Waitematā Harbour West Shoreline Adaptation Plan at their May and June 2025 business meetings.

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

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

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

Horopaki

Context

18. 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”.

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

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

21. The Auckland Council and Council Controlled Organisation-owned coastal land and assets considered by the shoreline adaptation plans fall into four major categories illustrated in below:

	· Auckland council owned land, including regional and district parks and other landholdings held by Auckland council and the CCOs.
	· 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 CCO-owned coastal land and assets considered within each shoreline adaptation plan

22. 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

· shoreline adaptation plans respond to the policy direction set out in the New Zealand Coastal Policy Statement (2010) which directs councils to identify areas that may be affected by coastal hazards over at least 100 years

· 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.

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

24. 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.

25. 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).

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

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

· Moderate climate change scenario: including a consideration of 0.5 and up to 1 metres 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: over a metre 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 over a metre.

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

28. 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.

Maintain

A blue square with a white and black tool

AI-generated content may be incorrect.

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

Protect

A purple and white shield

AI-generated content may be incorrect.

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

No action

A blue square with a logo and a flower

AI-generated content may be incorrect.

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

Adaptation priority area

A blue flag with a white mark on it

AI-generated content may be incorrect.

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

Figure 1: Adaptation strategies for the shoreline adaptation plans

29. 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 1 Depiction of the scale and content of the three volumes of reports applicable to the Waitematā Harbour West Shoreline Adaptation Plan

Tātaritanga me ngā tohutohu

Analysis and advice

The Waitematā Harbour West Shoreline Adaptation Plan

30. The Waitematā Harbour West Plan extends from Northcote in the north around the full western extent of the harbour culminating at the harbour bridge in the south. 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).

31. Within the shoreline adaptation plan, two of sixteen (16) ‘units’ are located within the Albert-Eden Local Board’s area (units 14 and 15). Each unit is outlined in Volume 3 Waitematā Harbour West (Attachment C):

What is happening? Coastal hazards and climate change

32. 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.

33. 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 Volume 1 (Attachment A).

34. In original Draft Consultation Documents, adaptation strategies were presented over indicative short-, medium- and long-term timeframes. Responding to feedback from communities, local boards and elected members, the final shoreline adaptation plan reports have presented final recommended strategies in relation to coastal change scenarios:

· Low climate change scenario: present day hazards including a 1 per cent annual exceedance probability catchment flooding and coastal inundation (storm) event) and up to 0.5 metres of sea level rise and a corresponding understanding of coastal erosion & instability susceptibility based on this sea level scenario.

· Moderate climate change scenario: including a consideration of 0.5 and up to 1 metres of sea level rise (and a 1 per cent annual exceedance probability event scenario) and a corresponding understanding of coastal erosion & instability susceptibility based on this sea level.

· High climate change scenario: more than one metre of sea level rise (and a 1 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 more than one metre.

35. A detailed view of the hazard scape is included in Volume 3 for each unit. Key areas of note in relation to Units 14 and 15 are as follows:

· cliffs along this section of the Waitematā are subject to slow ongoing weathering and erosion, and occasional episodic failures or slips. The southern coastline is typical of the inner Waitematā Harbour with sections of exposed bedrock and vegetated soft cliffs

· the Waterview shoreline and is a very low energy coastal environment sheltered from the central harbour by the North-Western motorway causeway. As with other areas of the harbour, there is ongoing low risk to coastal erosion due to weathering of the coastal edge because the shoreline is subject to occasional inundation during king tides. Repetitive wetting and drying of the coastal edge will weather exposed soils.

· the eastern shoreline of the Point Chevalier Peninsula is a sheltered low energy coastal environment. The low vegetated cliff shoreline is fringed with mangroves and fronted by muddy intertidal flats. The western shoreline from the Point Chevalier headland is more exposed than the eastern shoreline.

· the Albert-Eden local board area (units 14 and 15) are also traversed by two urban water courses the Meola creek/ Waititiko and Te Auranga / Oakley creek. Flood plains are identified in relation to these waterways which both drain to the Waitematā harbour. Smaller catchments are located within both unit areas and have associated flood plain areas and overland flow paths.

