1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

Specifically, members are asked to identify any new interests that they have not previously disclosed and any interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of elected members of the Whau Local Board:

Member	Organisation	Position
Kay Thomas	New Lynn Citizens Advice Bureau	Volunteer
	Citizens Advice Bureau Waitākere Board	Deputy Chair
	Literacy Waitākere	Board Member
	West Auckland Heritage Conference	Committee Member
	Whau Ethnic Collective	Patron
	Whau Wildlink Network	Member
Fasitua Amosa	Equity NZ	Vice President
	Massive Theatre Company	Board Member
	Avondale Business Association	Family Member is Chair
	Silo Theatre Trust	Board Member
Ross Clow	Portage Licensing Trust	Trustee
	Te Whau Coastal Walkway Environmental Trust	Patron
	Bay Olympic Sports Club	Life Member
	Forest and Bird Society	Member
	Waitākere Ranges Protection Society	Member
	New Lynn Heritage Protection Society	Member
	Trust Community foundation Limited	Trustee
	Karekare Surf Lifesaving Club	Member
	Libraries	Family Member is Librarian
Catherine Farmer	Avondale-Waterview Historical Society	Member
	Blockhouse Bay Historical Society	Member
	Blockhouse Bay Bowls	Patron
	Forest and Bird organisation	Member
	Grey Power	Member
Sarah Paterson-Hamlin	New Zealand Down Syndrome Association	Employee
Sarah Paterson-Hamlin	Raukatauri Music Therapy Trust	Employee
Warren Piper	New Lynn RSA	Associate Member
Warren Piper	New Lynn Business Association	Member
Valeria Gascoigne	Visionwest	Employee

External Organisations	Lead	Alternate
The Avondale Business Association	Kay Thomas	Ross Clow
The Blockhouse Bay Business Association	Warren Piper	Sarah Paterson-Hamlin
The New Lynn Business Association	Warren Piper	Kay Thomas
The Rosebank Business Association	Warren Piper	Fasitua Amosa
The Whau Coastal Walkway Environmental Trust	Ross Clow	Sarah Paterson-Hamlin

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Whau Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Wednesday, 23 April 2025, and the extraordinary minutes of its meeting, held on Wednesday, 30 April 2025, including the confidential section, as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Whau Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation: Titirangi Festival of Music 2025

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Dixon Nacey on plans to move the significant part of the Titirangi Festival of Music 2025 event to the Whau local board area.

Whakarāpopototanga matua

Executive summary

2. Dixon Nacey will be presenting on the Titirangi Festival of Music 2025, and its plans to move the Marquis event (a 3-headline concert) from the Titirangi War Memorial Hall to The Hollywood Avondale.

3. The primary goals of the deputation are to explore the possibility of a partnership with the Whau Local Board in supporting and funding some key parts of the 2025 event, including promotion, production or artist costs.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whiwhi / receive the presentation and thank Dixon Nacey for his attendance.

8.2 Deputation: Ritu Choudhary - BreastScreen

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Ritu Choudhary from BreastScreen Aotearoa, on the upcoming visit of the BreastScreen Mobile Unit to Avondale from September to October 2025.

Whakarāpopototanga matua

Executive summary

2. Ritu Choudhary, Health Promotion Recruitment and Retention Advisor at BreastScreen Aotearoa, will be presenting on the upcoming visit of the BreastScreen Mobile Unit to Avondale and the ongoing issue of low breast screening participation in the area.

3. The primary goals of the deputation are to to seek support from the board in promotion of the free breast screening programme through local communication channels, identification or connection with local groups, leaders, or events where awareness can be raised, and advocacy for increased access and awareness around breast health services in the Whau area.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whiwhi / receive the presentation and thank Ritu Choudhary from BreastScreen Aotearoa for her attendance.

8.3 Deputation: Blockhouse Bay Bowling Club

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Esther Eu and Stephen Clifton of Blockhouse Bay Bowling Club on the club’s activities and aspirations.

Whakarāpopototanga matua

Executive summary

2. Esther Eu, President of Blockhouse Bay Bowling Club, and Stephen Clifton, Club Manager, will be presenting to the board on the club’s activities and aspirations

3. The primary goals of the deputation are to inform the board on the Blockhouse Bay Bowling Club ‘s aspirations to grow and share its facilities with the community, to seek support from the board in connecting with other community groups, and to invite the board to visit the club’s facilities.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whiwhi / receive the presentation and thank Esther Eu and Stephen Clifton for their attendance.

8.4 Deputation: Avondale Racecourse

Te take mō te pūrongo

Purpose of the report

1. To receive a deputation from Jaclyn Bonnici from I Love Avondale on the group’s last few months of advocacy mahi in relation to the Avondale Racecourse.

Whakarāpopototanga matua

Executive summary

2. Jaclyn Bonnici from I Love Avondale, will be presenting to the board on the group’s last few months of advocacy mahi in relation to the Avondale Racecourse.

3. The primary goals of the deputation are to provide an update to the board on the group’s advocacy on the racecourse land and to point out any potential opportunities to work together.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whiwhi / receive the presentation and thank Jaclyn Bonnici for her attendance.

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Ngā Pānui mō ngā Mōtini | Notices of Motion

Under Standing Order 2.5.1 (LBS 3.11.1) a Notice of Motion has been received from Member S Patterson-Hamlin for consideration under item 12.

No.	Title	Page
a ⇩	Notice of Motion - Member Sarah Paterson-Hamlin - Election Access Fund extension	13

No.	Title	Page
a ⇩	Ward Councillor Kerrin Leoni's Report - April-May 2025	19

Whau Local Board

28 May 2025

Lease renewals for Auckland Kindergarten Association in Green Bay, Blockhouse Bay and New Lynn

File No.: CP2025/10182

Te take mō te pūrongo

Purpose of the report

1. To approve community lease renewals to the Auckland Kindergarten Association Incorporated for kindergartens located at:

a) 5 Exminster Street, Blockhouse Bay

b) 10 La Rosa Street, Green Bay, La Rosa Garden Reserve

c) 10 Ambrico Place, New Lynn.

Whakarāpopototanga matua

Executive summary

2. Auckland Council has received three renewal of lease applications from the Auckland Kindergarten Association (AKA) for kindergartens located in Blockhouse Bay, Green Bay and New Lynn, respectively. Since 2010, the three sites have been ground-leased to AKA at a nominal rent of $1.00 plus GST per annum (if demanded) which has not been requested to date. Site plans for each site are attached to the report as attachments A, B and C.

3. AKA currently holds three community ground leases which commenced on 1 April 2015 for an initial term of ten years with one-year right of renewal. AKA has applied to exercise its right of renewals pursuant to the three deeds of lease. If granted, the renewals will reach final expiry on 31 March 2035.

4. The progression of the three renewals were identified and approved by the Whau Local Board as part of the Customer and Community Services Work Programme 2024/2025 at its 26 June 2024 local board meeting (resolution WH/2024/68).

5. AKA has provided all required information including financial details, showing that it has sufficient funds that is being managed appropriately. AKA has all the necessary insurance cover, including public liability insurance, in place.

6. Staff have assessed the renewal applications and all conditions of the renewals have been met by AKA. Site visits were undertaken on 28 March 2025 at all three kindergartens and observed that the kindergartens are well-maintained and in good condition. All maintenance and operational costs for each facility are borne by the AKA.

7. This report recommends that lease renewals be granted to the Auckland Kindergarten Association for the kindergartens located at:

a) 5 Exminster Street, Blockhouse Bay

b) 10 La Rosa Street, Green Bay, La Rosa Garden Reserve

c) 10 Ambrico Place, New Lynn.