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

36. 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).

37. 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. Auckland council 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 kilometres of road network, and 3,825.4 kilometres of water piped networks. The Waitematā Harbour West shoreline adaptation plan area is noted to include 1,306 sites publicly identified as having cultural and heritage value and significance. Additional cultural landscapes, statutory acknowledgement areas, values and sites may be present and further development of cultural statements, in response to the shoreline adaptation plan programme is anticipated.

38. Within the Albert-Eden Local Board’s area (Units 14 and 15) urban areas are predominantly concentrated along the coastline of Waterview and Point Chevalier areas. Major infrastructure, the Northwestern and southwestern Motorways, traverses the area (dividing Units 14 and 15). Noting areas of closed landfills are located within the upper reaches of the Meola Creek (on the western bank).

Local input into local issues

39. 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).

40. Development of the Waitematā Harbour West shoreline adaptation plan has included engagement with:

· Ngā iwi o Tāmaki Makaurau nineteen iwi of Tāmaki Makaurau and (recognises that each iwi is wholly autonomous, individual and unique) including Te Kawerau ā Maki noting the location of statutory acknowledgement areas and the cultural significance of sites and landscapes across the wider Waitematā Harbour West coastline.

· seven Local Boards (Albert- Eden, Henderson-Massey, Kaipātiki, Rodney, Upper Harbour, Waitematā and Whau);

· local community; and

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

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

41. 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 (10) 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 – 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.

42. 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).

43. 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 Albert-Eden Local Board area

44. 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

45. The Waitematā Harbour West Shoreline Adaptation Plan includes 123 coastal stretches, of which 11 are located within units 14 and 15 of the Albert-Eden Local Board Area. The recommended adaptation strategies are represented as pathways across the three coastal change scenarios previously outlined.

46. 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 Albert-Eden Local Board area has demonstrated that:

· the majority of coastline within the Albert-Eden Local Board area can be managed through a Maintain approach over all climate scenarios. With No Action for private property or areas of coast with limited council owned or assets exposed.

· the coastal margin of Raymond Reserve and Point Chevalier Beach are identified as Protect over all climate scenarios with a protect approach reflective of existing coastal protection measures, including seawalls and coastal access structures. This also reflects the need to maintain important coastal connections and highly valued coastal areas.

· under a moderate to high climate change scenario, Adaptation Priority is identified for sections of coastline within unit 14 Waterview, along with Coyle Park (Te Whakaihu a Raurangi) and low- lying areas of Eric Armishaw Park (Pari-one-taka) to signal the need for proactive discussion where increasing risk from coastal hazards will impact the long-term feasibility of maintaining all uses within a specific area.

47. 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

48. 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 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.

49. 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.

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

51. 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.

52. 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

53. 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.

54. 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.

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

56. 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

57. Initial workshops with the Albert-Eden 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 February 2025, workshops were held to seek feedback and direction on the development of adaptation strategies.

58. Through workshops the local board identified a specific interest in ensuring engagement with local iwi was undertaken and that community engagement considered local views to ensure that plans were responsive to these uses, values and aspirations. A summary of the iwi and community engagement undertaken has been included in Volume 2 (Attachment B).

59. Community engagement for the Albert-Eden area (units 14 and 15), highlighted the experiences of the local community following the 2023 storm events, particularly in relation to catchment flooding. Along with observed coastal erosion and landslides in coastal areas over many decades. Community experience of coastal hazards was particularly notable for Te Auaunga Oakley Creek, Waterview Esplanade, Waterview Reserve, Fairlands Reserve, Heron Park, Howlett Reserve, Eric Armishaw, Point Chevalier Beach and Coyle Park.

60. Key community values identified related to environmental protection and sustainability, seeking to safeguard natural landscapes and ecosystems (shorebird habitats, native bush), daylighting streams, and concerns around continued asset maintenance (following damage), the need for improved coastal connections to and along the coast and provision of access to the water.

61. Community views also identified a clear desire for holistic planning around catchment management, acknowledging the interplay of catchment flooding and coastal inundation, as well as collaboration in adaptation planning, including privately owned land and adopting and exploring community led and discussions regarding cost and funding options where protection, accommodations or retreat may be required.

62. Overall, matters raised have been responded to through amendment to strategies and the inclusion of implementation notes in the Volume 3 Unit 14 and Unit 15. Confirming the key interest of the board and community include;

· ensuring that strategies reflect community use and experience of council coastal areas, reflected in the identification of ‘protect’ where the coast is modified to support coastal access and adaptation priority where coastal processes (such as erosion and coastal inundation with increased sea levels) may threaten highly valued connections along coastal areas.

· implementation notes have been included to ensure that local feedback, aspirations and key values are considered when strategies are implemented, along with a commitment to support ongoing engagement with key community groups (for example the Point Chevalier Sailing Club), local iwi and asset owners.

· other key community and local board aspirations are reflected in volume 2, in relation to cultural, ecological outcomes and support for local environmental groups and maintenance of cultural and historic heritage values and interest.

63. Following endorsement from the Albert-Eden Local Board (along with Henderson Massey, Kaipātiki, Rodney, Waitematā and Whau Local Boards) the Waitematā Harbour West Plan will be presented to the Planning and Policy Committee for approval.

Tauākī whakaaweawe Māori

Māori impact statement

64. 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.

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

66. 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

· Te Patukirikiri

· Ngāi Tai ki Tāmaki,

67. 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.

68. 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

69. 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.

70. 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.

71. 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.

72. 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

73. 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 SAP 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 SAP 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 SAPs has been undertaken in collaboration with local iwi and with extensive engagement with the local community, wider public and infrastructure providers. · These SAPs remain living documents, revisions to the SAP 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 SAPs 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 SAP is not applied across all business areas.	· The project team have worked collaboratively with departments across council and Council-controlled organisations to develop the SAP 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

74. Following endorsement from the Albert-Eden, Henderson Massey, Kaipātiki, Rodney, Waitematā and Whau Local Boards, the Waitematā Harbour West Plan will be presented to the Planning and Policy Committee for approval.

75. Once approved, the Waitematā Harbour West Plan 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.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Shoreline Adaptation Plans Volume 1: Understanding Shoreline Adaptation Plans (Under Separate Cover)
b	Shoreline Adaptation Plan Volume 2: Waitemata Harbour West Introduction to the Shoreline Adaptaion Plan area (Under Separate Cover)
c	Shoreline Adaptation Plan Waitematā Harbour West Volume 3: Units 14 & 15 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Zoe Mitchell - Relationship Coordinator

Authorisers

Barry Potter - Director Resilience and Infrastructure

Nina Siers - Local Area Manager

Albert-Eden Local Board

22 May 2025

Auckland Council’s submission to proposed waste legislation changes – local board feedback

File No.: CP2025/09993

Te take mō te pūrongo

Purpose of the report

1. To outline the process and opportunity for local board members to tuku / provide feedback on the Government’s proposed amendments to the Waste Minimisation Act 2008 and Litter Act 1979 to inform the council’s draft submission.

Whakarāpopototanga matua

Executive summary

2. The Ministry for the Environment released its consultation document Have your say on proposed amendments to waste legislation - Tukuna ō whakaaro mō ngā menemana marohi ki te ture para, on 22 April 2025 outlining proposed amendments to the Waste Minimisation Act 2008 (WMA) and Litter Act 1979. Submissions on the proposed amendments close on 1 June 2025.

3. The proposed amendments for consultation relate to the following aspects:

· creating a framework for Extended Producer Responsibility (EPR)

· improving the allocation, distribution and use of waste disposal levy (WDL) funding

· clarifying roles and responsibilities for central government, local government and the waste sector

· creating a modern, effective compliance regime

· enabling controls to address impacts of ‘mismanaged waste’ (e.g. illegal dumping, litter and or ‘escaped’ waste carried by wind or water from one site to another).

4. Approval is being sought from the Policy and Planning Committee on 15 May 2025 to delegate authority to the Chair and Deputy Chair of that committee, and a member of Houkura, to review and approve the council’s final submission due 1 June 2025.