8. The three deed of leases contain a rent review clause which is applicable upon the renewal date of 1 April 2025. Staff have assessed AKA’s financials and recommend the Whau Local Board implement a rent review of $1,300 plus GST per annum per lease as outlined in the Community Occupancy Guidelines 2012 (updated July 2023).

9. If the local board decides to grant the proposed lease renewals, staff will work with AKA to finalise the renewal documents.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whakaae / grant a lease renewal to the Auckland Kindergarten Association Incorporated for an area comprising approximately 1,540m² located at 5 Exminster Street, Blockhouse Bay on the land legally described as Lots 36, 37 and 38 on Deposited Plan 42510 (as per Attachment A – Blockhouse Bay Kindergarten Site Plan), subject to the following terms and conditions:

i) term – ten years, commencing 1 April 2025 pursuant to the right of renewal in the original deed of lease

ii) rent – $1,300 plus GST per annum

iii) all other terms and conditions in accordance with the Local Government Act 2002, the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023) and the Auckland Council standard form community lease agreement

b) whakaae / grant a lease renewal to the Auckland Kindergarten Association Incorporated for an area comprising approximately 1,171m² located at 10 La Rosa Street, La Rosa Garden Reserve, Green Bay on the land legally described as Section 1 SO 70380 (as per Attachment B – Green Bay Kindergarten Site Plan), subject to the following terms and conditions:

i) term – ten years, commencing 1 April 2025 pursuant to the right of renewal in the original deed of lease

ii) rent – $1,300 plus GST per annum

iii) all other terms and conditions in accordance with the Reserves Act 1977, the Local Government Act 2002, the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023) and the Auckland Council standard form community lease agreement.

c) whakaae / grant a lease renewal to the Auckland Kindergarten Association Incorporated for an area comprising approximately 1,338m² located at 10 Ambrico Place, New Lynn on the land legally described as Lot 1 on Deposited Plan 511801 (as per Attachment C – New Lynn Kindergarten Site Plan), subject to the following terms and conditions:

i) term – ten years, commencing 1 April 2025 pursuant to the right of renewal in the original deed of lease

ii) rent – $1,300 plus GST per annum

Horopaki

Context

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

11. The Whau Local Board approved the Customer and Community Services Work Programme 2024-2025 at its local board meeting on 26 June 2024 local board meeting (resolution WH/2024/68).

12. The progression of the three lease renewals to the Auckland Kindergarten Association Incorporated are part of the approved work programme.

13. Detailed information regarding each lessee, land, building and leases is noted in Table 1 below.

Table 1: Information about land, building, lease and lessee

Site name	Blockhouse Bay Kindergarten	Green Bay Kindergarten	New Lynn Kindergarten
Street address and suburb	5 Exminster Street, Blockhouse Bay	10 La Rosa Street, La Rosa Garden Reserve, Green Bay	10 Ambrico Place, New Lynn
Legal description with lot and DP number	Lots 36, 37 and 38 on Deposited Plan 42510	Section 1 SO 70380	Lot 1 on Deposited Plan 511801
Land classification	Held under the Local Government Act 2002	Local Purpose Reserve, subject to Reserves Act 1977	Held under the Local Government Act 2002
Building ownership	Group owned	Group owned	Group owned
Name of community group	Auckland Kindergarten Association Incorporated	Auckland Kindergarten Association Incorporated	Auckland Kindergarten Association Incorporated
Area of proposed lease	1,540 square meters (approximately)	1,171 square meters (approximately)	1,338 square meters (approximately)
Current lease commenced on	1 April 2015	1 April 2015	1 April 2015
Final term of lease expires on	31 March 2025	31 March 2025	31 March 2025
Maintenance costs	Borne by the lessee	Borne by the lessee	Borne by the lessee
Activities currently being delivered from the building and benefits	Early childhood kindergarten where children learn, play, explore and develop	Early childhood kindergarten where children learn, play, explore and develop	Early childhood kindergarten where children learn, play, explore and develop

Tātaritanga me ngā tohutohu

Analysis and advice

14. Under the Community Occupancy Guidelines 2012 (updated July 2023), if council is satisfied that a community group is meeting its objectives and fulfilling its obligations, the right of renewal can be exercised.

15. The Auckland Kindergarten Association Incorporated is exercising its right of renewals for the three kindergartens pursuant to clause three in the respective deeds of lease.

Public notification and engagement

· Blockhouse Bay Kindergarten is held under the Local Government Act 2002. Granting a lease under this Act requires consultation per section 138. When the original lease was granted in 2015, public notification and iwi engagement was undertaken which included the ten-year right of renewal. This received no objections. As the proposed activity has not changed, further consultation is not required.

· Green Bay Kindergarten is leased under section 61 of the Reserves Act 1977 and classified as a local purpose reserve. Subsection 2A states that leases on local purpose reserves can be granted to kindergartens. Therefore, this renewal is consistent with the Reserves Act and does not require consultation.

· New Lynn Kindergarten is held under the Local Government Act 2002. Granting a lease under this Act requires consultation per section 138. When the original lease was granted in 2015, public notification and iwi engagement were undertaken which included the ten-year right of renewal. This received no objections. As the proposed activity has not changed, further consultation is not required.

Assessment of the applications

16. The Auckland Kindergarten Association Incorporated has submitted a comprehensive application supporting the three renewal requests and is able to demonstrate its ability to deliver childcare education services from its premises.

17. AKA has provided financial details which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities.

18. AKA has all necessary insurance cover, including public liability insurance and building insurance, in place.

19. AKA provides a valuable service to the local community by providing childcare services for children under the age of five. The kindergarten centres have gardens and natural outdoor spaces where children learn, explore and play. The kindergarten’s teachers work with children to introduce mathematical and science concepts as well as literacy, digital technology and sustainable practices, preparing them for primary education.

20. AKA promotes free-range play and physical activity in children and promotes regular excursions into the local community.

21. These activities promote the Whau Local Board Plan 2023:

Outcome	Objective
Our Places	Our communities are physically and socially connected. People feel safe, have a sense of ownership and pride, and enjoy spending time in our town centres, neighbourhood centres, parks, and open spaces.
Our Community	Accessible, inclusive facilities and services are provided in collaboration with our communities to enrich people’s lives at all stages and foster a sense of belonging. Individuals are aware of what is available to them, face fewer barriers to participation, and feel connected and supported.
Our People	Our diverse communities are supported, represented, respected, empowered, and able to thrive.

22. AKA works to uphold the spirit of Te Tiriti o Waitangi in each kindergarten by making its centres accessible, secular and welcoming to the wide diversity of children and families that attend its centres.

23. AKA values and promotes ongoing partnership between teaching teams and leadership staff with families of children. This supports the Whau Local Board Plan 2023’s Māori Outcomes and the Kia ora Tāmaki Makarau Outcome priority areas which include Kia ora te whānau – Whānau and tamariki wellbeing.

24. The Whau Local Economic Overview report prepared in 2022 by Tātaki Auckland Unlimited provides that Whau is one of Auckland’s most ethnically diverse local board areas with a population of 85,400 that is forecast to increase to 115,900 by 2048. Young people and children below the age of 15 make up 19 per cent of this population, suggesting a growing need to retain quality education services.

25. The Whau Open Space Network Plan 2019 also provides that the Whau Local Board has a greater proportion of children under the age of 5 than the rest of Auckland.

26. The provision of kindergarten services in the Whau Local Board area is contemplated in the omnibus New Lynn Reserve Management Plan 2010, as well as the Green Bay Domain Reserve Management Plan 1981 and the La Rosa Garden Reserve Management Plan 1981. This suggests that the services AKA provides are important and essential to the wellbeing and development of children residing in the Whau local board area.