5. Waste Solutions staff will lead the development of Auckland Council’s submission which is due to the Ministry for the Environment by 1 June 2025.

6. A preliminary assessment of potential implications for Auckland Council of the proposed legislative amendments highlights the following key aspects, refer also to Attachment B:

· Implementation of extended producer responsibility: creating an EPR regulatory framework for end-of-life products would provide better support for waste minimisation and management outcomes for households and others. The EPR implementation may potentially provide positive impacts on resource recovery systems across the region, including opportunities through Auckland’s Resource Recovery Network.

· Funding impact: a change to the method to distribute waste disposal levy funds across all territorial authorities is proposed to provide a more equitable share distributed from larger councils to smaller councils. This would result in Auckland Council receiving a reduced amount from the ministry compared to the current population based method. This reduction will be partly offset by total levy funding increases from 2025–2027, due to higher waste disposal levy rates that the government confirmed in 2024. Maintaining certainty for the existing 50:50 share of levy revenue between central government and local government remains important to the council to ensure long term planning.

· Service delivery and costs: creating the ability to use waste disposal levy funding to support a wider range of environmental activities provides opportunities for the council and its partners to address local and regional issues, (including managing waste generated from climate-related and natural disasters, remediation of vulnerable closed landfills, and activities that reduce environmental harm). However, this would also introduce competing demands for limited waste disposal levy funding. There may also be the potential for increased operating costs to the council should a levy be applied to existing (or future) waste-to-energy facilities which are yet to be defined.

· Monitoring and enforcement of ‘mismanaged’ waste: a new compliance regime with potential impacts on effectiveness and resourcing.

7. Auckland Council’s submission will be developed based on policy positions articulated in relevant council strategy, such as Te Mahere Whakahaere me te Whakaiti Tukunga Para 2024 - Ki te Para Kore / Waste Minimisation and Management Plan 2024 – Towards Zero Waste (Waste Plan 2024) and other recent council submissions on government policy relating to waste management and minimisation.

8. Mana whenua will be invited to provide input on the council’s submission. Given the short timeframes involved in developing and submitting a submission, relevant, recently documented views from local boards and mana whenua on the waste plan 2024 may also be referred to.

9. Local boards can provide formal feedback by 22 May 2025 to be incorporated into the submission; or by 12.00pm on 30 May 2025 to be appended to the council’s submission

10. Further evidence and supporting positions will be obtained from subject matter experts across the Council Group.

11. The council’s draft submission will be circulated to the delegated members for input and approval.

12. A copy of the final submission will be provided to all elected members, local board members, Houkura and mana whenua once submitted.

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a) tuku / provide feedback on the government’s proposed amendments to the Waste Minimisation Act 2008 and Litter Act 1979 to inform the council’s draft submission.

Horopaki

Context

Government’s consultation on amendments to waste legislation

13. On 22 April 2025, the Ministry for the Environment - Manatū Mō Te Taiao (the ministry) released its consultation document, Have your say on proposed amendments to waste legislation - Tukuna ō whakaaro mō ngā menemana marohi ki te ture para (consultation document). A summary of the proposals and consultation questions is provided in Attachment A. Consultation closes 1 June 2025.

14. The consultation document states that the proposed amendments are to “create fit-for-purpose, modern waste legislation that gives us more options and flexibility to reduce and manage waste effectively and efficiently”.

15. Feedback is sought on 37 consultation questions across the following five proposals:

· creating a framework for ‘extended producer responsibility’

· improving the waste disposal levy system through changes to allocation, distribution, and use

· clarifying roles and responsibilities in the waste legislation

· creating a modern, effective compliance regime

· enabling efficient and effective controls for littering and other types of ‘mismanaged waste’.

16. The term ‘extended producer responsibility (EPR)’ is described in the consultation material as a suite of policy instruments that shift financial and/or operational responsibility for material recovery and waste management towards producers, importers and retailers, instead of falling by default on councils, communities, future generations and nature. EPR can include tools such as product stewardship schemes and deposit return models, such as a container return scheme for beverage containers.

17. The term ‘mismanaged waste’ is referred to in the consultation document as meaning litter, illegal dumping, or ‘escaped’ waste carried by wind or water from one site to another due to inappropriate management/storage.

18. The proposals include consolidating the Waste Minimisation Act 2008 (WMA 2008) and Litter Act 1979 into one bill.

19. The ministry states it will analyse all submissions received by 1 June 2025 to help inform policy and government decisions. If cabinet agrees, an amendment bill will then be introduced to parliament.

20. A delegated authority is sought to approve council’s submission, given the next Policy and Planning Committee meeting is scheduled for after the 1 June 2025 submission deadline.

Previous government’s consultation on waste policy and legislation reform

21. The WMA 2008 requires that all territorial authorities “must have regard to the New Zealand Waste Strategy” when developing waste management and minimisation plans. In late 2021, under the previous government, the ministry undertook a public consultation to update the New Zealand Waste Strategy (which had not been updated since 2010) and to reform the Waste Minimisation Act 2008 and Litter Act 1979.

22. At that time, delegated approval for the council’s submission on the ministry’s consultation document was provided by the Planning Committee on 4 November 2021, resolution PLA/2021/127.

23. In March 2023, the previous government adopted Te Rautaki Para - Waste Strategy to replace the previous version of the NZ Waste Strategy. Around the same time, cabinet papers were also released outlining the previous government’s proposed new legislative provisions.

24. In March 2023, the Policy and Environmental Planning Committee approved that any proposed replacement legislation for the Waste Management Act 2008 and Litter Act 1979 would be a priority submission for council (PEPCC/2023/33).

Recent updates to NZ Waste Strategy and waste legislation

25. On 5 March 2025, the Government released its Waste and Resource Efficiency Strategy to replace the Te Rautaki Para strategy document adopted by the previous government in 2023.

26. In March 2025, the ministry also released its two-year work programme, indicating waste legislation reform would take place during the first half of 2025.

27. Prior to the release of the new strategy and work-programme, the Government made targeted amendments to the WMA 2008 in 2024 which included enabling central government to spend its portion of waste disposal levy funds on a broader range of waste and environmental activities. The waste disposal levy is applied to every tonne of waste disposed at approved disposal facilities across the country, and the funds are administered by the Ministry for the Environment for purposes of waste minimisation activities (and other broader central government activities as set out in recent amendments to the WMA 2008).

28. These recent amendments to the WMA 2008 also allowed for waste disposal levy rates to continue to increase incrementally up to July 2027. In 2009, the waste disposal levy rate was originally set at $10 per tonne for a Class 1 landfill (a disposal facility that accepts waste materials from household, commercial, industrial or institutional sources), and remained at that rate until 2021. Since then, waste disposal levy rates have increased incrementally, with lower levy rates also getting applied to other classes of landfills (Class 2 construction and demolition landfills, and Class 3 and 4 managed or controlled fill facilities). For a Class 1 landfill the rate is now $60 per tonne and will increase to $75 per tonne on 1 July 2027.

29. Table 1 below shows the increase in waste disposal levy rates that the government has confirmed to be introduced over the next three years. The ministry acknowledges New Zealand’s waste disposal levy rates will remain comparatively lower than similar waste disposal rates in Australia and the United Kingdom.

Table 1. Confirmed increase in waste disposal levy rates for 2025-2027

Facility Class	1 July 2025	1 July 2026	1 July 2027
Facility Class	($ per tonne)	($ per tonne)	($ per tonne)
Class 1 (municipal landfill)	$65	$70	$75
Class 2 (construction and demolition fill)	$35	$40	$45
Class 3 & 4 (managed or controlled fill facility)	$15	$15	$20

30. Under the WMA 2008, central government and territorial authorities equally share revenue generated by the waste disposal levy (after administration costs). The share of levy funding that goes to territorial authorities is distributed according to population within councils and districts.

31. In FY 2023/2024, Auckland Council received $26.6 million waste levy funding, compared to $5.6 million received in FY 2020/2021, before levy rates increased. Under the WMA 2008 territorial authorities must spend the levy funding on activities set out in a council’s Waste Minimisation and Management Plan, with some exceptions.