Blockhouse Bay Kindergarten

27. The area proposed to be leased to AKA consists of approximately 1,540m²and is outlined in Attachment A – Blockhouse Bay Kindergarten Site Plan.

28. The land is described as Lots 36, 37 and 38 on Deposited Plan 42510. The land is leased under section 138 of the Local Government Act 2002 and subject to the provisions of this Act.

29. AKA has all necessary insurance cover, including public liability insurance and building insurance, in place. AKA also has a current warrant of fitness for this building.

30. The Blockhouse Bay centre has a large outdoor area for children where they play, explore and learn how to care for plants and gardens. This centre also has a large outdoor covered deck for children to use during the rain.

31. The Blockhouse Bay centre’s teachers are experienced in the Engage and Alert programmes to teach children self-regulation skills through play. Its teachers are also involved in the Incredible Years programme who, as part of the programme, are coached in the use of positive strategies to support children to overcome behavioural patterns resulting in learning barriers.

32. Children at the Blockhouse Bay centre participate in local excursions to local schools within the community including the Blockhouse Bay, New Windsor, Marshall Laing, Chaucer and Iqra schools.

33. Climate change has an unlikely potential to impact the proposed leases, as no part of leased areas or close proximity areas are located in a flood-sensitive or coastal inundation zone.

Green Bay Kindergarten

34. The area proposed to be leased to AKA consists of approximately 1,171m²and is outlined in Attachment A – Green Bay Kindergarten Site Plan.

35. The land is described as Section 1 SO 70380. The land is classified as a local purpose reserve and subject to the provisions of the Reserves Act 1977. The group’s activities are consistent with the land use.

36. AKA has all necessary insurance cover, including public liability insurance and building insurance, in place. AKA also has a current warrant of fitness for this building.

37. The Green Bay centre is nestled alongside La Rosa Gardens with the kindergarten’s backyard looking onto the community space. The early learning environment has a range of comfortable spaces, both indoors and outdoors, allowing children to explore their interests in small groups or as individuals.

38. The Green Bay centre has an open-door policy welcoming parents to share in their child’s journey. The teaching team consists of five qualified, registered teachers. This centre is supported by an onsite administrator, teacher aid and student teacher.

39. Children at the Green Bay centre have a reciprocal relationship with the local school, Green Bay School which supports an easy transition post-kindergarten.

40. Climate change has an unlikely potential to impact the proposed leases, as no part of leased areas are located in a flood-sensitive or coastal inundation zone. The kindergarten is located on part of La Rosa Garden Reserve whose perimeter is indicated as a flood plain and flood prone area. However, given its distance to the kindergarten, it is unlikely to affect the leased area. See Figure 1 below.

Key:

Figure 1: Aerial view showing the leased area for Green Bay Kindergarten, 10 La Rosa Street, La Rosa Garden Reserve in relation to floor plains – leased area outlined in red.

New Lynn Kindergarten

41. The area proposed to be leased to AKA consists of approximately 1,338m²and is outlined in Attachment A – New Lynn Kindergarten Site Plan.

42. The land is described as Lot 1 on Deposited Plan 511801. The land is leased under section 138 of the Local Government Act 2002 and subject to the provisions of this Act.

43. AKA has all necessary insurance cover, including public liability insurance and building insurance, in place.

44. The New Lynn centre is located near Ambrico Historical Reserve with connections to the library, clay museum, retirement village and neighboring schools. These relationships are maintained through visits and outings.

45. The New Lynn centre provides a broad range of curriculum (Te Whāriki NZ Early childhood curriculum) which supports children’s holistic development.

46. The New Lynn centre is an Enviroschool – children in an enviroschool are empowered to design and lead sustainability projects in their early learning centres and wider community. This centre includes an orchard from which food is harvested, used in cooking and shared with the children’s families.

47. The New Lynn Kindergarten is located within a flood prone area – See Figure 2 below. Flood prone areas are low-lying areas where water can become trapped and collect during heavy rain, especially if the stormwater outlet is blocked or reaches capacity. The flood prone areas shown in the map have a 1 per cent chance of occurring or being exceeded in a given year.

Key:

Figure 2: Aerial view showing the leased area for New Lynn Kindergarten, 10 Ambrico Place, New Lynn – leased area outlined in red.

Outcome plans and occupancy agreements

48. Community Outcomes Plans for each proposed lease were drafted, agreed upon and attached to all three leases in 2015.

49. Staff recommend that the proposed lease renewals be granted to the Auckland Kindergarten Association Incorporated for the three kindergartens as per recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

50. Te Taruke-a-Tawhiri is Tāmaki Makaurau’s climate action plan. It sets out goals to reduce greenhouse gas emissions to reach net zero emissions by 2050 and prepare the region for the adverse impacts of climate change.

51. It is anticipated that activation of the buildings will result in an increase of greenhouse gas emission. However, the buildings host several children, teachers, staff and families which decreases overall energy use, as users will not consume energy at individual levels.

52. To improve environmental outcomes and mitigate climate change impacts, the council advocates that each 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.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

53. Council staff from within the Customer and Community Services Directorate have been consulted on the lease renewals. They are supportive of the proposed lease renewals.

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

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

Local impacts and local board views

55. The lease renewals will benefit the community by enabling initiatives that promote early childcare learning, development, sustainable practices and togetherness creating a stronger Whau community. The activities delivered from each facility benefits the Whau Local Board area and its surrounding communities.

56. The delivered activities align and support the Whau Local Board Plan 2023:

· Our Places– Our communities are physically and socially connected. People feel safe, have a sense of ownership and pride, and enjoy spending time in our town centres, neighbourhood centres, parks, and open spaces.

· Our People– Accessible, inclusive facilities and services are provided in collaboration with our communities to enrich people’s lives at all stages and foster a sense of belonging. Individuals are aware of what is available to them, face fewer barriers to participation, and feel connected and supported.

· Our Community– Our diverse communities are supported, represented, respected, empowered, and able to thrive.

Tauākī whakaaweawe Māori

Māori impact statement

57. The lessee has agreed, via Community Outcomes Plans in 2015, to deliver Māori Outcomes that reflect their local community. The Community Outcomes Plans were attached to the leases and forms part of the leases.

58. 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.

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

Ngā ritenga ā-pūtea

Financial implications

60. Staff have consulted with the Financial Strategy and Planning department of the council. No concerns were raised regarding the financial implications for the proposed lease renewals to the Auckland Kindergarten Association Incorporated.

61. Ongoing maintenance of the assets including operational costs will be covered by AKA.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

62. Should the local board resolve not to grant renewals, AKA’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

Ngā koringa ā-muri

Next steps

63. If the Whau Local Board resolves to the grant the proposed new community leases, staff will work with the Auckland Kindergarten Association to finalise each lease agreement in accordance with the local board decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Blockhouse Bay Kindergarten Site Plan	37
b ⇩	Attachment B - Green Bay Kindergarten Site Plan	39
c ⇩	Attachment C - New Lynn Kindergarten Site Plan	41

Ngā kaihaina

Signatories

Authors

Amirah Rab - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Adam Milina - Local Area Manager

Whau Local Board

28 May 2025

Whau Local Grants Round Two 2024/2025 grant allocations

File No.: CP2025/08285

Te take mō te pūrongo

Purpose of the report

1. To provide the Whau Local Board with information on applications in 2024/2025 Whau Local Grants Round Two, and to enable a decision to fund, part fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in 2024/2025 Whau Local Grants Round Two (Attachment A).