32. For central government, the focus to date has been on investing in waste minimisation projects largely through the ministry’s contestable Waste Minimisation Fund.

Council’s strategic framework relating to waste minimisation

33. Auckland Council’s strategic direction relating to waste is set by the Te Mahere Whakahaere me te Whakaiti Tukunga Para 2024 - Ki te Para Kore / Waste Minimisation and Management Plan 2024 – Towards Zero Waste (waste plan 2024) and complemented by Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan 2020.

34. Other policy, planning, and regulatory documents of relevance to waste activities include the council’s Long-term Plan 2024–2034, Infrastructure Strategy 2024, Kia Ora Tāmaki Makaurau, local board plans, Sustainable Procurement Framework, the Auckland Unitary Plan, and the Waste Management and Minimisation Bylaw 2019.

35. The waste plan 2024 continues a Zero Waste by 2040 vision originally set out in Auckland Council’s first Waste Minimisation and Management Plan in 2012. The waste plan 2024 has over 100 actions across 12 priority focus areas.

36. Waste disposal levy funds are used by Auckland Council to deliver a range of council’s waste minimisation activities and actions set out in its waste plan 2024, including the provision of a Waste Minimisation and Innovation Fund, community engagement programmes managed by council’s Wastewise team, and various projects to reduce waste.

Tātaritanga me ngā tohutohu

Analysis and advice

Process to develop council’s submission

37. Staff are in the process of reviewing the consultation document and coordinating a response. Thorough consideration of the scope and implications of the proposed amendments is required before well-defined advice and detailed feedback can be provided to the proposed delegated elected members.

38. The council’s submission will be developed based on current policy positions articulated in council’s adopted plans and policies. Evidence and data gathered through the recent development of the waste plan 2024 will be used, along with reference to the council’s submission provided to the ministry in 2021 as part of the previous government’s consultation on waste legislation.

39. Staff are seeking via this report local board feedback. Mana whenua have also been invited to provide input on the council’s submission. Local board and mana whenua views will also involve drawing on relevant input received through the pre-engagement and consultation process to develop the waste plan 2024.

40. Further evidence and supporting positions will be obtained from subject matter experts across the Council Group.

41. Once developed, the council’s draft submission will be circulated to the delegated elected members for input, review and approval.

42. Staff will submit an approved submission through the Ministry’s Citizen Space portal before 11.59pm, 1 June 2025.

Preliminary advice on proposals

43. To support the process to gather feedback from elected members and the Council Group, a preliminary review of the proposals in the consultation document and consideration of potential implications for Auckland Council and the region is provided in a table in Attachment B. This preliminary analysis is expected to inform the general direction of council’s submission.

44. A summary of the main implications for Auckland Council from an initial review of the proposed legislative amendments is provided below.

Funding impact

· A new method is proposed to distribute levy funding to territorial authorities, to provide for a more equitable approach for the provision of levy funds to smaller councils. Instead of using only a population-based method, the proposed new method is to provide all authorities with a flat amount (based on distributing 20 per cent of the 50 per cent share allocated to all councils), and an amount that distributes the remaining 80 per cent of funds to councils based on a city or district’s population.

· This proposed calculation method would reduce the amount Auckland Council receives annually, compared to the current distribution method. Table 2 below shows the comparison between the actual funding amount Auckland Council received in FY 2023/2024 compared to the proposed funding model. The FY 2027/2028 projection illustrates the increase due to increased waste disposal levy rates under the current funding model, and the difference under the proposed new funding model. This shows that while the council will receive an additional $26.8 million over the four-year period from FY 2023/2024 (due to waste disposal levy rates increasing), the proposed new method would reduce the annual amounts the council would receive by $5 million and $10 million each year, depending on when such a proposal would be implemented.