3. The Whau Local Board adopted the Whau Local Grants Programme 2024/2025 on 22 May 2024. The document sets application guidelines for contestable grants submitted to the local board (Attachment B).

4. The Whau Local Board originally set a total community grants budget of $82,500.00 for the 2024/2025 financial year. A total of $12,270 was allocated to Quick Response Round One. A total of $41,230 was allocated to Local Grants Round One.

5. This leaves a total of $29,000 to be allocated to one Local grant round.

6. Forty-two applications were received for the Local Grants Round Two, requesting a total of $180,867.00.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) agree to fund, part-fund, or decline each application in 2024/2025 Whau Local Grants Round Two:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2521-201	New Zealand Institute of Chinese Calligraphy and Painting Inc	Arts and culture	Towards venue hire, volunteer allowance, office supplies, calligraphy and painting art exhibition	$5,000.00	Eligible
LG2521-202	English Language Partners NZ Trust	Community	Towards operational costs including utilities and office rent	$5,000.00	Eligible
LG2521-203	Auckland Kindergarten Association	Community	Towards toys for a new kindergarten at Blockhouse Bay	$2,539.00	Eligible
LG2521-204	Mr John Benedict Bernardo	Arts and culture	Towards venue hire, judge fees, DJ fees, MC fees, and prize money	$1,000.00	Ineligible
LG2521-208	Shager Ethiopian NZ	Community	Towards tutor wages for an after-school program	$6,000.00	Ineligible
LG2521-209	Shiloh Creative Life Centre Charitable Trust	Arts and culture	Towards artist fees, venue hire, administration, and marketing for art classes	$5,000.00	Eligible
LG2521-212	Age Concern Auckland Trust	Community	Towards salaries, venue hire, performers fee, promotional materials, transport, and refreshments for a seniors program	$5,000.00	Eligible
LG2521-213	Mr Graham Lionel Edwards	Community	Towards photocopying, distribution, and printing	$1,000.00	Ineligible
LG2521-217	Gujarati Samaj New Zealand Incorporated	Community	Towards the costs of a kids summer camp, sports, and cultural activities	$5,000.00	Eligible
LG2521-218	Amitabha Hospice Service Trust	Community	Towards petrol vouchers	$5,000.00	Eligible
LG2521-219	Mr M P Cooray	Arts and culture	Towards Display Boards and venue Hire of New Lynn Community centre to organize the New Lynn Art Expo	$2,000.00	Eligible
LG2521-220	Habitat for Humanity Northern Region Limited	Community	Towards Winter Warmer Packs to support low-income community members	$5,000.00	Eligible
LG2521-222	Sola Ltd	Environment	Towards research, presentation, analysis, and stakeholder engagement	$4,980.00	Eligible
LG2521-223	Blockhouse Bay Historical Society Incorporated	Historic Heritage	Towards printing and framing	$4,700.00	Eligible
LG2521-226	Girls Brigade - West Auckland Area	Community	Towards leadership training registration	$1,000.00	Ineligible
LG2521-228	The Yes And Trust	Arts and culture	Towards design, print, and tutor fees for the Covert Theatre in Grey Lynn	$5,000.00	Eligible
LG2521-230	Zeal Youth Trust Aotearoa - West Auckland	Community	Towards wages, project planning, admin, promotion, prizes, catering, and reporting	$4,353.00	Eligible
LG2521-231	Junk2Go Ltd	Environment	Towards stencils, sacks, frames, and bag holders for a recycling projecy	$4,160.00	Eligible
LG2521-232	Pet Whisperer Rescue Trust	Environment	Towards cat desexing, microchipping, registration, and euthanasia	$5,000.00	Eligible
LG2521-233	Glass Ceiling Arts Collective Limited	Arts and culture	Towards tutor fees, venue hire, and t shirts for performing arts classes	$5,000.00	Eligible
LG2521-234	Youthline Auckland Charitable Trust	Community	Towards clinical supervision and telecomms costs for the Youthline helpline service	$5,000.00	Eligible
LG2521-235	Big Buddy Mentoring Trust	Community	Towards office rent, psyche assessments, advertising, and supervision costs for operating a mentoring programme	$5,000.00	Eligible
LG2521-238	Sea of Trees Limited	Arts and culture	Towards technician and gear hire, advertising, lighting, and film distribution	$5,000.00	Eligible
LG2521-240	Blockhouse Bay Community Church	Events	Towards equipment hire, signage, reusable bags, cleaner, and security for the Blockhouse Bay Christmas Market	$5,000.00	Eligible
LG2521-242	Pea-Knuckle Productions Limited	Events	Towards sound, security, lighting, entertainment, posters, production fee, venue hire, and bubble machines	$5,000.00	Eligible
LG2521-243	New Settlers Family and Community Trust	Community	Towards tutor costs, venue hire, refreshments and language resources	$5,000.00	Eligible
LG2521-246	Life Education Trust Auckland West	Community	Towards Harold the Giraffe school visits in the Whau area	$3,000.00	Eligible
LG2521-247	Mothers Helpers	Community	Towards salaries and contractor fees	$4,950.00	Eligible
LG2521-248	The UpsideDowns Education Trust	Community	Towards speech therapist fees	$5,000.00	Eligible
LG2521-250	Hamsa Ltd	Community	Towards salaries, workshops, and facilitator fee	$5,000.00	Eligible
LG2521-253	Avondale Business Association	Historic Heritage	Towards plaque restoration	$1,725.00	Ineligible
LG2521-255	Re-Creators Charitable Trust	Environment	Towards admin, prep and materials, marketing, project management, tutor, rent, and storage	$4,960.00	Ineligible
LG2521-260	The Peyvand Academy Trust	Arts and culture	Towards workshops, bouncy castles, entertainer fee, catering, gifts, costumers, and photos	$5,000.00	Eligible
LG2521-263	Miss Samoa NZ	Arts and culture	Towards venue hire, marketing, and choreographer	$5,000.00	Eligible
LG2521-264	West Auckland Resource Centre Trust	Community	Towards salary for a centre coordinator role	$5,000.00	Eligible
LG2521-268	Kelston Community Hub Incorporated	Community	Towards wages, soil, and seeds	$5,000.00	Eligible
LG2521-269	The Crescendo Trust of Aotearoa	Arts and culture	Towards fees for professional mentoring services for a youth music mentoring programme	$5,000.00	Eligible
LG2521-271	Avondale Intermediate School Board of Trustees	Sport and recreation	Towards shade sail installation	$5,000.00	Eligible
LG2521-272	Karenni Association of New Zealand Inc	Arts and culture	Towards hall venue hire, catering, and prizes	$5,000.00	Eligible
LG2521-273	Mr Han Hee Lee	Events	Towards venue hire	$1,000.00	Ineligible
LG2521-274	Mylaunchpad Limited	Arts and culture	Towards Artist fees, equipment hire, and promotional materials	$3,500.00	Eligible
Total				$175,867.00

Horopaki

Context

7. 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.

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

9. 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.

10. The Whau Local Board adopted its grants programme for 2024/2025 on 22 May 2024 (Attachment B). The document sets application guidelines for contestable grants.

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

Tātaritanga me ngā tohutohu

Analysis and advice

12. 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 Grants Programme criteria. The eligibility of each application is identified in the report recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by 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; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

15. 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

16. Local boards are responsible for the decision-making and allocation of local board community grants. The Whau Local Board is required to fund, part-fund or decline these grants applications against the local board priorities identified in the Whau Local Board Community Grants Programme.

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

18. A summary of each application received through Whau Local Grants Round Two (refer Attachment A is provided.

Tauākī whakaaweawe Māori

Māori impact statement

19. 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 Ngā Mātārae has provided input and support towards the development of the community grants processes.

Ngā ritenga ā-pūtea

Financial implications

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

21. The Whau Local Board adopted the Whau Local Grants Programme 2024/2025 on 22 May 2024. The document sets application guidelines for contestable grants submitted to the local board (Attachment B).

22. The Whau Local Board originally set a total community grants budget of $82,500.00 for the 2024/2025 financial year. A total of $12,270 was allocated to Quick Response Round One. A total of $41,230 was allocated to Local Grants Round One.

23. This leaves a total of $29,000 to be allocated to one Local grant round.

24. Forty-two applications were received for the Local Grants Round Two, requesting a total of $180,867.00.

25. 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

26. 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

27. Following the Whau Local Board allocation of funding, the grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau Local Grants Round Two 2024/2025 Application Summary	51
b ⇩	Whau Local Board Grants Programme 2024/2025	283

Ngā kaihaina

Signatories

Authors

Vincent Marshall - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Adam Milina - Local Area Manager

Whau Local Board

28 May 2025

No.	Title	Page
a ⇩	Whau Local Board Grants Programme 2025/2026	295

Whau Local Board

28 May 2025

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

File No.: CP2025/02952

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 Avondale, Blockhouse Bay, New Lynn, and Rosebank 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 the council’s Annual Plan and budget 2025/2026 process to set the BID targeted rates for 2025/2026.

7. Whau 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
Avondale Business Association Inc.	$161,238.00	Yes
Blockhouse Bay Business Association Inc.	$87,846.00	Yes
New Lynn Business Association Inc.	$238,942.57	Yes
Rosebank Business Association Inc.	$507,000.00	Yes

8. Staff recommend that the local board supports the Avondale, Blockhouse Bay, New Lynn, and Rosebank Business Improvement Districts receiving their targeted rate grant for 2025/2026 set by the Governing Body.

Ngā tūtohunga

Recommendation/s

That the Whau 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) $161,238.00 for Avondale BID

ii) $87,846.00 for Blockhouse Bay BID

iii) $238,942.57 for New Lynn BID

iv) $507,000.00 for Rosebank 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 BID’s 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 and 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.

Whau Local Board BID Targeted Rates 2025/2026

26. Whau 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
Avondale Business Association Inc.	$161,238.00	$154,000.00	4.7%
Blockhouse Bay Business Association Inc.	$87,846.00	$79,860.00	10%
New Lynn Business Association Inc.	$238,942.57	$231,983.00	3%
Rosebank Business Association Inc.	$507,000.00	$495,000.00	2.4%

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 nine BIDs with income under the $120,000 minimum 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.

Whau Local Board BIDs

37. Using the documents and information submitted, the BID Team is satisfied that the Avondale, Blockhouse Bay, New Lynn, and Rosebank 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. Avondale, Blockhouse Bay, New Lynn, and Rosebank BID programmes best align with the Whau Local Board Plan 2023, Outcome: Our economy: Effective partnerships that leverage work to support economic development and sustainable local business.

44. Recommending that the Governing Body sets the targeted rates for Avondale, Blockhouse Bay, New Lynn, and Rosebank 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 BID.

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 Avondale, Blockhouse Bay, New Lynn, and Rosebank BIDs.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	BID Policy Requirements Summary	311
b ⇩	Avondale BID Goverance Declaration	315
c ⇩	Blockhouse Bay BID Governance Declaration	317
d ⇩	New Lynn BID Goverance Declaration	319
e ⇩	Rosebank BID Goverance Declaration	321

Ngā kaihaina

Signatories

Authors

Gill Plume - BID Senior Advisor

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager CCO/External Partnerships team

Anna Bray - General Manager Group Strategy, Transformation and Partnerships

Adam Milina - Local Area Manager

Whau Local Board

28 May 2025

Endorsement of Waitematā Harbour West Peninsula Shoreline Adaptation Plan for the Kelston, New Lynn and Avondale areas

File No.: CP2025/08282

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

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

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

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

5. The shoreline adaptation plan for Waitematā harbour west (Attachment B and C) has been informed by:

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

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

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

6. Unit 13 of the Waitematā Harbour West Shoreline Adaptation Plan (Attachment C) is within the Whau Local Board area.

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

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

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

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

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

9. Across unit 13 within the Whau local board area, the following shoreline adaptation strategies are proposed:

· Maintain strategy can be utilised to manage risk over all climate scenarios for most of the coastline. This is reflective of the lower energy nature of the coast and prevalence of ecological areas within the Whau inlet.

· No Action is identified for private property or areas of coast with limited council owned or assets exposed.

· Protect strategy has been applied, for the low and moderate climate scenarios, to the coastal margins of Kelston Archibald and State Highway 16. This strategy is reflective of existing coastal protection measures and/or the need to maintain existing infrastructure, key elements of the regional transport network and community uses within these areas.

· Adaptation Priority strategy has been identified under the high climate change scenario for sections of coastline within New Lynn (Ken Maunder Park) and Kelston (Archibald Park). Adaptation priority signals the need to consider how risk to assets (including closed landfills) and highly valued uses can continue to be managed with ongoing sea level rise and increasing inundation hazards (from the catchment and the coast).

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

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

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

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

14. The Henderson-Massey, Kaipātiki, Rodney, Upper Harbour, Waitematā and Albert-Eden 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.

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

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

Horopaki

Context

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

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

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

19. The Auckland Council and council controlled organisation owned coastal land and assets considered by the shoreline adaptation plan 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 council controlled organisation.
	Community facility assets. Such as buildings, parks infrastructure, facilities or closed landfills
	Water assets including stormwater, potable water and wastewater.
	Roads, transport networks (such as shared pathways, cycleways busways and ferry and train infrastructure) which are owned or managed by Auckland Council or Auckland Transport.

Table 1: Categories used to group Auckland Council and council controlled organisation owned coastal land and assets considered within each shoreline adaptation plan

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

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

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

· 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.

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

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

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

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

· Low climate change scenario: present day hazards including a one per cent annual exceedance probability (annual exceedance probability) catchment flooding and coastal inundation 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.

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

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

Maintain

A blue square with a white and black tool

AI-generated content may be incorrect.

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

Protect

A purple and white shield

AI-generated content may be incorrect.

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

No action

A blue square with a logo and a flower

AI-generated content may be incorrect.

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

Adaptation priority area

A blue flag with a white mark on it

AI-generated content may be incorrect.

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

Figure 1: Adaptation strategies for the shoreline adaptation plans

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

· 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 Peninsula Shoreline Adaptation Plan

28. The Waitematā Harbour West Shoreline Adaptation 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 Introduction to Shoreline Adaptation Plan area (Attachment B).

29. Within the Shoreline Adaptation Plan, one of 16 units are located within the Whau local board area. This unit is outlined in Volume 3 Waitematā Harbour West Shoreline Adaptation Plan Unit 13 (Attachment C):

What is happening? Coastal hazards and climate change

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

31. 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).

32. 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 one per cent annual exceedance probability catchment flooding and coastal inundation 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 1 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: 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.

33. A detailed view of the hazard scape is included in Volume 3 (Attachment C) for each unit. Key areas of note in relation to Unit 13 are as follows:

· The Whau River shoreline and the bay to the south of the Northwestern Motorway causeway in Unit 13 is a very low energy environment. The estuarine shoreline has low risk to coastal erosion due to ongoing wetting and drying of the coastal edge during king tide events. The coastal environment in this unit is generally characterised by shallow intertidal flats and dense mangrove vegetation. There are many side inlets branching from the main channel of the Whau River.