Table 2. Estimated waste disposal levy funding under the proposed funding model

Auckland Council’s waste disposal levy funding	Actual FY 23/24 funding (annual)	Estimated 27/28 funding (annual)*	Funding difference from 23/24–27/28
Current method	$26.6m	$52.8m	$26.8m
Proposed method	$21.4m	$42.7m	$21.7m
Reduction	($5.2m)	($10.1m)	($5.1m)

*this is based on the total levy revenue that is generated from the total tonnages of waste disposed to landfills across the country, as well as population data within each territorial authority. Figures provided to council staff by ministry staff in late 2024.

· Increased levy rates between 2025 and 2027 will result in more revenue generated for central and local government. In the longer term, the proposed change in the method to distribute levy funds would continue to require close strategic and financial planning, especially if combined with the proposed broadening uses of the levy funds (refer Attachment B for details).

Extended Producer Responsibility (EPR) framework and implementation

· As EPR schemes develop under a proposed new regulatory framework, Auckland Council would benefit from shifting certain responsibilities for end-of-life waste to producers/consumers of products. However, the council would likely need to adapt its waste planning functions, waste collection and resource recovery systems, and associated community engagement programmes, to complement EPR schemes as they are designed and implemented.

Service delivery

· The proposed broadening of the range of environmental activities that the council could use waste levy funding for may result in changes to the current range of waste minimisation service provision and outcomes, especially if not offset by other waste initiatives being funded through other means (e.g. private sector resource recovery initiatives or implemented ERP schemes) and in the absence of having a clear decision-making framework to help assess competing priorities.

· The proposals to have minimum obligations for territorial authorities to enable household waste and recycling services and making it a discretionary requirement to provide litter bins in public places, may require the council to review the various delivery models used across the region.

· There are also potential future cost implications for the council and its CCOs services (in particular, Watercare) in relation to a proposed amendment that could require waste-to-energy plants to be subject to a waste disposal levy. However, the consultation document is not clear on the types of waste to energy facilities that would have to pay the levy. Potentially, this may include the Ecogas facility processing Auckland’s kerbside food scraps. For Watercare, a levy on waste-to-energy facilities would be a significant factor to consider as it explores future options to manage biosolids generated at its Māngere Wastewater Treatment Plan. Further clarifications of the proposals, and implications, are required.

Compliance, monitoring and enforcement framework for mismanaged waste

· The proposed compliance framework and integration of provisions into legislation to address issues with ‘mismanaged waste’ (including litter, dumping, and waste that has the potential to escape a site) would support key issues and actions contained within the council’s waste plan 2024. It may also require assessment of the council’s enforcement capacity, and the potential for additional resources to implement such changes.

Access to and management of waste data

· Proposed amendments to enhance data on mismanaged waste and ERP schemes would help inform the council’s planning and decision-making processes but may also necessitate potential investment in systems to collect, manage, and share with regulators specific data on waste issues and activities.

Strategic alignment

· The council’s waste plan 2024 largely aligns with the proposed legislative amendments. However, as the proposed amendments, decision-making frameworks, and regulatory changes are further clarified and developed, the implementation of the waste plan 2024 may require further review.

Timeframe for the consultation

45. The timeframe for feedback and submission on the consultation document is provided in Table 3.

Table 3. Timeframe milestones for consultation

Milestone	Date
Consultation document released	22 April 2025
Online briefing for local board members	19 May 2025
Deadline for incorporated feedback	22 May 2025
Deadline for appended feedback	30 May 2025 – 12pm
Consultation period closes	1 June 2025
Copy of final council submission circulated to Governing Body members, local board members and Houkura.	2 June 2025

Tauākī whakaaweawe āhuarangi

Climate impact statement

46. The disposal and treatment of waste comprises around four per cent of Auckland’s gross greenhouse gas emissions.

47. The main source of greenhouse gas emissions associated with the disposal and treatment of waste is the release of bio-genic methane from landfills (generated from organic waste, such as garden waste, timber, food scraps, biosolids, paper or cardboard). Lesser contributions to New Zealand’s waste-sector emissions arise from wastewater treatment, incineration and open burning, and biological waste treatment (composting).