· Existing coastal protection structures can be found along this section of coastline, which mainly consist of retaining structures around the edge of reclamations.

· Within this unit, Auckland Council land and assets most exposed to coastal flooding inundation is located around the lower-lying vegetated fringe of Archibald Park and Ken Maunder Park. While the greatest impact under high climate scenarios (with sea level rise) is predicted for Kanae / Queen Mary Reserve.

· Catchment flooding is an identified hazard for this unit. Several streams feed to the Whau inlet, have associated floodplain areas. The Blockhouse Bay / Lynfield catchment and Porters Stream in Glen Eden are identified under Auckland Council’s Blue Green network catchment programme. This unit includes properties, which following the 2023 storm events, are now categorised as high-risk. Decisions on the future use and management of this land is being dealt with separately under council’s storm-affected land use policy. Shoreline adaptation plans, as living documents, will be updated as decisions are made on the land.

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

34. 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).

35. The Waitematā Harbour West Shoreline Adaptation Plan area covers a large, well-established urban area, residential development and associated activities as well as more rural land within the western areas of the harbour. For Unit 13, urban areas include the residential areas of Kelston, New Lynn and Avondale, with New Lynn the main town centre and Rosebank Road a key area for commercial and industrial land uses. Major infrastructure traverses the unit area including state highway 16 and national grid corridors. Te Whau Pathway is a key project which will traverse the Whau coastal area. In addition to the Whau pathway, this unit features six coastal pathways.

36. Auckland council land and assets 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. Within unit 13, council assets include 11 closed landfills, which Auckland Council is responsible for managing under the Closed Landfill Asset Management Plan.

37. The Waitematā Harbour West shoreline adaptation plan area includes 1,306 sites publicly identified as having cultural and heritage value and significance. The Whau portage, between the Waitematā and Manukau harbours is also a significant cultural landscape for this unit. Additional cultural landscapes, values and sites may be present and further development of draft cultural statements, in response to the shoreline adaptation plan programme is anticipated.

Local input into local issues

38. The purpose of community engagement throughout shoreline adaptation plan development was 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).

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

· Ngā iwi o Tāmaki Makaurau, the 19 iwi of Tāmaki Makaurau, 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.

· Auckland Council’s Closed Landfill and Waste Solutions teams,

· programme level discussion with Transpower and New Zealand Transport Agency Waka Kotahi.

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

· The Waitematā Harbour west shoreline adaptation plan engagement included a series of 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 149 comments pinned to an interactive map for the Waitematā Harbour West Peninsula shoreline adaptation plan. AK Have Your Say received a total of 75 surveys. Feedback also included email submissions and direct discussion which was presented to the local boards.

41. 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).

42. 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 Whau local board area

43. 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

44. The Waitematā harbour west shoreline adaptation plan includes 123 coastal stretches, of which 12 are located within unit 13 of the Whau local board area. The recommended adaptation strategies are represented as pathways across the three coastal change scenarios previously outlined.

45. 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 Whau Local Board area has demonstrated that:

· Maintain strategy can be utilised to manage risk over all climate scenarios for most of the coastline. This includes supporting current interventions at the coast, such as existing protection structures and access ways. Maintain provides for the maintenance of activities and assets, utilising design and location to manage risks from coastal hazards. This is also reflective of the lower energy nature of the coast and prevalence of ecological features and areas within the Whau inlet.

· No Action is identified for private property or areas of coast with limited council owned or assets exposed.

· Protect strategy has been applied, for the low and moderate climate scenarios, to the coastal margins of Kelston, Archibald and State Highway 16, with this strategy reflective of existing coastal protection measures and/or the need to maintain existing infrastructure, key elements of the regional transport network and community uses within these areas. This includes critical roading networks (Northwestern Motorway) and links between urban areas, with Te Whau Pathway and Archibald to Onewherowhero/Brains Cycling Path located within stretch 13.2 (Kelston Archibald) providing highly valued access and coastal connectivity to the Kelston area. Protect is also identified for the high change scenario for the causeway motorway connection, noting that collaboration with the asset owner, New Zealand Transport Agency will be required.

· Adaptation Priority strategy has been identified under the high climate change scenario for sections of coastline within New Lynn (Ken Maunder Park) and Kelston (Archibald Park). Adaptation priority signals the need to consider how risk to assets (including closed landfills) and highly valued uses can continue to be managed with rising sea level rise and increasing inundation hazards (from the catchment and the coast). This ensures highly valued coastal access and community uses are considered alongside coastal character and the recreational enjoyment of the coast at these locations.

46. 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

47. The shoreline adaptation plan work programme is funded as part of council’s climate action package and is a core climate adaptation workstream. As global temperatures rise, Tāmaki Makaurau is predicted to experience between 0.6 metre and 1.5 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.

48. 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.

49. 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.

50. The Waitematā harbour west shoreline adaptation 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 plan will increase resilience by reducing exposure and vulnerability of assets in hazards zones.

51. 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

52. 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 shoreline adaptation plan.

53. 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.

54. 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.

55. 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

56. Initial workshops with the Whau Local Board commenced in June 2024, prior to planning for community engagement. Follow-up workshops were held to provide an update on what was heard through community engagement in late 2024.

57. In March 2025 workshops were held to seek feedback and direction on the development of adaptation strategies. Workshops prior to and during this time were also used to provide updates on the Manukau North shoreline adaptation plan, noting that engagement with the Whau Local Board in respect to Manukau North commenced in March 2023 and is ongoing.

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 Whau Local Board area used social pinpoint and an AK Have Your Say survey. Events local to this area include the Pt Chevalier Library drop in and the Te Atatū Library Drop in. Presentation sessions nearby took place at Hubwest, Henderson and Coxs’s Bay. Local community groups expressed an interest in coastal adaptation and approaches proposed for unit 13, noting engagement is ongoing with local community groups.

60. Community experiences of coastal hazards and inundation were reported for Ken Maunder Park, Rewarewa Esplanade Reserve, Durrant Place Reserve and other parks along the margin of Whau River.

61. Community members emphasised the need for holistic catchment management, including stormwater networks and coastal flows. They recognised the link between catchment flooding and coastal inundation, and supported collaborative adaptation planning—incorporating private land, community-led initiatives, and discussions on funding for protection, accommodation, or retreat strategies.

62. Key community values identified included:

· environmental protection and sustainability, seeking to safeguard natural landscapes and ecosystems (including shorebird habitats around Motu Manawa / Pollen Island)

· concerns for continued asset maintenance (especially for valued coastal walkways following damage)

· the need for improved coastal connections to and along the coast and provision of access to the water.

63. Overall, matters raised have been responded to through amendment to strategies and the inclusion of implementation notes in the volume 3 unit 13 (Attachment C). Confirming the key interest of the Whau Local Board and community include:

· ensuring that strategies reflect community use and experience of council coastal areas, reflected in the identification of protect strategy where the coast is modified to support coastal access and maintain 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 Whau Wildlink and Whau River restoration trust), local iwi and asset owners.

· other aspirations are reflected in volume 2 (Attachment B), in relation to cultural, ecological outcomes and support for local environmental groups and maintenance of cultural and historic heritage values and interest.

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

Tauākī whakaaweawe Māori

Māori impact statement

65. From the programme’s inception in 2021, the Shoreline Adaptation Plan Programme has been designed and developed with ngā hapū me ngā iwi o Tāmaki Makaurau. The programme principles which underpin this approach are included in volume 1 (Attachment A).

66. 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).

67. The Waitematā Harbour West shoreline adaptation plan area includes numerous known (and unknown) sites of significance, situated amongst the diversity of coastal tributaries/ streams, headlands and maunga. Those iwi who whakapapa to the area and/or expressed an interest in the Waitematā Harbour West shoreline adaptation plan kaupapa are:

Te Ākitai Waiohua,

Ngāi Tai ki Tāmaki,

Ngāti Whātua Orākei,

Ngaati Whanaunga.

Ngāti Maru

Ngāti Tamaterā

Te Kawerau ā Maki,

Ngāti Pāoa

Te Patukirikiri

Ngaati Te Ata Waiohua

68. 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 A, section 3.0). Further information may be included in cultural statements, to be held by iwi, which once finalised will inform implementation of the shoreline adaptation plans.

69. 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

70. 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.

71. 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.

72. 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.

73. 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

74. The risks and mitigations associated with the local boards endorsing the Waitematā Harbour West shoreline adaptation plan are outlined in Table 2 below:

Table 2: Risk identification and mitigations

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

Ngā koringa ā-muri

Next steps

75. Following endorsement from the Whau, Henderson Massey, Kaipātiki, Rodney, Waitematā and Albert-Eden local boards, the Waitematā Harbour West shoreline adaptation plan will be presented to the Planning and Policy Committee for approval.

76. Once approved, the Waitematā Harbour West shoreline adaptation 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.

77. 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 ⇩	Volume 1 Understanding the shoreline adaptation plans	337
b ⇩	Volume 2 Waitematā Harbour West: Introduction to the shoreline adaptation plan area	407
c ⇩	Volume 3 Waitematā Harbour West Shoreline Adaptation Plan: Unit 13	495

Ngā kaihaina

Signatories

Authors

Lara Clarke - Principal Coastal Adaptation Specialist

Sage Vernall - Senior Coastal Adaptation Specialist

Authorisers

Barry Potter - Director Resilience and Infrastructure

Adam Milina - Local Area Manager

Whau Local Board

28 May 2025

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

File No.: CP2025/10218

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 Whau 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	527
b ⇩	Preliminary assessment of proposed amendments and implications for Auckland Council	535

Ngā kaihaina

Signatories

Authors

Tania Utley - Senior Waste Planning Specialist

Nadine Wakim – Senior Waste Planning Advisor

Authorisers

Justine Haves - General Manager Waste Solutions

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Whau Local Board

28 May 2025

Auckland Council's Quarterly Performance Report: Whau Local Board for quarter three 2024/2025

File No.: CP2025/10532

Te take mō te pūrongo

Purpose of the report

1. To receive the Whau 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 Whau Local Board Plan outcomes.

4. Some key activity updates from this quarter are:

· ID 494 Youth development Whau. The Whau Youth Board (WYB) has had a great engagement from their recruitment for new members, has developed a plan to celebrate positive youth in the Whau using social media platforms, and has started plans for the 'Whau Youth Awards' with the aim to gain more community sponsorship.

· ID 497 Local implementation of Ngā Hapori Momoho (Thriving Communities strategic action plan). The new community broker for Whau commenced their role with a smooth transition, ensuring continuity of work and ongoing support for the community. Face-to-face meetings were held with local hubs, houses, and community groups to discuss budgets and community needs in preparation for developing the Whau Local Board Work Programme 2025/2026.

· ID 490 Diverse Participation: Ethnic voices Whau. The Whau Ethnic Collective (WEC) continues to foster cultural diversity and promote social inclusion across the community, organising events for Chinese New Year and Ramadan and co-hosting World of Cultures: Whau Cultural Diversity Day, showcasing cultural performances and reflecting the diverse communities in Whau.

· ID 17967 Avondale - develop new community centre and library - Te Hono. Enabling works awarded, deconstruction on site is in progress, and the main contract is under negotiation, with a new start date to be finalised with the steering group.

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. Net operating performance for Whau Local Board is five percent below budget for the nine months ended 31 March 2025. Operating expenditure is six percent below budget, and operating revenue is 23 per cent below budget. Capital expenditure is 23 per cent below budget year to date.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

Horopaki

Context

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

· Customer and Community Services

· Local Environmental;

· Auckland Emergency Management;

· Local Governance.

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

11. One hundred and three projects (96 per cent) are on track for delivery and three projects (three per cent) have some risk or issues which are being managed. There are no activities with significant issues.

12. ID 494 Youth development Whau (Amber). I Love Avondale is the service provider that coordinates the Whau Youth Board, Whau Youth Providers network and supports youth-led activations. In December 2024, the contract with I Love Avondale was renewed for six months, rather than the regular 12 months to align with the timing for local board considerations of its 2025/2026 work programme. The contract was allocated $17,200 for the six months, resulting in a remaining underspend of $24,766.

13. In quarter two, the Board approved the reallocation of $15,000 to activity ID 4074: Placemaking Community Whau, with this budget to be used to collaborate with local groups and schools to deliver additional placemaking activations in New Lynn, building youth capacity and leadership skills, and fostering a sense of belonging/ownership. The board also approved reallocation of the remaining $9,766 to activity ID 4380: Local Civic Events Whau to enable a larger community event for the Blockhouse Bay Library reopening.

14. The Whau Youth Board (WYB) has had a great engagement from their recruitment for new members, has developed a plan to celebrate positive youth in the Whau using social media platforms, including posting a short video featuring an oustanding young person each month, and has started plans for the 'Whau Youth Awards' with the aim to gain more community sponsorship. WYB is hoping to have a higher profile within the community and will use the I Love Avondale storytelling to reach out to potential sponsors.

15. ID 497 Local implementation of Ngā Hapori Momoho (Thriving Communities strategic action plan) In quarter three, face-to-face meetings were held with local hubs, houses, and community groups to discuss budgets and community needs in preparation for developing the Whau Local Board Work Programme 2025–2026. These engagements aimed to ensure the community has a strong voice in planning resource allocations, recognising the critical role they play in delivering outcomes aligned with the Whau Local Board Plan. Staff also met with Kai West to discuss their overarching strategy for West Auckland; with Leao Seve to better understand her work in emergency planning; and with local historian Lisa Truttman to explore ways of collating Whau’s historical materials into one accessible space.

16. ID 490 Diverse Participation: Ethnic voices Whau. Whau Ethnic Collective (WEC) continues to foster cultural diversity and promote social inclusion across the community. Key highlights this quarter include collaborating with Sports Hub in organsing an ethnic cultural celebration to mark Chinese New Year, and playing a key role in the larger Whau Chinese New Year 2025 Festival and Lunar New Year celebrations, encouraging the Chinese community to engage with other ethnic groups. In partnership with Welcoming Communities and Avondale Library, WEC hosted a Ramadan Storytime, commemorating the 6th anniversary of the Christchurch Mosque attacks. The event brought together 30 participants, fostering togetherness among families. WEC participated in the Kainga Ora Community Lane Open Day, connecting with residents. In collaboration with New Lynn Community Hub, New Lynn Square Sound, and Welcoming Communities, WEC co-hosted World of Cultures: Whau Cultural Diversity Day, showcasing cultural performances, reflecting the diverse communities in Whau.

17. ID 1332 Olympic Park Masterplan (Amber). This project was pending the findings from the velodrome investigations. The local board received consultants’ findings on the velodrome at its February business meeting and approved supporting the status quo option for the velodrome with minimal upgrades. Scope of works for an engineering assessment has been received from a consultant at the board’s request, with commencement pending budget approval from Community Facilities. Park design audit results have been analysed. Staff met with Te Kawerau ā Maki in April 2025 to discuss design principles and vision for the park.