48. Emissions associated with the transportation of waste materials are not categorised within waste-sector emissions. Rather, these contribute to emissions from the transport sector. Embodied emissions contained within wasted products (i.e. emissions generated across the lifecycle of a product) are also not included within the four per cent of gross emissions associated with waste treatment or disposal.

49. The consultation document is not explicit in how the proposed amendments intend to respond to impacts from climate change. However, there are implicit connections made between reducing emissions by achieving waste minimisation outcomes (e.g. through proposals to strengthen EPR outcomes), and by adapting to the impacts of climate change through broadening the scope of activities that waste levy funds can be used for (e.g. for costs associated with managing emergency waste, remediating closed landfill sites which may be vulnerable to extreme weather events, or investing in “activities that reduce environmental harm or increase environmental benefits” which is broad in nature and could be interpreted as including climate change mitigation or adaptation activities).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50. Feedback on the consultation document will be sought from subject matter experts across relevant council departments and CCOs, including Waste Solutions, Finance, Parks and Community Facilities, Auckland Transport and Watercare.

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

Local impacts and local board views

Local impacts

51. The potential local impacts from the proposed amendments will be considered as part of the council’s submission, however it is expected that the proposed legislative changes will impact local communities in various ways, including the following key points.

· Introducing extended producer responsibility schemes would have an impact on people’s purchasing choices and waste minimisation behaviours. The implementation of schemes could lead to changes in product design to minimise waste, or the provision of new collection systems and differing financing arrangements, that could result in new resource recovery, reuse, or recycling infrastructure within the Auckland region.

· Stronger controls to monitor and enforce ‘mismanaged waste’ would mean local ‘Litter Control Officers would gain enhanced powers to address litter and illegal dumping, and this would potentially improve Auckland’s ability to reduce negative issues associated with litter and illegal dumping

· Broadening the use of waste levy funding for activities that ‘reduce environmental harms or increase environmental benefits’ may present an opportunity for local boards to respond to local environmental issues. This would need to be supported by a clear decision-making framework on how the use of waste levy funding gets accessed across the Council Group without compromising the strategic objectives and goals of the council’s waste plan 2024.

Local boards

52. Local boards provided strong direction through the development of the waste plan 2024 and the council’s 2021 submission on government waste policy and legislation. These views will help to inform the submission.

53. Local board views received will be either incorporated within the report or appended to the submission, depending on when they are able to provide views.

Tauākī whakaaweawe Māori

Māori impact statement

54. Staff have contacted Houkura and are seeking to engage with iwi through the Mana Whenua Resilience and Infrastructure forum to alert them to this public consultation and the opportunity to input on council’s submission. Staff will do the same for the Tāmaki Makaurau mana whenua entities.

55. Feedback expressed to the council on previous related submissions, and through the engagement process to develop the draft waste plan 2024 will be incorporated into the development of this submission where relevant.

Ngā ritenga ā-pūtea

Financial implications

56. The submission will be developed as part of the council’s business-as-usual central government advocacy activity.

57. As the consultation is on proposed legislation changes, it is not yet possible to quantify the budgetary consequences for the council. However, as highlighted the consultation document proposes changes to the amount of waste disposal levy funding Auckland Council currently receives and on what activities the funding can be used for.

58. The potential financial implications for the council will be further considered as part of the council’s submission.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

59. There is a minimal risk in making a submission to the Ministry for the Environment consultation document.

60. Potential risks to the council arising from strategy and legislation changes will be considered as part of the council’s submission.

Ngā koringa ā-muri

Next steps

61. Local board resolutions on the government’s proposed amendments to waste legislation will be included in the Auckland Council submission on this matter.

62. Below are the key dates for input into the submission.

· 22 May 2025: deadline for feedback to be considered in the council’s submission.

· 30 May 2025 12 pm: final date for any formal local board feedback to be appended to the submission.

· 30 May 2025: final submission will be approved by delegated members subject to Policy and Planning Committee 15 May 2025 meeting.

· 2 June 2025: final submission will be circulated retrospectively to Governing Body members, Houkura and local board members.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Summary of proposals and consultation questions	151
b ⇩	Preliminary assessment of proposed amendments and implications for Auckland Council	159