18. ID 3434 Rangimatariki Rosebank Park Domain, Power Sports Association Inc. lease. A hearing was held on 27 February 2025 with attendance of Speedway supporters and dissenters. The hearings commissioner invited and heard all submitters, and has prepared a report outlining his recommendations. After workshoping with the local board, the leasing team will produce a business report with final recommendations in quarter four.

19. ID 35706 Whau - renew park fixtures, furniture and fencing 2023/2024. Original scope of works completed for this project, including scoping for the temporary landslip remediation works at 60 Portage Road, New Lynn. Methodologies and quotes are currently being reviewed independently to ensure the best outcomes but also value for money. Relocation of the eel artworks in Olympic Park has also been completed. The next steps are to complete the procurement for the landslip remediation works and start delivery.

20. ID 17967 Avondale - develop new community centre and library - Te Hono. Enabling works awarded, deconstruction on site is in progress, and the main contract is under negotiation, with a new start date to be finalized with the steering group. Next steps are to award the physical works contract.

21. ID 37466 Blockhouse Bay Library - renew roof and building. Physical works are underway, and the estimated completion date is in mid-May 2025.

22. ID 4380 Local Civic Events Whau. Blockhouse Bay Library Opening: a planning committee has been formed and additional funding has been agreed in principle. Event to be delivered in quarter four.

23. ID 37646 and 45851 Ambrico Studio - refurbish building including roof. Site visit with potential contractors has been undertaken. Next steps are to review tenders and proceed to appoint a contractor for physical works.

Activities on hold

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

· ID 37665 New Lynn Community Centre - refurbish recreation hall. The project’s investigation and design stage is currently on hold due to adjustments in the work programme and will resume when funding is secured. Physical works are projected to commence in the 2027/2028 financial year.

Changes to the local board work programme

25. The following work programmes activities have changes which been formally approved by the board.

Table 1: Work programmes change formally approved by the board

ID/Ref	Work Programme Name	Activity Name	Summary of Change	Resolution number
1272	Economic Development	Young Enterprise Scheme (WH)	On 4 December 2024, the board approved the Young Enterprise Scheme (WHLB) (Activity ID 1272) and associated budget of $1,000 into the 2024/2025 work programme from unallocated locally driven initiatives (LDI) operational budget.	WH/2024/168
TBC	Customer and Community Services	West Auckland Heritage Conference	Staff identified a $1,000 underspend from activity ID 4532 Te Kete Rukuruku (Māori naming of Parks and Places) tranche two, and $454 remaining of film revenue available. On 4 December 2024, the board approved the reallocation of $1,454 towards the 2025 West Auckland Heritage Conference to be delivered as part of the 2024/2025 work programme.	WH/2024/168
494	Customer and Community Services	Youth: Youth development Whau	Staff identified a $24,766 underspend from activity ID 494: Youth development Whau for the 2024/2025 financial year available for reallocation. On 23 April 2025, the board approved the reallocation of $15,000 towards activity ID 4074: Placemaking Community Whau, and $9,766 towards activity ID 4380: Local Civic Events Whau.	WH/2025/45

26. The West Auckland Heritage Conference and associated budget of $1,454 has not been added to the work programme update included as Attachment A. This will be updated for quarter four to reflect its inclusion in the 2024/2025 work programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

32. The Whau Local Board’s ongoing engagement with the Māori community, organisations, and partners has repeatedly highlighted the desire for a shared west Auckland identity and the need for cross-boundary, multi-board approaches to deliver outcomes for Māori communities in the west. Work programmne activities reported on in quarter two follow.

33. ID 493 Māori Responsiveness: E Tu - responding to the key aspirations and priorities for Māori. The Kaituhono met with the Whau Ethnic Collective to plan Te Tiriti o Waitangi training at Hoani Waititi Marae, as part of the lead-up to Matariki, fostering deeper cross-cultural understanding and partnership. Staff also met with Kaituhono to strengthen collaboration.

34. Green Bay Te Reo Māori class explored the foundational elements of the language—learning days of the week, months, seasons, greetings, along with karakia, waiata and tikanga. A highlight included creating harakeke (flax) armbands, as a practical introduction to traditional Māori weaving. The group plans to plant a harakeke garden at the Community House.

35. A Kaiako from Glenavon Community Hub, has kept the group engaged. Through this guidance, students are developing a solid foundation not just in Te Reo Māori, but in tikanga and cultural practices, deepening their connection to te ao Māori. At Glenavon Hub, a Pounamu Carving Workshop was held in collaboration with Manawaka Ao. This initiative invited whānau to begin their journey toward Matariki, symbolizing renewal and new beginnings, capturing personal stories, building connection, and celebrating the diversity in the community. The entire experience was grounded in hauora, guided by the Te Whare Tapa Whā framework, emphasizing holistic well-being. Patiki coordinator receives cultural supervision, once a month with a Māori supervisor.

36. ID 499 Hub services Whau. Kēmu and Kōrero weekly sessions are well attended, as is Sunday Rongoā wānanga. An Understand Te Tiriti event and a Tea and Treaty presentation and Community discussion were held. Te reo Māori Absolute Beginners Class has started again this quarter; past members of the classes meet monthly under Kaupapa Kōrero.

37. ID 1406 Mana Whenua Engagement. Engagement this quarter continued to build on fostering relationships with mana whenua through the rangatira-ki-te-rangatira / chief to chief (governance) hui with Te Kawerau ā Maki and Whau Local Board together with Waitākere Ranges and Henderson-Massey local boards held on Friday, 21 March. Focus of discussions included Annual Plan priorities for the board and ways to work together on supporting the Mana Kura programme delivered by Te Kawerau ā Maki in schools within the Whau rohe. Te Kawerau ā Maki is expanding its reach in areas of education, social wellbeing and environment as their capacity grows

38. ID 4162 Te Kete Rukuruku (Māori naming of Parks and Places) tranche three. Staff are working on drafting some sites for consideration for naming in tranche three, with a workshop scheduled for discussion in quarter four.

39. ID 4001 Citizenship ceremonies Whau - hosted at Hoani Waititi Marae. Planning has started for this event, to be delivered in quarter four.

Ngā ritenga ā-pūtea

Financial implications

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

Financial Performance

41. Operating expenditure of $12.9 million is $775,000 below budget.

42. ABS (Asset Based Services) operating expenditure underspend of $736,000 is made up of lower facility maintenance costs due to costs of some regional assets included in local budget.

43. For LDI (Locally Driven Initiatives) operating expenditure is slightly over budget by three per cent with no financial implications.

44. Operating Revenue of $180,000 is $53,000 below budget mainly in Community centre hireages, lower property rental from lease properties and CAB.

45. Capital expenditure of $4.0 million year to date is $1.2 million below budget with Te Hono (Avondale Community centre/Library) awaiting physical works contract to be awarded.

46. The financial report for the nine months ended 31 March 2025 for Whau local board area is in Appendix B attached.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. 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.

48. 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.

Ngā koringa ā-muri

Next steps

49. 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 ⇩	Whau Local Board - 1 January – 31 March 2025 Work Programme Update	549
b ⇩	Whau Local Board - Operating Performance Financial Summary	573

Ngā kaihaina

Signatories

Authors	Liam Courtney - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager

No.	Title	Page
a ⇩	Whau Local Board Workshop Record - 2 April 2025	591
b ⇩	Whau Local Board Workshop Record - 9 April 2025	595
c ⇩	Whau Local Board Workshop Record - 23 April 2025	599
d ⇩	Whau Local Board Workshop Record - 30 April 2025	603

Chairperson	Kay Thomas
Deputy Chairperson	Fasitua Amosa
Members	Ross Clow
	Catherine Farmer
	Valeria Gascoigne
	Sarah Paterson-Hamlin
	Warren Piper